LEADER’SBOOK INDEX

CHAPTER

1. PERSONNEL DATA

2. BATTLE FOCUS

3. EQUIPMENT DATA

4. TRAINING MANAGEMENT

5. SCHEDULED EVENTS

6. PHONE LISTINGS

7. REFERENCES

8. HISTORY

9. NCO EXTRAS

CHAPTER 1

PERSONNEL DATA

- PRIVACY ACT STATEMENT- DAILY PERSONNEL STATUS-PERSONNEL INFORMATION

- PER. ASSET INVENTORY STAT.- LEADERS’ DUTIES

- SUPERVISORS’ DUTIES- MANNING ROSTER

PRIVACY ACT STATEMENT The personnel listed below authorize ________________________, _______________ to maintain their SSN and personnel information in their Leader Book with the understanding that this information will not be disclosed except in the line of their official duties. NAME SSN SIGNATURE DATE

PRIVACY ACT STATEMENT

PRIVACY ACT STATEMENT OF 1974 (5USC 552a)

AUTHORITY: Title 37 USC see 101. PRINCIPLE PURPOSE(S): To provide the service member with the right to/or not to disclose information on their self. This information will not be used against them. ROUTINE USES: To provide leaders with the ready information and not have to research it.

DISCLOSURE OF THIS INFORMATION IS VOLUNTARY.

DAILYPERSONNEL

STATUS

RANK NAME DUTY STATUS

DATE: ______________

..

.

RANK NAME POA POW DD93 SGLI DENT MED GLASS ID ID HIV

WILL SHOT TAGS CARD

PERSONNELASSET

INVENTORYSTATUS

\ = COMPLETEDX= INCOMPLETED DATE OF PDP:

SOLDIER’SINFORMATION

NAME:_____________________ SSN:______________RANK:_______ DOR:___________ DATE ASSIGNED:________INITIAL COUNSELING DATE:________ GT SCORE:______SEC CLEARANCE:__________ PULHES:____________LAST NCOER:_____________ DUE NCOER:________HT:________ WT:________ DOB:__________ BASD:________BEPD:________ BLOOD TYPE:________ EYE COLOR:_____HAIR COLOR:________ RELIGION:_____________________MARITAL STATUS:_____________ PMOS:_______ SMOS:___ALLERGIES/TAGS:_______________ # DEPENDENTS:_____GLASSES: yes / no INSERTS: yes / no ETS:___________ MILITARY AWARDS:_____________________________________________________________________________________________________________________________________________MILITARY EDUCATION:__________________________________________________________________________________________________________________________________________CIVILIAN EDUCATION:_______________________________DUTY POSITION:_________________ PARA/LIN#:__________HEAT INJURY:______________ COLD INJURY:____________LAST HIV:_________ LAST DENTAL:____________MILITARY LICENSE: yes / noWEAPON #:______ sn:______________MASK #:________ size:______ fitted date:_________MOPP SUIT SIZES: top___ bottom_____ boots_____ gloves____BDU SIZES: top______ bottom_______ boots______ beret_____ field jacket______ gloves_______ patrol cap______ t-shirt________ underwear______ socks______CURRENT ADDRESS AND PHONE #:_____________________________________________________________________________________________________________________________

PLACE OF BIRTH:________________________________HOME OF RECORD:________________________________________________________________________________SPOUSE NAME:___________________________________CHILDRENS NAME AND AGES:________________________________________________________________________________________________________________________TYPE QUARTERS: government / economy / gov leasedCIVILIAN LICENSE: number___________ state________ expires________________________ POV TYPE:____________ MODEL:__________MAKE:______________ YEAR:______________VIN NUMBER:____________________________________LICENSE PLATE:___________ STATE:_______________REG NUMBER:____________ EXP:__________________INSURANCE COMPANY:__________ EXP:___________POLICY NUMBER:_________________ NEXT OF KIN:___________________________________RELATIONSHIP:_________________________________ADDRESS:__________________________________________________________________________________________PHONE NUMBER(W/AREA CODE):_________________NOTES:

1. Welfare of troops1. Welfare of troops

2. Squad Leadership2. Squad Leadership

3. Field Operations, Mission Organizing/3. Field Operations, Mission Organizing/ Execution, Accountability of Personnel/Execution, Accountability of Personnel/ Equipment, Squad/Team Command & Equipment, Squad/Team Command & ControlControl

4. Training, 4. Training, Planning/Researching/Scheduling,Planning/Researching/Scheduling, Attending Weekly Training MeetingsAttending Weekly Training Meetings

5. Execute- PSG/SEC Ldr Duties as Needed5. Execute- PSG/SEC Ldr Duties as Needed 6. Counsel SM’s after each field deployment 6. Counsel SM’s after each field deployment andand Monthly when in Garrison, All in writingMonthly when in Garrison, All in writing

7. Conduct Section AAR’s after each mission7. Conduct Section AAR’s after each mission

8. Insure all Sensitive items are drawn and8. Insure all Sensitive items are drawn and Accounted for prior to Field ExerciseAccounted for prior to Field Exercise

9. Write and submit all squad/team awards9. Write and submit all squad/team awards

10. All other duties as assigned10. All other duties as assigned

11. Support single soldier programs11. Support single soldier programs

12. Protect block leave & family time12. Protect block leave & family time

MANNING ROSTER

203-10 31R1O E4:

LEGEND:(RED) 30-60 DAY LOSS(YELLOW) 60-90 DAY LOSS(GREEN) 90-120 DAY LOSS(BLUE) SCHOOLS(GRAY) DETACHED

FMC (GREEN w/FMC) Fully Mission CapableNMC (RED w/NMC) Non-Mission Capable

(Overdue services not included)T TrainedP Partially TrainedU Untrained* Asterick - No Security Clearance

LRAU LR03 B140P 31R2O E5:

31R1O E4:NMC 31R1O E4:

OTHER:

<30 DAY LOSS/MOSSPC RAMIREZ

clearance

Manning Definitions

Unmanned: 3 personnel or less; red; can't accomplish the mission.

Partially Manned: 3 or 4 personnel; amber; can accomplish mission but additional time for set up is required and some site requirements can't be supported.

Fully Manned: 5 or 6 personnel and

CHAPTER 2BATTLE FOCUS

• 8 STEP TRAINING MODEL

• PRE COMBAT CHECKLIST

• DEPLOYMENT SEQUENCE OF EVENTS

• BATTLE DRILLS

• BATTLE TASK TRACKING ROSTER

• MISSION ESSENTIAL TASK LIST (METL)

• RECOVERY CHECKLIST

Training Step Who When Training Step Who When Where Where 1. Training Planned1. Training Planned

2. Leaders Certified2. Leaders Certified

3. Recon Conducted3. Recon Conducted

4. Plan Issued4. Plan Issued

5. Rehearsal Conducted5. Rehearsal Conducted

6. Training Conducted6. Training Conducted

7. AAR Conducted7. AAR Conducted

8. Re-Training Conducted8. Re-Training Conducted

Comments:Comments:

Training Event:Training Event:

Date:Date:___________

_____ Personnel Accountability_____ Personnel Accountability_____ Personnel hygiene items_____ Personnel hygiene items_____ Individual TA-50_____ Individual TA-50_____ Seasonal clothing items_____ Seasonal clothing items_____ ID tags with Values tag, ID card with_____ ID tags with Values tag, ID card with values cardvalues card_____ DA 5984-E Operators ID Card_____ DA 5984-E Operators ID Card_____ Water jugs (filled)_____ Water jugs (filled)_____ Fuel cans (full)_____ Fuel cans (full)_____ Stoves W/ all parts_____ Stoves W/ all parts_____ Tents/Nets/Pole Bags/Stakes_____ Tents/Nets/Pole Bags/Stakes_____ Cammo nets_____ Cammo nets_____ Maps/Overlays_____ Maps/Overlays_____ Commo equipment (batteries, wire)_____ Commo equipment (batteries, wire)_____ Comsec (ancd)_____ Comsec (ancd)_____ NVG’S_____ NVG’S_____ Weapons (Individual/Crew serve)_____ Weapons (Individual/Crew serve)_____ NVG’S W/batteries_____ NVG’S W/batteries_____ AID Bags_____ AID Bags_____ Vehicles (topped off, loaded, _____ Vehicles (topped off, loaded, dispatcheddispatched PMCS, -10 MANUALS)PMCS, -10 MANUALS)_____ Supplies (Alcohol, Markers, Pens, _____ Supplies (Alcohol, Markers, Pens, ect)ect)_____ MAP BOARDS_____ MAP BOARDS_____ COTS_____ COTS

__________ Individual prepared for combatIndividual prepared for combat

__________ Helmet w/camo cover, band, cat-eyes, rank,Helmet w/camo cover, band, cat-eyes, rank,chin strap, name and cold weather injury chin strap, name and cold weather injury markingsmarkings

__________ LBV w/ belt, 2 full canteens, cover, cup, and LBV w/ belt, 2 full canteens, cover, cup, and M17 drinking cap, first aid pouch w/bandageM17 drinking cap, first aid pouch w/bandageearplugs, and flashlight w/filterearplugs, and flashlight w/filter{combat life saver’s bag if appl}.{combat life saver’s bag if appl}.

__________ Protective mask w/hood, M258A1 kit, M8/M9Protective mask w/hood, M258A1 kit, M8/M9paper, optical inserts and plastic bagpaper, optical inserts and plastic bag

__________ Individual weaponIndividual weapon

__________ TA-50 packed IAW 1ID Deployment SOPTA-50 packed IAW 1ID Deployment SOP

__________ Individual soldier knowledge: Briefed on Individual soldier knowledge: Briefed on currentcurrent

mission/situation, chain of command & mission/situation, chain of command & scenario scenario etc…etc…

__________ ANCD w/current SOI, if appl.ANCD w/current SOI, if appl.

__________ Acetate and markers, if appl.Acetate and markers, if appl.

__________ POW document tags/ Casualty Feeder Reports POW document tags/ Casualty Feeder Reports DA Form 1156DA Form 1156

__________ Watch and/or CompassWatch and/or Compass

__________ Ammunition and/or DA Form 581 if appl.Ammunition and/or DA Form 581 if appl.

__________ Vehicle Prepared for combat DA 5988E Vehicle Prepared for combat DA 5988E PMCSPMCS

__________ All MTOE equip loaded IAW Load PlanAll MTOE equip loaded IAW Load Plan

__________ Log book w/ all dispatches {Trailers, Log book w/ all dispatches {Trailers, Generator,Generator,

ect…}ect…}

__________ Weapon cleaning kits; Individ and crewWeapon cleaning kits; Individ and crew

__________ First aid kit and Warning triangleFirst aid kit and Warning triangle

__________ Topped Off and fuel and water cans fullTopped Off and fuel and water cans full

__________ POL ProductsPOL Products

__________ BII/OVM completeBII/OVM complete

__________ MRE basic load for 3 daysMRE basic load for 3 days

__________ NVGs/NVDs w/batteriesNVGs/NVDs w/batteries

__________ NBC Equip; M13, ICE Packs, M8 Alarm, NBC Equip; M13, ICE Packs, M8 Alarm, Radiation Radiation Meters, Personal Deacon kits M258, NBCMeters, Personal Deacon kits M258, NBC

markers/signs, Nerve Agent antidote kits, markers/signs, Nerve Agent antidote kits, etc..etc..

__________ Commo Equip: TA 312w/batteries, OE-254 Commo Equip: TA 312w/batteries, OE-254 complete w/safety goggles, DR-8 w/WD-1complete w/safety goggles, DR-8 w/WD-1serviceableserviceable

__________ Camouflage nets w/support systemsCamouflage nets w/support systems

__________ Tie down equip., chock blocks, shackles & Tie down equip., chock blocks, shackles & pinspins

H + 00:00H + 00:00 Alert NotificationAlert Notification

H + 01:00H + 01:00

H + 02:00H + 02:00 Key Personnel AccountabilityKey Personnel Accountability

H + 03:00H + 03:00 Initial Mission Brief/Warning OrderInitial Mission Brief/Warning Order

H + 04:00H + 04:00 Accountability of all PersonnelAccountability of all Personnel

H + 05:00H + 05:00 Submit Admin and Logistics reportsSubmit Admin and Logistics reports

H + 06:00H + 06:00 Mission BriefMission Brief

H + 07:00H + 07:00 Identify Mission RequirementsIdentify Mission Requirements/External Support/External Support

H + 08:00H + 08:00 PCI/Preparation for DeploymentPCI/Preparation for Deployment

H +72:00H +72:00 DEPLOYDEPLOY

BATTLE RHYTHM

PRECOMBATCHECKS

Vehicle Bumper Number: Section Chief:

Number of Personnel:

GO/NO GO NOTES

1. Individuals prepared for combat 2. Vehicle Before PMCS 3. Communications Equipment PMCS 4. Maintenance Equipment 5. NBC Equipment 6. COMSEC / Weapons Accountability

7. NVG / PLGR Accountability

8. Strip Map / New Location Grid

BATTLE TASKS

NA

ME

BATTLE TASKTRACKING

ROSTER

MISSION ESSENTIALTASK LIST

(METL)

Priority

Critical T

ask

BATTALION LEVEL COLLECTIVE TASK

MATRIX

Headquarters

1st PLT (N

C05)

2nd PLT (N

C06)

PRO

TEC

T T

HE FO

RC

E

CO

ND

UCT T

AC

TIC

AL

MO

VEM

EN

T

CO

ND

UCT SIG

NA

L O

PERAT

ION

S

MAIN

TAIN

SOLD

IER

&

EQ

UIP R

EAD

INESS

PRE

PARE FO

R C

OM

BAT

MAINTAIN SOLDIER & EQUIPMENT READINESSPerform Risk Management Procedures

Prepare Administrative Staff Operations

** Perform PAC Functions** Perform Logistics Staff Operations** Provide Ops/ Intelligence Operations

Conduct the Command Religious Support ProgramProvide Food Service Support

** Perform Field Sanitation MeasuresMaintain Troop Morale and Combat CapabilityEvacuate CasualtiesPerform First Level Maintenance

** Manage Unit Maintenance Operations

** Denotes Collective Tasks which MUST be a "T" to achieve an overall "T" in the METL Task.

Priority

Critical T

ask

BATTALION LEVEL COLLECTIVE TASK

MATRIX

Headquarters

1st PLT (N

C05)

2nd PLT (N

C06)

PRO

TECT T

HE FO

RCE

CO

ND

UCT T

ACTIC

AL

MO

VEM

EN

T

CO

ND

UCT SIG

NAL

OPE

RATIO

NS

MAIN

TAIN

SOLD

IER &

EQ

UIP R

EAD

INESS

PREPA

RE FO

R C

OM

BAT

PREPARE FOR COMBATPerform Risk Management Procedures

** Analyze the Mission

Prepare an OPLAN/ OPORD/ FRAGO

** Provide Ops/ Intelligence Operations** SRP Verification

Rear Detachment OperationsPROTECT THE FORCE

Perform Risk Management ProceduresEvacuate Casualties

** Prepare for Deployment** Conduct a Convoy** Secure and Defend Unit Position** Camouflage Vehicles and Equipment** Employ Physical Security Measures

Use Passive Air Dfense Measures** Employ Signal/ Operations Security Measures** Conduct NBC Operations/ Attack

CONDUCT TACTICAL MOVEMENT** Perform Risk Management Procedures** Perform Unit Level Motor Maintenance Prepare for Deployment** Conduct a Convoy

Prepare for Dispalcement from an Area of OperationsCONDUCT SIGNAL OPERATIONS

E s t . S in g le C h a n . F r e q . H o p p in g F M V o ic e R a d io S t a t io n

** IOM Node Center Switch (TTC-47)

** IOM LEN Switch (TTC-46)

** IOM SEN Switch (TTC-48(V)1/ (V)2

IOM NC/ LEN Management Facility (AN/ TQS-154)IOM LOS Radio Terminal (AN/ TRC-190(V)4)

** IOM RAU (AN/ TRC-191)IOM LOS Radio Terminal (AN/ TRC-190(V)1)IOM LOS Radio Terminal (AN/ TRC-190(V)3)IOM LOS (SHF) Radio Terminal

** Provide Comm System Control ElementEstablish a Combat Net Radio Interface (CNRI)IOM Remote Multiplexer Combiner (RMC)

** Establish GMF TACSAT Terminal FacilityIOM

TACLAN

IOM TMS

RECOVERYDAY 0

RECOVERYDAY 1

1. Refuel vehicles and generators at fuel point.

2. All vehicles and trailers are washed.

3. Throw away UNCLASSIFIED trash.

4. Clean headlights and windshields.

5. Ensure all COMSEC is zeroed.

6. Turn in classified destruction certificates.

7. Wipe down weapons and turn in to arms room.

8. Turn in field meal cards.

9. Remove classified hard drives from computers.

10. Secure all shelters, storage areas, and vehicles (vehicles are parkedin designated parking area).

11. 100% of all personnel and equipment are accounted for.

12. 1005 of all sensitive items are accounted for.

13. Report to commander the DAY 0 recovery is complete.

1. Conduct PMCS on all vehicles, trailers, generators and com--munications equipment.

2. Turn in NMC CE equipment to EMS.

3. Turn in NMC motor equipment to motorpool.

4. Submit work orders for Direct Support Maintenance.

5. Install repair parts or place on order.

6. Update TAMMS and ULLS records to accurately reflect current equipment status.

7. Thoroughly clean vehicles inside and out and prepare for inspection by supervisor.

8. Ensure all vehicles and generator fuel tanks are ¾ full; and fuel cansAre topped off.

9. Turn in 5988-E indicating miles and hours to the unit motor sergeant.Close out all dispatches.

10. Update unit equipment status report. Commander approves unitDA Form 2406 and sends to BMO.

11. PAC submits a roster of all personnel drawing separate rations with attached DA Form 4807-R to the finance office within 72 hours forpayroll deduction for rations.

12. Clean and service tents, stoves, camo nets, MKTE and other equipment.

13. Turn in rations to the mess sergeant.

14. Drain, clean, service, and inspect water trailers, Schedule newcertification through preventive medicine.

RECOVERYDAY 2

1. Clean all individual and crew served weapons and night observationdevices (complete 5988-E or 2404).

2. Clean and sanitize all protective masks and chemical defense equipment.Ensure calibration is up to date.

3. Continue drying tents.

4. Clean and inspect all common used areas, such as maintenance bays,storage sheds, wash racks, grease racks, dumpsters and troop billets.

5. Turn in sleeping bags to supply for cleaning.

6. Sergeants and above sign TA-50 inventory statements.

7. Clean, service and tag all wire and cable.

8. Turn in unserviceable wire and empty reels to supply. Report wirewire shortages to company commander.

9. Report to commander that Day 2 Recovery is complete.

RECOVERYDAY 3

1. Continue recovering wire and cable and other MTOE equipment.

2. Unit leaders (team level) inventory and inspect equipment. Missing ordamaged items will be replaced or repaired.

3. Inventory unit PLL stocks and request replacement items.

4. Submit requisitions to replenish basic classes of supply.

5. Prepare Reports of Survey and/or Statement of Charges for mission ordamaged equipment.

6. Inventory (team level) and clean all TA-50 and OCIE, and reportshortages to the company commander.

7. Identify all property losses and initiate adjustment documents.

8. Clean and PMCS loaned equipment and return to owners.

9. Pack away tentage (ensure tents are dry prior to storage).

10. Reprot to commander that Day 3 Recovery is complete.

RECOVERYDAY 4

RECOVERYDAY 5

1. Platoon leadership inspects each vehicle, shelter and generator forcleanliness, completion of operator maintenance and accountability/condition of BII.

2. TA-50 is inventoried and inspected.

3. Inspect individual and crew served weapons and chemical defense equipment.

4. Inspect maintenance facilities to include tool room, shop offices, washracks and bays for overall appearance, neatness and cleanliness.

5. Turn in field loss statements.

6. Schedule necessary appointments and compensatory time for soldiersto perform personal business.

7. Submit award recommendations.

8. Complete performance and/or re-enlistment counseling.

9. Turn in platoon battle rosters to company commander.

10. Report to commander that Day 4 Recovery is complete.

INSPECTION

CAHPTER 3EQUIPMENT DATA

• WEAPONS STATUS

• VEHICLE STATUS

• COMMUNICATION STATUS

• SENSITIVE ITEMS LIST

• VEHICLE LOAD PLANS

WEAPONSTATUS

ITEM SERIAL # AUTH ON STATUS HAND

M16A2

M249

PVS-4

PVS-5

PVS-7B

BINOS

ANCD

PLUGGER

VEHICLE STATUS

MODEL # BMPR # STATUS DRIVER TC

SERVICE DUE- ASSIGNED TO-

COMMOSTATUS

ITEM SERIAL AUTH ON HAND STATUS

WEAPONSAND MASK

INVENTORY

NAME WEAPON SERIAL # MASK #

FORSCOM Form 285-R, 1 Mar 93

VEHICLE LOAD CARD(TB 55-46-1 & 2) and (FORSCOM Reg 55-1)

UNIT/UIC VEH LIN NO NOMEN/MOD NO SEC/PLT ASGD SHIPMENT UNIT NO

LENGTH OF VEHOPERATIONAL

DATECOMPILED

WIDTH OF VEH HEIGHT OF VEH VEH EMPTY WTREDUCED OPERATIONAL REDUCED OPERATIONAL REDUCED

CB/CG IS INCHES FROM

TEST LOAD VERIFIED BY DATE

CARGO AREA CUBIC FTCARGO AREAOPERATIONAL REDUCEDLENGTH HEIGHT

NOT COMPUTED FOR HS TO MS

CARGO COMPARTMENT VIEW

CARGO LOCNO TOTAL WT

NO OFITEMS

PC CUBICFT

TOTALCUBIC FT PC WTCARGO DESCRIPTION & TYPE PACK

EDITION OF 1 AUG 80 MAY BE USED.

TDA/MTOE PARA AND LIN NO OF DRIVER

5-1/2X8-1/2

FRO

NT O

F VEH

ICLE

WIDTH

LOAD PLUS VEHICLE WT

LOAD PLAN

CHAPTER 4TRAINING

MANAGEMENT

• MAJOR TRAINING / COLLECTIVE TRAINING OBJECTIVES

• TRAINING REQUIREMENTS

• INDIVIDUAL WEAPONS STATUS

• SECTION APFT STATUS

• SECTION CTT RESULTS

Major Major TrainingTraining

Collective Collective TrainingTraining

UntrainedUntrained PartiallyPartiallyTrainedTrained

TrainedTrained

UntrainedUntrainedPartiallyPartiallyTrainedTrained TrainedTrained

TRAININGREQUIREMENTS

TRAINING AREA LAST NEXT TNG DATE TNG DATE

APFT ___________ __________

WEAPONS QUALIFICATIONM16A2 ___________ __________M203 ___________ __________Mk-19 ___________ __________M249 ___________ __________

IDIVIDUAL QUALNBC CHAMBER ___________ __________CTT ___________ __________

LIVE FIRE EXERCISETABLE VIII ___________ __________ TABLE XII ___________ __________

LAST NEXTTRAINING AREA TNG DATE TNG DATE

Combat Life Saver ___________ ___________EIB/EFMB ___________ __________APFT ___________ __________NBC Chamber ___________ __________CTT ___________ __________

WEAPONS QUALIFICATION

M16A2 ___________ __________M9 ___________ __________M249 ___________ __________M2 50cal. ___________ __________MK 19 ___________ __________

WEAPONSQUALIFICATION

STATISTICS

NAME WEAPON SCORE LEVEL DATE NAME P/U S/U RUN DATE TOTAL

SECTIONAPFT DATA

COMMON TASKS

NA

ME

COMMON TASKTRACKING

ROSTER

CHAPTER 5SCHEDULED

EVENTS

• DAILY ACTIVITIES CALENDAR

• LONG RANGE CALENDAR

• SHORT RANGE CALENDAR

• TRAINING SCHEDULES

MONDAY:

TUESDAY:

WEDNESDAY:

THURSDAY:

FRIDAY:

SATURDAY:

SUNDAY:

CHAPTER 6PHONE

LISTINGS

• ALERT ROSTER

• POINTS OF CONTACT

POINTS OF CONTACT

POINTS OF CONTACT TYPE OF PROGRAM

(AGENCY) ADDRESS PHONE NUMBER

ARMY COMMUNITY SERVICE (ACS)

ARMY EMERGENCY RELIEF (AER)

AMERICIAN RED CROSS

FINANCIAL PLANNING ADVISOR

ALCOHOL AND DRUG ABUSE PROGRAM (ADAPCP)

FAMILY ADVOCACY PROGRAM

EQUAL OPPORTUNITY

EDUCATION CENTER/COUNSELOR

STAFF JUDGE ADVOCATE (SJA)

CHAPLAIN

REENLISTMENT COUNSELOR

INSPECTOR GENERAL

COMMUNITY REC CENTER

FAMILY SUPPORT PROGRAM

BETTER OPPORTUNITIES FOR SINGLE SOLDIERS (BOSS) PROGRAM

POINTS OF CONTACT

CHAPTER 7REFERENCES

• AR 600-20 CH #3

• AFPT SCORING STANDARDS

• PAY SCALE

• BODY FAT STANDARDS

• NCO SUPPORT CHANNEL

• CHAIN OF COMMAND

• UCMJ INFORMATION

• RISK ASSESSMENT CARD

• SOURCES OF INFORMATION FOR NCO’S

• ARMY SONG

• PROMOTION CRITERIA

• WARRIOR MARCH

3.0 Enlisted Aspects of Command 3.0 Enlisted Aspects of Command Subtopics3.1 Delegation of authority3.2 Noncommissioned officer support channel3.3 Precedence of relative rank3.4 Date of rank (DOR), enlisted soldiers

3.1 Delegation of authority3.1 Delegation of authorityCommanders and their staffs, at all levels of command, are responsible for ensuring proper delegation of authority toNCOs by their seniors. This policy applies whether the senior is an officer, WO, or another NCO.

3.2 Noncommissioned officer support channel3.2 Noncommissioned officer support channelAA. The NCO support channel (leadership chain) parallels and complements the chain of command. It is a channel ofcommunication and supervision from the command sergeants major to first sergeants and then to other NCOs and enlisted personnel of the units. Commanders will define responsibilities and authority of their NCOs to their staffs and subordinates. This NCO support channel will assist the chain of command in accomplishing the following:

(1) Transmitting, instilling, and ensuring the efficacy of the professional Army ethic. See FM 100-1 for an explanation of the professional Army ethic.

(2) Planning and conducting the day-to-day unit operations within prescribed policies and directives.

(3) Training of enlisted soldiers in their MOS as well as in the basic skills and attributes of a soldier.

(4) Supervising unit physical fitness training and ensuring that unit soldiers comply with the weight and appearance standards of AR 600-9 and AR 670-1.

(5) Teaching soldiers the history of the Army, to include military customs, courtesies, and traditions.

(6) Caring for individual soldiers and their families both on and off duty.

(7) Teaching soldiers the mission of the unit and developing individual training programs to support the mission.

(8) Accounting for and maintaining individual arms and equipment of enlisted soldiers, and unit equipment under their control.

(9) Administering and monitoring the NCO professional development program, and other unit training programs.

(10) Achieving and maintaining courage, candor, competence, and commitment.

BB. Specific information concerning the responsibilities, command functions, and scope of duties of NCOs are contained in AR 611-201, and FM 22-600-20.

(1) Sergeant Major of the Army. This is the senior sergeant major grade of rank and designates the senior enlisted position of the Army. The sergeant major in this position serves as the senior enlisted adviser and consultant to theChief of Staff, Army.

(2) Command sergeant major. This position title designates the senior NCO of the command at battalion or higher levels. He or she carries out policies and standards, and advises the commander on the performance, training, appearance, and conduct of enlisted personnel. The command sergeant major administers the unit Noncommissioned Officer's Professional Development Program (NCODP).

3.3 Precedence of relative rank3.3 Precedence of relative rankAmong enlisted soldiers of the same grade of rank in active military service to include retired enlisted soldiers on active duty, precedence or relative rank will be determined as follows: a. According to date of rank. b. By length of active Federal Service in the Army when dates of rank are the same. c. By length of total active Federal Service when a and b above are the same. d. By date of birth when a, b, and c are the same--older is more senior.

3.4 Date of rank (DOR), enlisted soldiers3.4 Date of rank (DOR), enlisted soldiers

a. The provisions of this paragraph, unless otherwise specified, are effective 8 June 1979. b. The DOR for enlisted soldiers in the Army, who have not had a break in active duty service and who reenlist in the same pay grade within 24 hours of discharge, is the DOR held in the pay grade prior to discharge. c. The DOR for former enlisted soldiers or former officers (entitled to reenlist under section 3258, title 10, United States Code) who reenlist in the Regular Army (RA) is a date preceding the reenlistment date by a period equal to the length of time previously served on active duty in the same or higher grade than that in which reenlisted. Service performed prior to reduction to a pay grade lower than that in which an individual reenlists is not creditable. d. The DOR for promotion to a higher grade is the date specified in the instrument of promotion or, when no date is specified, is the date of the instrument of promotion. e. The DOR for a lateral appointment to a different rank within the same pay grade is the date held in the rank from which the appointment is made. f. The DOR for the grade held during a period in which lost time occurs will be adjusted to reflect lost time accumulated for any reason. The provisions of this paragraph are retroactive to include adjustment of DOR held during previous periods of lost time. g. The DOR in a grade to which reduced for inefficiency or failure to complete a school course is the same as that previously held in that grade. If reduction is to a higher grade than that previously held, it is the date the soldier was eligible for promotion under the promotion criteria set forth for that grade under AR 600-200, chapter 7. (See AR 140-158, chap 4 for USAR enlisted soldiers on active duty in the Active Guard Reserve (AGR) program.) h. Date of rank on reduction for all other reasons is the effective date of reduction. (See AR 27-10, chap 3, when a soldier is reduced under the MCM (Article 15, UCMJ.)) i. The DOR on restoration to grade of rank from which reduced following successful appeal of the reduction, is the date held before reduction. (See AR 27-10, chap 3, when a soldier is reduced under the MCM, (Article 15, UCMJ.)

(3) First sergeant. The position of first sergeant designates the senior NCO at company level. The first sergeant's principal duty is the individual training of enlisted members of the unit. The first sergeant administers the unit NCODP.

(4) Platoon sergeant. The platoon sergeant is the key assistant and adviser to the platoon leader. In the absence of the platoon leader, the platoon sergeant commands the platoon.

(5) Section, squad, and team leaders. These direct leaders are the NCOs responsible at these echelons.

C. NCO disciplinary policies are shown below.C. NCO disciplinary policies are shown below. (1) NCOs are important to maintaining discipline in the Army. The policies prescribed in this subparagraph shouldbe considered together with the provisions of chapter 4 and the MCM. (a) NCOs have the authority to apprehend any person subject to trial by courts-martial in accordance with the MCM(Article 7, UCMJ, and para 302(b), RCM) and chapter 4 of this regulation. (b) NCOs may be authorized by their commanders to order enlisted persons of the commanding officer's command or enlisted persons subject to the authority of that commanding officer into arrest or confinement in accordance withthe MCM (para 304(b), RCM.) (2) NCOs do not have authority to impose nonjudicial punishment on other enlisted personnel under the MCM (Article 15, UCMJ.) However, the commander may authorize an NCO in the grade of sergeant first class or above, provided such person is senior to the person being notified, to deliver the DA Form 2627 (Record of Proceedings under Article 15, UCMJ) and inform the member of his or her rights. In cases of nonjudicial punishment, the recommendations of NCOs should be sought and considered by the unit commanders. (3) As enlisted leaders of soldiers, NCOs are essential to furthering the efficiency of the company, battery, or troop. This function includes preventing incidents that make it necessary to resort to trial by court-martial or to impose nonjudicial punishment. Thus, NCOs are assistants to commanders in administering minor nonpunitive corrective actions as set forth in AR 27-10 and Part V, paragraph 1g of the MCM. "Nonpunitive corrective action" is not "nonjudicial punishment." (4) In taking corrective action with regard to subordinates, NCOs will be guided by and observe the principles set forth in chapter 4. DD. NCO prerogatives and privileges are shown below. NCOs will--

(1) Function only in supervisory roles on fatigue duty and only as NCOs of the guard on guard duty, except in temporary situations where grades of rank are critically short.

(2) Be granted such privileges as organization and installation commanders are capable of granting and consider proper to enhance the prestige of their enlisted troop leaders.

(3) Be considered for assignment of quarters (NCOs with bonafide family members) by installation commanders based on AR 210-50. Assignment is based on the date of rank within pay grade.

(4) Be afforded pass privileges according to AR 630-5, chapter 11.

(5) Be afforded rooms in barracks areas under provisions of AR 210-11.

j. Date of rank for enlisted Reservists or Guardsmen ordered to active duty (other than active duty for training) from the USAR or ARNG is a date preceding the date of entrance on active duty by a period spentin an active status in the grade in which ordered to active duty subject to the following conditions: (1) Only service performed after the most recent break in service is creditable. For the purpose of this paragraph, a period during which the soldier is not a member of any component of the Armed Forces is a break in service if such period is in excess of 3 months (enlisted soldiers) or 6 months (former officers). (2) Service performed prior to reduction to a pay grade lower than that in which a person enters on active duty is not credited. k. The DOR for retired enlisted personnel who are recalled to active duty will be the DOR stated in the U.S. Total Army Personnel Agency orders placing him or her on active duty. Such DOR is computed by adding, at the time of retirement, the period of time between the date of retirement and the date of return to active duty. In case of additional periods of inactive service, the DOR is adjusted further. l. The DOR for enlisted soldiers who immediately reenlist following removal from the Temporary Disability Retirement List (TDRL) is the original DOR held prior to being placed on the TDRL (section 1211, title 10,United States Code.) Soldiers who do not immediately reenlist following removal from the TDRL will have their DOR established under the provisions of c above. m. The DOR for enlisted soldiers on restoration to the higher grade held prior to reduction to comply with requirements to attend school under an Army program will be the date of rank held prior to the reduction. n. USAR and ARNG soldiers whose grades were reduced to enter on initial active duty for training (IADT) or to attend school will be restored upon satisfactory completion of training to their former grade with original DOR held prior to reduction. o. The DOR of an ARNG soldier promoted to a higher grade held prior to acceptance of a reduction of one or more grades, without prejudice, due to lack of position vacancy or unit reorganization or inactivation, will be a date preceding the promotion by a period equal to the length of time previously served in the grade to which promoted.

Height/ Weight Screening Table (AR 600-9)

Male Height & Weight

Age (Males) Height (I nches) 17 -

20 21 - 27

28 - 39

40+

58 - - - -

59 - - - -

60 132 136 139 141

61 136 140 144 146

62 141 144 148 150

63 145 149 153 155

64 150 154 158 160

65 155 159 163 165

66 160 163 168 170

67 165 169 174 176

68 170 174 179 181

69 175 179 184 186

70 180 185 189 192

71 185 189 194 197

72 190 195 200 203

73 195 200 205 208

74 201 206 211 214

75 206 212 217 220

76 212 217 223 226

77 218 223 229 232

78 223 229 235 238

79 229 235 241 144

80 234 240 247 250

Female Height & Weight

Age (Females) Height (I nches) 17 -

20 21 - 27

28 - 39

40+

58 109 112 115 119

59 113 116 119 123

60 116 120 123 127

61 120 124 127 131

62 125 129 132 137

63 129 133 137 141

64 133 137 141 145

65 137 141 145 149

66 141 146 150 154

67 145 149 154 159

68 150 154 159 164

69 154 158 163 169

70 159 163 168 173

71 163 167 172 177

72 167 172 177 183

73 172 177 182 188

74 178 183 189 194

75 183 188 194 200

76 189 194 200 206

77 193 199 205 211

78 198 204 210 216

79 203 209 215 222

80 208 214 220 227

1. Height will be measured in stocking feet on a flat surface with the chin parallel to the floor. The body should be straight but not rigid, similar to the position of attention. The measurement will be rounded to the nearest inch with the following guidelines:

o If the height fraction is less than 1/2 inch, round down. o If the height fraction is 1/2 inch or greater, round up.

2. Weight should be measured and recorded to the nearest pound. 3. All measurements will be taken in the APFT uniform. 4. Add 6 pounds per inch for males and 5 pounds per inch for females measuring over 80

inches tall.

Body Fat Allowances (AR 600-9, I nterim Change 1)

Age Group Male % of Body Fat

Female % Body Fat

17 - 20 20 30

21 - 27 22 32

28 - 39 24 34

40+ 26 36

CHAIN OF COMMAND

REF: AR 600-20

COMMAND -IN-CHIEF

CHAIRMAN, JOINT CHIEFS OF STAFF

ARMY CHIEF OF STAFF

DIVISION COMMANDER

DIVARTY BRIGADE COMMANDER

BATTALION COMMANDER

COMPANY COMMANDER

PLATOON LEADER

SECTION CHIEF

NCO SUPPORT CHANNEL

REF: AR 600-20

SERGEANT MAJOR OF THE ARMY

DIVISION COMMAND SERGEANT MAJOR

DIVARTY COMMAND SERGEANT MAJOR

BATTALION COMMAND SERGEANT

MAJOR

FIRST SERGEANT

PLATOON SERGEANT

SECTION CHIEF

COMMANDING OFFICER

RESTRICTION

CORRECTIONALCUSTODY

FOREFITURE

OF PAY

UNIFORM CODE OF MILITARY JUSTICECOMPANY

GRADE

E-5 TO E-9

E-1TOE-4

FIELDGRADE

E-5TOE-9

E-1TOE-4

ADMONITIONREPREMAND

EXTRADUTIES

REDUCTIONIN

RANK

YES YES YES YES

14 DAYS

(1)

14DAYS

(1)

14DAYS

(1)

14DAYS

(1)

60DAYS

60DAYS

45DAYS

45DAYS

NO7

DAYS(2&3)

NO30

DAYS

7 DAYS 7 DAYS

1/2MONTH

PAYFOR 2

MONTHS

1/2MONTH

PAYFOR 2

MONTHS

REDUCEONE

GRADENO

ONEGRADE

IF INPROMOTIONAUTHORITY

ONEOR

MORELOWER

GRADES

(1) RESTRICTION AND EXTRA DUTY MAY BE COMBINED, BUT IN SUCH A CASE, THE TOTAL MAY NOT EXCEED THE MAXIMUM ALLOWED FOR EXTRA DUTY.(2) ENLISTED SOLDIERS WITH A PAY GRADE OF E-4 MAY NOT BE PLACED IN CORRECTIONAL CUSTODY, BUT IF THEIR RANK IS REDUCED TO A PAY GRADE OF E-3 THEY MAY BE PLACED IN CORRECTIONAL CUSTODY AS A PART OF THE SAME PUNISHMENT.(3) ENLISTED SOLDIERS WITH A PAY GRADE OF E-1 TO E-4 MAY BE CONFINED FOR 3 DAYS ON BREAD AND WATER WHEN EMBARKED OR ATTACHED TO A VESSEL.(4) THE PROMOTION AUTHORITY FOR PAY GRADE E-7 TO E-9 RESTS WITH HQ DA; AR 600-200 (PARA 7-36) PROHIBITS REDUCTION IN RANK FOR MISCONDUCT OF SOLDIERS IN THESE PAY GRADES.

COMMANDCONTROL

THE RISK ASSESSMENT IS:MY RISK REDUCTION ACTIONS ARE:

1.

2.

3.

4.

5.

NATURE OF OPERATION

OPERATION OPERATIONAL AREA

LENGTH LOCALAREA

ROAD ORTACTICAL

DEGREE OFHAZARD

72 HOURS48 HOURS24 HOURS

321

432

543

FIRST LINE SUPERVISOR

NATURE OF MISSION

NONTATICAL DAYTACTICAL

NIGHTTACTICAL

AD HOCATTACHEDORGANIC

321

432

543

LEADERS REST AND TIME FOR PREPARATION

LEADERSREST

TIME FOR MISSION PRERARATION

IN DEPTH ADEQUATE MINIMAL

< 4 HOURS6 HOURS8 HOURS

321

432

543

SOLDIERS EXPERIENCE

TASK QUALIFIED / EXPERIENCE LIMITED EXPERIENCE TASK

COMPLEX

ROUTINE

SIMPLE

321

432

543

SOLDIER ALERTNESS

LENGTH OF REST

OPERATINGENVIRONMENT

OPTIMUM8 HOURS

ADEQUATE6 HOURS

MINIMAL< 4 HOURS

TACTICALGARRISON

31

42

53

EQUIPMENT STATUS

MAINTENANCE STATUSEQUIPMENT

AGE HIGHLY MAINTAINEDC-1 C-2 C-3 NMC C-4

OLDAVERAGE

NEW

321

432

543

555

WEATHER & ENVIRONMENTAL CONDITIONS

TEMPERATUREVISIBILITY / MOISTURE

CLEAR/DAY HAZY/DRIZZLE RAIN/FOG/NIGHT

VERY COLDCOLDMODERATE

321

432

543

RISK ASSESSMENT

1 LOW 11 24 HIGH 30

HAZARDOUS / SENSITIVE CARGO RISK ASSESSMENT

1 LOW 9

12 CAUTION 23

20 HIGH 3010 CAUTION 19

RISKASSESSMENT

CARD

UCMJINFORMATION

ARMY REGULATIONS ARMY REGULATIONS

AR 1-32 Disciplinary Control of US Army PersonnelAR 1-201 Army Inspection PolicyAR 1-211 Attendance of Military Personnel at Private

Organization MeetingsAR 5-1 Army Management PhilosophyAR 10-5 Department of the ArmyAR 10-6 Branches of the ArmyAR 15-6 Procedures for Investigation Officer and

Boards of OfficersAR 20-1 Inspector General Activities and ProceduresAR 25-400-2 The Modern Army Record Keeping System

(MARKS)AR 27-10 Military JusticeAR 27-14 Complaints under Article 138, UCMJAR 27-20 ClaimsAR 27-40 LitigationAR 27-50 Status of Forces Policies, Procedures and

InformationAR 37-104-3 JUMPS-Army Pay and Allowance

ProceduresAR 40-3 Medical, Dental and Veterinary CareAR 40-4 Army Medical Department Facilities/ActivitiesAR 40-5 Preventive MedicineAR 40-121 Uniformed Services Health Benefits ProgramAR 40-501 Standards of Medical FitnessAR 40-562 Immunization Requirements and ProceduresAR 50-5 Nuclear SecurityAR 50-6 Chemical SecurityAR 55-29 Military Convoy Operations in CONUSAR 95-16 Weight and Balance – Army Airlift

AR 115-11 Army TopographyAR 135-7 Incentive ProgramAR 135-91 Service ObligationsAR 135-100 Appointment of Commissioned and Warrant

Officers of the ArmyAR 140-10 Assignments, Attachments, Details and

TransfersAR 140-15 Maintenance of EquipmentAR 140-111 Enlistment and ReenlistmentAR 140-158 Enlisted Personnel Classification, Promotion

and ReductionAR 140-192 Military Intelligence, Signal Intelligence,

Electronic Warfare and Signal UnitsAR 145-1 SROTC ProgramAR 190-9 Military Absentee and Deserter Apprehension

ProgramAR 190-11 Physical Security of Weapons, Ammunition

and ExplosivesAR 190-13 Physical SecurityAR 190-14 Carry of FirearmsAR 190-22 Search, Seizure and Disposition of PropertyAR 190-28 Use of Force by Personnel Engaged in Law

Enforcement and Security DutiesAR 190-30 Military Police InvestigationsAR 190-34 Correctional CustodyAR 190-40 Serious Incident Report (SIR)AR 190-47 US Army Correctional SystemAR 190-51 Security of Army Property at Unit and

Installation LevelAR 195-2 Criminal Investigations ActivitiesAR 200-1 Environmental Protection and EnhancementAR 210-1 Private Organizations on Department of the

Army Installations

AR 215-Series Moral, Welfare and RecreationAR 220-1 Unit Status ReportingAR 220-58 Organization and Training for Chemical, Biological

and Radiological Defense OperationsAR 310-10 Military OrdersAR 310-25 Dictionary of US Army TermsAR 310-31 Management Systems for Tables of Organization and

Equipment (TOE)AR 310-50 Authorized Abbreviations, Brevity Codes and

AcronymsAR 340-3 Official MailAR 340-15 Preparing CorrespondenceAR 340-16 Safeguarding “For Official Use Only” InformationAR 340-18 The Army Functional File SystemAR 340-21 The Army Privacy ProgramAR 340-25 Mailing Procedures for Certain US Army Activities

and US Citizens OverseasAR 350-1 The Army Training SystemAR 350-2 Opposing Force ProgramAR 350-4 Qualification and Familiarization with Weapons and

Weapons SystemsAR 350-15 The Army Physical Fitness ProgramAR 350-17 The Noncommissioned Officer Professional

Development Program (NCOPD)AR 350-21 Instruction in Benefits of an Honorable DischargeAR 350-30 Code of Conduct; Survival, Evasion, Resistance

and Escape (SERE)AR 350-37 Army Individual Training Evaluation ProgramAR 350-38 Training Devices: Policies and ProceduresAR 350-42 Nuclear, Biological and Chemical Defense and

Chemical Warfare Training

AR 350-212 Military JusticeAR 351-1 Individual Military Education and TrainingAR 351-5 Army Officer Candidate SchoolsAR 351-20 Army Correspondence Course ProgramAR 360-81 Command Information ProgramAR 380-5 Department of the Army Information Security

ProgramAR 380-19 Information Systems SecurityAR 380-20 Restricted AreasAR 381-12 Subversion and Espionage Directed Against US

Army (SAEDA)AR 381-20 US Army Counterintelligence ActivitiesAR 385-10 Army Safety ProgramAR 385-30 Safety Color Code Markings and SignsAR 385-32 Protective Clothing and EquipmentAR 385-40 Accident Reporting and RecordsAR 385-55 Prevention of Motor Vehicle AccidentsAR 530-1 Operations Security (OPSEC)AR 600-8-19 PromotionsAR 600-9 The Army Weight Control ProgramAR 600-15 Indebtedness of Military PersonnelAR 600-20 Army Command Policy and ProceduresAR 600-21 Equal Opportunity (Superseded by Chapter 6

AR 600-20)AR 600-25 Salutes, Honors and Visits of CourtesyAR 600-31 Suspension of Favorable Personnel Actions for

Military PersonnelAR 600-37 Unfavorable InformationAR 600-43 Conscientious ObjectionAR 600-50 Standard of Conduct for Department of the

Army PersonnelAR 600-55 Motor Vehicle Driver – Selection, Testing

and Licensing

ARMY REGULATIONS ARMY REGULATIONS

AR 600-60 Physical Performance Evaluation SystemAR 600-63 Army Health PromotionAR 600-70 Army Writing ProgramAR 600-80-2 Suspension of Favorable Personnel Actions

(FLAGS)AR 600-85 Alcohol and Drug Abuse Prevention and

Control ProgramAR 600-100 Army LeadershipAR 600-200 Enlisted Personnel Management SystemAR 600-290 Passports and VisasAR 601-210 Regular Army Enlisted ProgramAR 601-280 Total Army Retention Program (Reenlistment)AR 606-5 Personnel Identification: ID Card and TagsAR 608-1 Army Community Services (ACS)AR 608-50 Legal AssistanceAR 611-5 Army Personnel TestsAR 611-201 Enlisted Career Management Fields and MOSsAR 614-3 Assignment of Military Personnel to Presidential

Support ActivitiesAR 614-30 Overseas ServiceAR 614-100 Officer PersonnelAR 614-200 Enlisted Personnel Selection, Training and

Assignments SystemAR 621-5 Army Continuing Education SystemAR 623-105 Army Officer Evaluation ReportsAR 623-205 Army Noncommissioned Officer Evaluation

ReportsAR 630-5 Leaves, Passes, and Permissive TDYAR 630-10 Absence Without Leave and DesertionAR 635-10 Processing Personnel for Separation

AR 635-100 Officer Personnel/SeparationsAR 635-200 Enlisted Personnel/SeparationsAR 640-2-1 Personnel Qualification RecordsAR 640-3 ID Cards, Tags and BadgesAR 640-10 Individual Military Personnel RecordsAR 670-1 Wear and Appearance of the UniformAR 672-5-1 Military AwardsAR 672-20 Incentive AwardsAR 700-4 Logistic Assistance ProgramAR 700-9 Policies of the Army Logistics SystemAR 700-84 Issue and Sale of Personal ClothingAR 700-138 Army Logistics Readiness and SustainabilityAR 710-1 Centralized Inventory Management of the

Army Supply SystemAR 710-2 Supply Policy Below the Wholesale LevelAR 725-5 Basic Policies and Procedures for Property

AccountingAR 735-11 Accounting for Lost, Damaged and Destroyed

PropertyAR 750-1 Army Material Maintenance Concepts and

PoliciesAR 750-22 Army Oil Analysis ProgramAR 750-25 Army test, Measurement and Diagnostic

EquipmentAR 750-51 Maintenance Assistance and Instruction

Team (MAIT)AR 840-10 Flags, Guidons, Streamers, Tabards and

Automobile and Aircraft PlatesAR 930-4 Army Emergency Relief (AER)AR 930-5 American Red Cross

ARMY REGULATIONS ARMY REGULATIONS

AE Form 133-17-R Command Referral for Financial CounselingAE Form 190-IN Application for Motor Vehicle Registration and Allied TransactionsAE Form 600-702A USAREUR/USAFE Ration CardAE Form 3231 SMLM Sighting/Detention Instructions (SMLM Card)AE Form 3398 Application for USAREUR POV Operator’s LicenseAE Label 83 Manuever Damage CardDA Form 2A Personnel Qualification Record – Part IDA Form 2-1 Personnel Qualification Record – Part IIDA Form 6 Duty RosterDA Form 31 Request and Authority for LeaveDA Form 71 Oath of Officer – Military PersonnelDA Form 83 Firing RecordDA Form 87 Certificate of TrainingDA Form 201 Military Personnel Records Jacket (MPRJ)DA Form 268 Report for Suspension of Favorable Personnel ActionsDA Form 348 Equipment Operator’s Qualification RecordDA Form 428 Application for Identification CardDA Form 453-1 Travel OrdersDA Form 481 Military Leave RecordDA Form 638 Recommendation for AwardDA Form 705 APFT ScorecardDA Form 873 Certificate of Clearance and/or SecurityDA Form 904 Guard ReportDA Form 1045 Army Suggestion ProgramDA Form 1222 Routing SlipDA Form 1315 Reenlistment Data CardDA Form 1341 JUMPS – Allotment AuthorizationDA Form 1563 Certificate of Honorable ServiceDA Form 1659 Report of Survey RegisterDA Form1687 Signature CardsDA Form 2028 Recommended Changes to Publications and Blank FormsDA Form 2062 Hand Receipt/AnnexDA Form 2064 Document RegisterDA Form 2166-6 Enlisted Evaluation ReportDA Form 2166-7 NCO Evaluation ReportDA Form 2166-7-1 NCO Quarterly Counseling ChecklistDA Form 2404 Equipment Inspection and Maintenance WorksheetDA Form 2406 Non-Mission Capable ReportDA Form 2407 Maintenance Request

DA Form 2407-1 Maintenance Request Continuation SheetDA Form 2408 Equipment LogDA Form 2408-14 Uncorrected Fault RecordDA Form 2408-20 Oil Analysis LogDA Form 2442 Certificate of AchievementDA Form 2627 Record of Proceedings Under Article 15, UCMJDA Form 26-27-1 Summarized Record of Proceedings Under Article 15, UCMJDA Form 3078 Personal Clothing RequestDA Form 3349 Physical ProfileDA Form 3355 Promotion Point WorksheetDA Form 3444 Treatment RecordsDA Form 3645-1 Individual Clothing and Equipment RecordsDA Form 3686-1 Leave and Earning Statement (LES)DA Form 3716 Personal Financial Record, US ArmyDA Form 3749 Equipment Receipt (Weapons Card)DA Form 3997 Military Police Desk BlotterDA Form 4187 Personnel ActionDA Form 4856 General Counseling FormDA Form 4986 Personal Property RecordDA Form 5180-R Urinalysis Custody and Report RecordDA Form 5988-E Equipment Inspection and Maintenance WorksheetDD Form 2A US Armed Forces Identification CardDD Form 47 Record of InductionDD Form 93 Record of Emergency DataDD Form 214 Certificate of Release or Discharge from Active DutyDD Form 256A Honorable Discharge CertificateDD Form 257A General Discharge CertificateDD Form 259A Bad Conduct Discharge CertificateDD Form 260A Dishonorable Discharge CertificateDD Form 314 Preventive Maintenance Schedule and RecordDD Form 363A Certificate of RetirementDD Form 398-2 Personnel Security QuestionnaireDD Form 518 Accident Identification CardDD Form 669 Education Development RecordDD Form 689 Sick Call Slip

FORMS FORMS

Graphic Training Aids (GTA) 

GTA 3-6-3 NBC Warning and Reporting SystemGTA 5-2-12 Coordinate Scale and ProtractorGTA 5-10-24 Minefield Clearing and Breaching OperationGTA 5-10-27 Mine CardGTA 8-5-45 Heat Injury Prevention and First AidGTA 8-6-12 Adverse Effects of Cold: Cause and SymptomsGTA 17-2-9 Combat Vehicle RecognitionGTA 17-2-11 Combat Vehicle IdentificationGTA 17-2-13 Armored Vehicle RecognitionGTA 21-1-3 M16 Rifle Maintenance CardGTA 42-1-4 Rifle Shot Group Analysis CardGTA 31-3-5 Battle FatigueGTA 22-2-10 Aircraft Recognition Playing Cards

Soldier’s Training Publications (STP)

STP 21-1-SMCT Soldier’s Manual of Common TasksSTP 21-24-SMCT Soldier’s Manual of Common Tasks Skill Levels 2-4 Technical Bulletins TB 43-0142 Safety Inspection and Testing of Lifting DevicesTB 43-0210 Nonaeronautical Equipment; Army Oil Analysis Program (AOAP)TB 43-0211 Army Oil Analysis Program Guide for Leaders

and UsersTB 600-1 Procedures for Selection, Training, Testing and

Qualifying Operators of Equipment/SystemsTB 600-2 Procedures for Selection, Training, Testing,

Qualifying and Licensing Operators of Construction Equipment and Materials Handling Equipment

TB 750-651 Use of Antifreeze Solutions, Antifreeze Extenders, Cleaning Compounds and Test Kits in Engine Cooling System

 Medical Training Bulletins TB MED 81 Cold InjuryTB MED 290 Drug AbusseTB MED 507 Occupational and Environmental Health:

Prevention, Treatment and Control of HeatInjury

TB MED 577 Sanitary Control and Surveillance of Field Water Supplies

TC 3-3 How to Use the Automatic Chemical Agent AlarmTC 5-200 Camouflage Pattern PaintingTC 7-1 The Rifle SquadTC 7-3 The Rifle PlatoonTC 21-3 Soldier’s Handbook for Individual Operations and

Survival in Cold Weather AreasTC 21-7 Personal Financial Readiness HandbookTC 21-305 Techniques and Procedures for the Wheeled

Vehicle DriverTC 21-305-7 Training Program for Light VehiclesTC 21-305-8 Training Program for Medium VehiclesTC 22-6 The Army Noncommissioned Officer’s GuideTC 22-9-1 Leader Development Program: Military

Professionalism (Platoon/Squad Instruction)TC 22-9-2 Leader Development Program: Military

Professionalism (Company/Battery Instruction)TC 22-9-3 Leader Development Program: Military

Professionalism (Battalion Instruction)TC 23-44 Air DefenseTC 24-1 Communications-Electronics Operating

Instructions, the CEOITC 26-1 Commander’s Guide to Organizational

EffectivenessTC 27-10-1 Selected Problems in the Law of WarTC 27-10-2 Prisoners of WarTC 30-3 Soviet Equipment Recognition GuideTC 43-35 Unit Maintenance Management System (UMMS)TC 43-180 Calibration and Repair Requirements for

Maintenance of Army MaterialTC 90-1 MOUT TrainingTC 90-11-1 Military Skiing

Training Circulars

FM 3-3 NBC Contamination AvoidanceFM 3-4 NBC ProtectionFM 3-5 NBC DecontaminationFM 3-8 Chemical Reference HandbookFM 3-10 Employment of Chemical AgentsFM 3-10-1 Chemical Weapons EmploymentFM 3-12 Operations Aspects of Radiological DefenseFM 3-15 Nuclear Accident Contamination ControlFM 3-21 Chemical-Biological Contamination and ControlFM 3-50 Deliberate Smoke OperationsFM 3-87 NBC Reconnaissance and Decontamination

OperationsFM 3-100 NBC OperationsFM 3-101 Chemical UnitsFM 5-15 Field FortificationFM 5-20 CamouflageFM 5-25 Explosives and DemolitionsFM 5-100 Engineer Combat OperationsFM 5-103 SurvivabilityFM 6-20 Fire Support in Combined Arms OperationsFM 7-7 The Mechanized Infantry Platoon and SquadFM 7-8 Infantry Platoon and SquadFM 7-10 The Rifle Company, Platoon and SquadsFM 8-33 Control of Communicable Diseases in ManFM 8-34 Food Sanitation for the SupervisorFM 8-35 Evacuation of the Sick and WoundedFM 8-285 Treatment of Chemical Agent Casualties and

Conventional Military Chemical InjuriesFM 9-13 Ammunition HandbookFM 10-1 Unit Supply Operations (Manual Procedures)FM 10-23 Army Food Service OperationsFM 10-52 Field Water Supply

Field Manuals

FM 10-52-1 Commander’s Handbook for Water Usage in Desert Operations

FM 10-63 Handling of Deceased Personnel in Theaters of Operations

FM 10-63-1 Graves Registration HandbookFM 19-15 Civil DisturbancesFM 19-30 The Army Physical Security ProgramFM 20-22 Vehicle Recovery OperationsFM 20-31 Electric Power Generation in the FieldFM 20-32 Mine/Countermine OperationsFM 20-33 Combat Flame OperationsFM 21-6 How to Program and Conduct Military TrainingFM 21-10 Field Hygiene and SanitationFM 21-10-1 Unit Field Sanitation TeamsFM 21-11 First Aid for SoldiersFM 21-15 Care and Use of Individual Clothing and EquipmentFM 21-19 Foot MarchesFM 21-20 Physical Fitness TrainingFM 21-26 Map Reading and Land NavigationFM 21-30 Military SchoolsFM 21-31 Topographic SymbolsFM 21-33 Terrain AnalysisFM 21-60 Visual SignalsFM 21-75 Combat Skills of the SoldierFM 21-76 SurvivalFM 21-78 Prisoner of War ResistanceFM 21-150 CombativeFM 21-305 Manual for the Wheeled Vehicle DriverFM 21-306 Manual for the Track Combat Vehicle DriverFM 22-5 Drill and Ceremonies

FM 22-6 Guard DutyFM 22-8 Unit CohesionFM 22-9 Soldier Performance in Continuous OperationsFM 22-100 Military LeadershipFM 22-101 Leadership CounselingFM 22-102 Soldier Team DevelopmentFM 22-103 Leadership and Command at Senior LevelsFM 23-9 M16A1 and M16A2 Rifle MarksmanshipFM 23-11 90mm Recoilless Rifle, M67FM 23-14 M249 Squad Automatic Weapon (SAW)FM 23-23 Antipersonnel Mine M18A1 and M18

(Claymore)FM 23-30 Grenade and Pyrotechnic SignalsFM 23-31 40mm Grenade Launcher M203FM 23-33 M72A2 Light Anti-Tank Weapon (LAW)FM 23-35 Pistols and RevolversFM 23-65 Browning Machine-gun, Caliber .50 HB, M2FM 23-67 Machine-gun, 7.62mm M60FM 24-1 Combat CommunicationsFM 24-18 Tactical Single-Channel Radio

Communications TechniquesFM 25-1 TrainingFM 25-2 Unit Training ManagementFM 25-3 How to Conduct Training in UnitsFM 25-4 How to Conduct Training ExercisesFM 25-5 Training for Mobilization and WarFM 25-100 Training the ForceFM 25-101 Battle Focused TrainingFM 26-2 Management of Stress in Army OperationsFM 27-1 Legal Guide for CommandersFM 27-2 Your Conduct in Combat under the Law of WarFM 27-10 The Law of Land Warfare

Field ManualsField Manuals

FM 27-14 Legal Guide for SoldiersFM 30-5 Combat IntelligenceFM 30-10 Military Geographic Intelligence (Terrain)FM 30-15 Intelligence InterrogationFM 31-36 Night OperationsFM 31-70 Basic Cold Weather ManualFM 31-71 Northern OperationsFM 33-1 Psychological Operations: US Army DoctrineFM 34-71 Opposing Forces Training Module: North Korean

Military ForcesFM 43-5 Organizational Maintenance OperationsFM 44-8 Small Unit Self-Defense Against Air AttackFM 44-30 Visual Aircraft RecognitionFM 55-30 Army Motor Transport Units and OperationsFM 57-30 Pathfinder OperationsFM 71-1 Tank and Mechanized Infantry Company TeamFM 90-2 Tactical DeceptionFM 90-3 Desert OperationsFM 90-4 Airmobile OperationsFM 90-5 Jungle OperationsFM 90-6 Mountain OperationsFM 90-10 Military Operations on Urbanized Terrain (MOUT)FM 90-10-1 An Infantryman’s Guide to Urban CombatFM 90-13 River Crossing OperationsFM 100-1 The ArmyFM 100-2-3 The Soviet Army: Troops, Organization and

EquipmentFM 100-5 OperationsFM 100-10 Combat Service SupportFM 101-5 Staff Organization and OperationsFM 101-5-1 Operational Terms and Graphics D

Field Manuals Department of the Army Pamphlets (DA PAM) DA PAM 1-1 State, Official and Special Military FuneralsDA PAM 20-236 Night CombatDA PAM 25-30 List of Army Publications and Blank FormsDA PAM 27-27 Military Administrative Law HandbookDA PAM 28-6 Intramural Sports for the ArmyDA PAM 28-9 Unit level Recreational SportsDA PAM 30-60-1 Know Your EnemyDA PAM 310-1 Consolidated Index of Administrative

Publications and Blank FormsDA PAM 310-50 Authorized Abbreviations and AcronymsDA PAM 350-2 Developing and Maintaining CohesionDA PAM 350-15 Commander’s Handbook on Physical FitnessDA PAM 350-21 Family Fitness HandbookDA PAM 350-38 Training Standards in Weapons TrainingDA PAM 350-100 Extension Training Materials Consolidated MOS CatalogDA PAM 351-4 US Army Formal Schools CatalogDA PAM 351-20 Correspondence Course CatalogDA PAM 385-1 Unit Safety ManagementDA PAM 385-3 Protective Clothing and EquipmentDA PAM 360-501 Our FlagDA PAM 600-8 Military Personnel Management and Administrative

ProceduresDA PAM 600-25 US Army Noncommissioned Officer Professional GuideDA PAM 621-15 A Soldier’s Guide To EducationDA PAM 710-2-1 Using Unit Supply System, Manual ProceduresDA PAM 710-2-2 Supply Support Activity Supply SystemDA PAM 738-750 The Army Maintenance Management System (TAMMS)DA PAM 750-1 Organizational Maintenance Guide for Leaders

Common Tables of Allowance (CTA) CTA-50-900 Clothing and Individual EquipmentCTA-50-909 Field and Garrison Furnishings and EquipmentCTA-50-970 Expendable Items (Except Medical, Class V, Repair

Parts and Heraldic Items)

“THE ARMY SONG”

FIRST TO FIGHT FOR THE RIGHTAND TO BUILD THE NATION’S MIGHTAND THE ARMY GOES ROLLING ALONGPROUD OF ALL WE HAVE DONEFIGHTING TILL THE BATTLE ‘S WONAND THE ARMY GOES ROLLING ALONGAND IT’S HI HI HEY!THE ARMY IS ON IT’S WAYCOUNT OFF THE CADENCE LOUD AND STRONG(TWO! THREE!)FOR WHERE’ER WE GOYOU WILL ALWAYS KNOWTHAT THE ARMY GOES ROLLING ALONG

NORMAL

6 MONTHS TIS

12 MONTHS TIS 4 MONTHS TIG WAIVERABLE

26 MONTHS TIS6 MONTHS TIG

3 MONTHS TIG WAIVERABLE

PRIMARY ZONE

36 MONTHS TIS 8 MONTHS TIG

1/2 WAIVERABLE

RANK

E-1 TO E-2

E-2 TO E-3

E-3 TO E-4

RANK

E-4 TO E-5

E-5 TO E-6

ACCELERATED

4-6 MONTHS TIS

6-12 MONTHS TIS

12 MONTHS TIS 3 MONTHS TIG

SECONDARY ZONE

18 M0NTHS TIG 8 MONTHS TIS1/2 WAIVERABLE

60 MONTHS TIS 10 MONTHS TIG1/2 WAIVERABLE

84 MONTHS TIS10 MONTHS TIG1/2 WAIVERABLE

NOTE: IF A SOLDIER IS IN THE PRIMARY ZONE FOR CONSIDERATION FOR PROMOTION TO THE NEXT HIGHER GRADE, AND IS NOT GOING TO BE SELECTED/ APPEAR BEFORE THE PROMOTION BOARD, IT IS MANDITORY THAT THE SOLDIER BE COUNSELED ON THE REASON WHY HE IS NOT GETTING PROMOTED / APPEARING BEFORE THE BOARD. IT MUST INCLUDE POSSIBLE WAYS TO CORRECT THE PROBLEM, SO THAT THE SOLDIER CAN APPEAR AS SOON AS THE PROBLEMS ARE CORRECTED. ALL THIS MUST BE IN WRITING.

GENERAL REMARKS/ REGULATION CHANGES

“THE 2ID WARRIOR MARCH”

We’re born in France in seventeen,in the hell of the First World War.With infantry and proud Marines,we bravely fought amidst the cannon’s roar.The Warriors went across the Meuse and river Marne,our name and our fame were won.We marched home proudly with flags held on high – and they called us “Second to None!”

When terror struck we stood ready,we were called to the desert sands.To vanquish fear and tyranny,we fight for hope for all those who need a hand.Today we train and uphold our proud history,we’re Warriors in all that we’ve done.We lead the way, every fight, everyday – we’re forever “Second to None

• Army Values• Barron Von Stuben (a historical perspective of the NCO)• Code of Conduct • Creed of the Non-Commisioned Officer• NCO Vision• SGT Morales• History of the 2d Infantry Divsion • History of the Special Troops Battalion• Special Troops Battalion Unit Crest• 2 Infantry Division Patch•A Soldiers Request• The Art of Leadership

L – LOYALTY: Bear true faith and allegiance to the U.S. Constitution, the Army, and other soldiers.

D – DUTY: Fulfill your obligations.

R – RESPECT: Treat people as they should be treated.

S – SELFLESS-SERVICE: Put the welfare of the nation, the army and your subordinates before your own.

H – HONOR: Live up to all the army values.

I – INTEGRITY: Do what’s right, legally and morally.

P- PERSONAL COURAGE: Face fear, danger, or adversity (physical and moral).

A HISTORICAL PERSPECTIVE OF THE NONCOMMISSIONED OFFICER

Time has not altered the truth of what Baron Von Steuben wrote at ValleyForge, in his “Regulation for the Order and Discipline of the troops of the UnitedStates”:

“The choice of the Noncommissioned Officers is an object of greatest importance.The order and discipline of a regiment depends so much upon their behavior, that tomuch care can not be taken in preferring none to that trust but those who by their merit and good conduct are entitled to it. Honesty, sobriety, and a remarkableattention to every point of duty, with a neatness in their dress, are indispensableprequisite: a spirit to command respect and obedience from the men, an expertness in performing every part of the exercise, and an ability to teach it, are also absolutely necessary; nor can a sergeant or corporal be said to be qualified who does not writeand read in a tolerable manner.”

The year was 1778, but there is little we can add to the doughty Baron’sinstructions for the Sergeants and Corporals:

“It being on the Noncommissioned Officers that the discipline and order of a company in a great measure depend, they cannot be too circumspect in the behaviortowards the men, by treating them with mildness, and at the same time obliging everyone to do his duty. By avoiding too great familiarity with the men, they will not only gain their love and confidence, but be treated with a proper respect; whereas by a contrary conduct they will forfeit all regard, and their authority becomes despised.”

“Each sergeant and corporal will be in a particular manner answerable for thesquad committed to his care. He must pay particular attention to their conduct inevery respect; that they keep themselves and their arms always clean; that they havetheir effects always ready, and put where they can get them immediately, and even inthe dark, without confusion; and on every fine day he must oblige them to air their effects.”

“When a man of his squad is warned of duty, he must examine him before he carries him to the parade, obliging him to take all his effects with him, unless whenspecially ordered to the contrary.”

“In teaching the recruits, they must exercise all their patience, by no means abusing them, but treating them with mildness, and not expect too much precision in the first lessons, punishing those only who are willfully negligent.”

“They must suppress all quarrels and disputes in the company; and whereother means fail, must use their authority in confining the offender.”

“From the citizen-soldiers of Valley Forge to today’s all volunteer professional NCO Corps, the Noncommissioned Officer’s traditional role of serviceto the Nation is older than the Nation itself.”

Baron Von Steuben, Valley ForgeRegulation for the Order andDiscipline of the Troops of theUnited States 1778

A HISTORICAL PERSPECTIVE OF THE NONCOMMISSIONED OFFICER

Cont’d

1. I am an American, fighting in the forces which guard my country and our way of life. I am prepared to give my life in their defense.

2. I will never surrender of my own free will. If in command, I will never surrender the members of my command while they have the means to resist.

3. If I am captured, I will continue to resist by all means available. I will make every effort to escape and aid others to escape. I will accept neither parole nor special favors from the enemy.

4. If I become a prisoner of war, I will keep faith with my fellow prisoners. I will give no information or take part in any action which might be harmful to my comrades. If I am senior, I will take command. If not I will obey the lawful orders of those appointed over me and will back them up in every way.

5.When questioned, should I become a prisoner of war, I am required to give only my name, rank, service number and date of birth. I will evade answering further questions to the utmost of my ability. I will make no oral or written statement disloyal to my country and its allies or harmful to their cause.

6. I will never forget that I am an American, fighting fighting for freedom, responsible for my actions, and dedicated to the principles which made my country free. I will trust in my GOD and in the United States of America.

Code of Conduct

FOR MEMBERS OF THEU.S. ARMED FORCES

I. I AM AN AMERICAN, FIGHTING IN THE FORCES WHICH GUARD MY COUNTRYAND OUR WAY OF LIFE. I AM PREPARED TO GIVE MY LIFE IN THEIR DEFENSE.

II. I WIL NEVER SURRENDER OF MY OWN FREE WILL. IF IN COMMAND, I WILLNEVER SURRENDER MY MEN WHILE THEY STILL HAVE THE MEANS TO RESIST.

III. IF I AM CAPTURED I WILL CONTINUE TO RESIST BY ALL MEANS AVAILABLE. I WILL MAKE EVERY EFFORT TO ESCAPE AND AID OTHERS TO ESCAPE. I WILLACCEPT NEITHER PAROLE NOR SPECIAL FAVORS FROM THE ENEMY.

IV. IF I BECOME A PRISONEER OF WAR, I WILL KEEP FAITH WITH MY FELLOWPRISONERS. I WILL GIVE NO INFORMATION OR TAKE PART IN ANY ACTIONWHICH MIGHT BE HARMFULTO MY COMRADES. IF I AM SENIOR, I WILL TAKECOMMAND. IF NOT, I WILL OBEY THE LAWFUL ORDERS OF THOSE APPOINTEDOVER ME AND BACK THEM UP IN EVERY WAY.

V. WHEN QUESTIONED, SHOULD I BECOME A PRISONEER OF WAR, I AMREQUIRED TO GIVE NAME, RANK, SERVICE NUMBER, AND DATE OF BIRTH.I WILL EVADE ANSWERING FURTHER QUESTIONS TO THE UPMOST OF MYABILITY. I WILL MAKE NO ORAL OR WRITTEN STATEMENT DISLOYAL TO MYCOUNTRY AND ITS ALLIES OR HARMFUL TO THEIR CAUSE.

VI. I WILL NEVER FORGET THAT I AM AN AMERICAN, FIGHTING FOR FREEDOM,RESPONSIBLE FOR MY ACTIONS, AND DEDICATED TO THE PRINCIPLES WHICHMADE MY COUNTRY FREE. I WILL TRUST IN MY GOD AND IN THE UNITED STATESOF AMERICA.

THE CODE OF CONDUCT, PASSED AS AN EXECUTIVE OREDER IN 1955 ANDAMENDED IN 1988, WAS ORIGNALLY WRITTEN TO PROVIDE GUIDANCE TOSOLDIERS IN THE EVENT THEY WERE CAPTURED OR BECAME PRISONERS OFWAR DURING HOSTILITIES. BUT THE CODE OF CONDUCT ENCOMPASSESMUCH MORE-IT CAPTURES THE SPIRIT AND PRIDE THAT A SOLDIER MUSTHAVE IN ORDER TO BE A PART OF THE ARMY TEAM.

THE CODE DEFINES THE EXEMPLARY CONDUCT EXPECTED OF MEMBERS OFTHE AMERICAN ARMED FORCES. ONLY BY KNOWING THE CODE AND APPLYINGITS PRINCIPLES CAN SOLDIERS LIVE UP TO THE HIGH STANDARDS REQUIREDOF MEN AND WOMEN IN MILITARY SERVICES.

CODE OF CONDUCT

CREED OF THENONCOMMISSIONED

OFFICERNo one is more professional than I. I am a Noncommissioned officer, a leader

of soldiers. As a Noncommissioned Officer, I realize that I am a member of a timehonored corps, which is known as “The Backbone of the Army.” I am proud of theCorps of Noncommissioned Officers and will at all times conduct myself so as to bring credit upon the Corps, the Military Service and my country regardless ofthe situation in which I find myself. I will not use my grade or position to attainpleasure, profit, or personal safety.

Competence is my watch-word. My two basic responsibilities will always be

uppermost in my mind - accomplishment of my mission and the welfare of mysoldiers. I will strive to remain tactically and technically proficient. I am awareof my role as a Noncommissioned Officer. I will fulfill my responsibilitiesinherent in that role. All soldiers are entitled to outstanding leadership: I willprovide that leadership. I know my soldiers and I will always place their needsabove my own. I will communicate consistently with my soldiers and neverleave them uninformed. I will be fair and impartial when recommendingboth rewards and punishment.

Officers of my unit will have maximum time to accomplish their duties:

they will not have to accomplish mine. I will earn their respect and confidenceas well as that of my soldiers. I will be loyal to those with whom I serve:seniors, peers and subordinates alike. I will exercise initiative by takingappropriate action in the absence of orders. I will not compromise myintegrity, nor my moral courage. I will not forget, nor will I allow my comradesto forget that we are professionals, Noncommissioned Officers, leaders!

One of the few active units organized on foreign soil, the 2nd Infantry Division was born on 26 October 1917, at Bounnont France. At the time of its activation, the Indianhead Division was composed of one brigade of U.S. Infantry, one brigade of U.S. Marines, an artillery brigade, and various supporting units. During The Great War the division was commanded twice by Marine Corps generals; Major General C.A. Doyen and Major General John A. Lejune. This was the only time in U.S. military history when Marine Corps officers commanded an Army Division. The Division spent the winter of 1917 - 1918 training with French Army veterans. Though judged unprepared by French tacticians, the American Expeditionary Force (AEF) was committed to combat in the spring of 1918 in a desperate attempt to halt a German advance toward Paris. The 2nd Infantry Division drew its first blood in the nightmare landscape of Belleau-Wood and contributed to shattering the four-year-old stalemate on the battlefield during the Chateau-Thierry campaign that followed. The Division won hard fought victories at Soissons and Mont Blanc, for which it was awarded the French Fourragire in the colors of the Croix DeGueme. Finally the Indianhead Division participated in the Meuse-Argome offensive, which spelled the end of any German hope for victory. On 11 November 1918 the Armistice was declared, and the 2nd Infantry Division marched into Germany where it performed occupational duties until April of 1919. Upon returning to the United States, the division was stationed at Fort Sam Houston, Texas. It remained there for the next 23 years, serving as an experimental unit, testing new concepts and innovations for the Army. In 1940, the 2d Inf. Div. was the first command reorganized under the new triangular concept, which provided for three separate regiments in each division. In the summer of 1954 the 2nd Division was transferred from Korea to Fort Lewis, Washington, where it remained for only two years, until being transferred to Alaska in August of 1956. Sadly, on 8 November 1957, it was announced that the gallant 2nd Infantry Division was to be transferred to Washington DC, without personnel. In short, the Division was to be deactivated.  However, a few months later, in the spring of 1958, the Department of the Amy announced that the 2nd Infantry Division would be reorganized at Fort Benning, Georgia, with personnel and equipment of the 10th Infantry Division returning from Germany. Fort Benning remained the home of the new 2nd Infantry Division from 1958 to 1965, where it was initially assigned the mission of a training division. To improve combat readiness, in March of 1962 the 2ID was designated as a Strategic Amy Corps (STRAC) unit. Following this the Division became engaged in intensified combat training, tactical training, and field trainimg exercises, in addition to special training designed to improve operational readiness.

As a result of increasing tensions on the Korean peninsula, the 2nd Infantry Division returned to the Republic of Korea in July of 1965. North Korea increased border incursions and infiltration attempts and the 2nd Division was called upon to help halt these attacks. On 2 November, 1966, six soldiers of the 1st Battalion, 23rd Infantry were killed in an ambush by North Korean forces. In 1967 enemy attacks in the demilitarized zone increased. As a result, 16 American soldiers were killed that year. In 1968 North Korea continued to probe across the DMZ but by 1970 the North had decided that their efforts against the 21D weren't worth the cost and most organized attacks stopped that year. By March of 1971 ROK forces had assumed the responsibility for the defense of all but a mile’s yards of the DMZ, allowing the 2nd Infantry Division to maintain combat readiness in case of any eventuality. On 18 August 1976, during a routine tree trimming operation within the DMZ, North Korean border guards bludgeoned two American officers to death in a melee in the Joint Security Area, what resulted is known as Operation PAUL BUNYAN. The 2nd Infantry Division was chosen to spearhead the United Nations Command response to this incident and on 21 August, Task Force Brady, a group of ROK soldiers, American Infantry, and engineers, swept into the area and cut down the now infamous "Panmunjom Tree". The 2nd Infantry Division delivered an unmistakable message to the North Koreans, as well as to the world. Throughout the 1980s, soldiers of the 2nd Infantry Division continued to patrol along the DMZ. With the end of the Cold War, 2ID Warriors left the DMZ in 1991, but remained forward deployed along the most heavily defended frontier in the world. In 1994, the death of the North Korean leader, Kim, Il Sung, saw a period of increased tensions on the Korean Peninsula, this time the North was threatening nuclear development. In 1994, and again in 1999, the 2nd Infantry Division received their 4th and 5th Republic of Korea Presidential Unit Citations

History of 2d Infantry Division

On

 

Special Troops Battalion

Distinctive Unit Insignia

DISTINCTIVE UNIT INSIGNIA. Description:

SHOULDER SLEEVE INSIGNIA. Description:

The 2d Infantry Division "Indianhead" patch is one of the most recognized unit emblems in the U.S. Army because of its distinctive design and 78 years of proud service by warriors.The origin of the patch goes back to the earliest days of the division's history. While training with the French in 1917, Col. Herringshaw of the Service and Support Supply of the 2d Infantry Division Noticed that the French trucks were marked with symbols representing the unit which it belonged. He sponsored a contest among his men to design a symbol for his trucks. There were three winners: first prize winner was a design featuring an Indianhead; second prize went to a plain white star and the third prize is lost in history.The Colonel was not completely satisfied and it is believed that, by chance, he combined the two symbols of the white star and Indianhead and liked what he saw. Some theories say that the single star represents the state of Texas, while others claim the star is from the American Flag.Regardless, the design was sent to the command headquarters for approval. Brig. General Omar Bundy, division commander, not only approved the symbol, but also ordered it put on his staff car. The size and shape of the patch changed in October 1918 when Maj. General John A. LeJeune, the new division commander, decided the color of the cloth behind each patch should represent the different divisional units. After World War I, the background of the patch was adopted from the design on the American Shield. In World War II, it finally took the shape, size and color it has today.

“A SOLDIER’S REQUEST”

THE ART OF LEADERSHIP

Simply and plainly defined, a leader is a man who has followers, the leader deserves to

have followers. He has earned recognition. Authority alone is no longer enough to command\

respect.

The leader is a great servant. The master of men expressed the ideal of leadership in a

democracy when he said, “and whosoever will be chief among you, let him be your servant.”

The leader sees things through the eyes of his followers. He puts himself in their shoes

and helps them make their dreams come true.

The leader does not sat “Get Going!” instead he says, “Let’s Go!” and leads the

way. He does not walk behind with a whip; he is out in front with a banner

The leader assumes that his followers are working with him, not for him.

He considers them partners in the work and sees to it that they share in the rewards. He

glorifies the team spirit.

The leader duplicated himself in others. He is a man builder. He helps those under him to grow

big because he realizes that the more big men an organization has the stronger it will be.

The leader does not hold people down, he lifts them up. He reaches out his hand to help his

followers scale peaks.

The leader has faith in people. He believes in them, trusts them and thus draws out the

vest in them. He has found that they rise to his high expectations.

The leader uses his heart as well as his head. After he has looked at the facts with his head he

lets his heart take a look, too. He is not only a boss--he is also a friend.

The leader is a self-starter. He creates plans and sets them in motion. He is both a man

of thought and a man of action---both dreamer and doer.

The leader has a sense of humor. He is not a stuffed shirt. He can laugh at himself. He

has a humble spirit.

The leader can be led. He is not interested in having his own way,but in finding the best way.

He has an open mind.

The leader keeps his eyes on high goals. He strives to make the efforts of his followers

and himself contribute to the enrichment of personality. The achievement of more abundant

living for all the improvement of civilization.

way. He does not walk behind with a whip; he is out in front

Treat me with respect, Sergeant.

For no heart in all the world is more loyal than the heart

of an American soldier.

Do not break my spirit with your words, Sergeant.

For tho I will do what you demand, your guidance, patience,

and understanding will more quickly teach me to “Be,Know and DO.”

Speak with me often, Sergeant. For the praise and counseling you give is expected.

I am an American Soldier,expecting to be trained. Discipline must be part of my life.

Train me for the element, Sergeant.

For I must learn to fight and win in the heat, the cold, the wet and the desert.

Those who would be one enemies will use these element. I must be prepared.

I ask no greater glory, Sergeant, than to defend our country and our way of life, against all

enemies, both foreign and domestic. Allow me that privilege, Sergeant ….train me.

Provide me the necessities of food and drink, Sergeant.

Train me to be self sufficient, that I may lead the way, and stand ready, willing,

and able to protect you, with my life if necessary,should your life be in danger.

Train me, Sergeant, that one day I too can be called Sergeant, trainer of soldiers,

the backbone of the Army. Train me to accept those responsibilities that are yours.

Train me to train my soldiers to be the greatest defenders of freedom in the world.

Sergeant, train me to be a Sergeant.

I shall leave this Army knowing, with my last step and my last breath,

that my fate was always safest in your hands.

Sergeant, train me.

That I too can earn the title “Sergeant.”

FRANK M. McMAHON CSM

CHAPTER 9B CO STB EXTRAS

• RULES FOR B CO STB NCO’S

• US ARMY POLICY LETTER ON SERGEANTS TIME

• LEADERS RESPONSIBILITIES FOR SERGEANTS TIME

• SERGEANTS TIME CHECKLIST

• TRAINING ASSESSMENT

• DISPATCH REQUEST

• GENERAL ORDERS

•THE AWESOME AUTHORITY OF THE NCO

• BILL OF RIGHTS

• NONSUPPORT OF FAMILY MEMBERS: TRULY NCO BUSINESS

RULES FOR B CO, STB NCO’S

CARING: mission accomplishment is enhanced by taking care of soldiers and families. Soldiers remember R5 – Right place, Right time, Right training, Right uniform, Right attitude. Ensure all get a shower minimum every 3 days. Get mail, pay, hot chow, ice, water, laundry! All injuries & illnesses will be referred to competent medical authorities. Recognition/Awards. Take time to talk to soldiers. Perpetual optimism is a combat multiplier – pump them up! Chain of command will ensure that soldiers authorized to attend school are provided the opportunity to attend class within the constraints of the mission. Don’t forget the families left behind – encourage soldiers to call and write home. LEADING: lead from the front! Never fail to commend achievement. Never overlook a mistake. Be intolerant of abuse towards our soldiers & family members. Leaders will maintain & carry Leader Books! Listen to our soldiers. Listen to your leaders. Reinforce Army values. Do the right thing ALWAYS! TRAINING: bible is FM 25-101. Schedule & conduct rehearsals. Pre-execution & pre-combat checks are a must. Plan opportunity training for slow times. Training objectives posted and understood in all CP’s during exercises. Task, condition, Standard not to Time. Make sergeant’s time count. MAINTAINING: schedule & conduct services & PMCS – wheels, CE shelter components, generators, weapons, field equip. IAW TMs. Individual equipment (weapons, masks, etc.) will be cleaned daily in the field. SECURITY: Site defense plan posted & rehearsed during stand-to. Force protections is priority one! COMSEC shift inventories and sensitive items accountability – 100% daily hands-on checks of all weapons and sensitive items. Report to Co Ops and BATCON. FIELD OPERATIONS CHECKS: maintain station logs, daily COMSEC inventories, do PMCS’s daily. Professionalism!!! Maintain a high state of police - systems, site, bivouac area, all 100% compliance with host nation and US environmental laws and regulations! Systems always ready for emergency moves. Fuel tanks topped off. Camouflage to standard! Load plans & Inventory lists updated & posted. Site defense plan posted and rehearsed during stand-to. FIELD SYSTEM STANDARDS: Start by grounding everything properly – shelters, generators, RMCs! Cables & wires secured & checked through out shift; all coax tagged with system, azimuth and polarization. Each van maintains system cut sheet; soldiers can demonstrate signal flow. Phone numbers clearly printed on all phones. Directories and affiliation instructions provided with each phone. RED/BLUE phones clearly identified for dual homed locations. Camouflage will always be erected, unless otherwise directed by S-3.

TRAINING ASSESSMENT

1. TRAINING OBJECTIVE: 2. GATHER REQUIRED RESOURCES:

3. TRAINING STATEMENT:

4. SAFETY STATEMENT:

5. PRETEST:

6. ORIENTATION STATEMENT:

7. DEMONSTRATION GUIDELINES:

8. PERFORMANCE STEPS:

9. SKILL PRACTICE:

10. PERFORMANCE TEST:

11. RECORD AND REPORT RESULTS OF TRAINING:

12. REFERENCES:

GENERAL ORDERS FM 22-6 w/c 1 DATE: 15 Jan 75

1. I will guard everything within the limits of my post and quit my post only when properly relieved. 2. I will obey my special orders and perform my duties in a military manner. 3. I will report violations of my special orders, emergencies, and anything not covered in my instructions, to the Commander of the Relief. NOTE: You should be able to recite the General Orders.

GENERAL ORDERS

Military discipline is founded upon self-discipline, respect for properly constituted authority, and group training to create a mental attitude resulting in proper conduct and prompt obedience to lawful military authority. AR 600-20, para 4-1a Part I Introduction: The notion that NCOs lack the authority to enforce discipline is a myth. Ultimate legal authority may reside at higher command levels, but the NCO is the prime mover. When you look at the sources of NCO authority and the many ways the NCO can enforce discipline, you’ll see that NCO authority is indeed awesome. Sources of NCO authority:

The Constitution. The fountainhead of your authority as an NCO is the Constitution of the United States.

The constitution gave to Congress the authority to raise an army and navy – a military force to defend the nation. It also empowered congress to raise taxes to pay for this military force. The constitution establishes the President of the United States as the Commander-in-Chief of the Army and Navy. In this role, the President has the power to direct and delegate authority to military subordinates: the Secretary of Defense, the Joint Chiefs of Staff, and the Secretaries of the separate Armed Forces.

The chain of command. As an Army NCO, you are primarily concerned with authority the President delegates to the Secretary of the Army and the Army chain of command. That authority flows down through the Army Chief of Staff to all Army elements. Over the years, the supreme court has often reviewed the authority delegated to the military by the President. It has also reviewed the laws of congress governing the military. On each review, the court has upheld military command authority, recognizing that the military is a unique society with a unique mission. That unique mission - the defense of the nation – requires soldiers to be ready for combat. In the chaos of combat, death and destruction surround you. Only perfect discipline can overcome your fear and enable you to carry out your mission. And only command authority can maintain discipline. This is true in combat, and it is true in training for combat. Command authority! That includes your authority as an NCO – even if you are the last link in the chain of command, a squad leader or team leader.

The Uniform Code of Military Justice. In 1950, Congress enacted the UCMJ, which replaced the Articles of War, established in 1776.

The UCMJ is a federal law. It is the basis of our present system of military criminal justice. It declares what conduct is a crime, establishes the various types of courts, and sets forth the basic procedures to process military criminal cases. The UCMJ can be

found in USC 801-940 or in appendix 2 of the Manual for Courts Martial, United States, 1984. Every NCO should know by heart the wording of the UCMJ, Article 91. Article 91 makes it a crime to strike or assault an NCO, disobey the lawful orders of an NCO, or show disrespect to an NCO. UCMJ, Article 91 “Any warrant officer or enlisted member who-

1. strikes or assaults a warrant officer, noncommissioned officer, or petty officer, while that officer is in the execution of his office;

2. willfully disobeys the lawful order of a warrant officer, noncommissioned officer, or petty offer; or

3. treats with contempt or is disrespectful in language or deportment toward a warrant officer, noncommissioned officer, or petty officer, while that officer is in the execution of his office

shall be punished as a court-martial may direct.” Remember, the UCMJ is a federal law enacted by Congress – elected civilian legislators, not military officials at the Pentagon. Congress cared enough about your mission to write a law. That law – UCMJ, Article 91 – protects you and upholds your authority as an NCO.

Army Regulation 600-20, Army command Policy/ This regulation not only establishes the authority of NCOs over subordinate soldiers; it also requires that authority be delegated to NCOs.

“Commanders and their staffs, at all levels of command,” prescribes paragraph 3-1, “are responsible for ensuring proper delegation of authority to NCOs by their seniors. This policy applies whether the senior is an officer, warrant officer, or another NCO.” Because it is so basic in establishing the functions and authority of Army NCOs, paragraph 3-2, NCO support channel, is quoted on the next page.

The Manual for courts-Martial and Army Regulation 27-10, Military Justice. These are key elements of the military justice system, in which NCO authority is integral. NCOs should know about them, at least in general terms:

The Manual for Courts-Martial establishes military criminal procedures, including rules of evidence and maximum punishments for offenses. An Executive order of the President, it is more detailed than the UCMJ. It applies to all the Armed Forces. Army Regulation 27-10, an Army supplement to the Manual for courts-Martial, is the basic regulation for administering military justice within the Army. Part II Corrective Actions NCOs Can Take Corrective actions are generally informal, provide immediate feedback, and are taken “leader to soldier.” Corrective actions are designed to improve performance, training, or skill. They are not designed to punish or humiliate. Punishment may not be imposed except by a commander or court-martial. Examples of corrective actions the NCO can take are inspections, performance counseling, corrective training, reprimands, and admonitions. Let’s look at each of these.

Inspections: Inspections measure and improve the state of the soldier’s training, health, preparedness, and morale. (See the Jan-Feb 90 issue of Sergeants’ Business, which focuses on inspections.) Leaders develop a better idea of how their soldiers live, and a command presence is established which deters crime and strengthens discipline. Shortcomings detected may be corrected on the spot by more involved corrective training or through administrative actions. Keep on inspecting until deficiencies are fixed. Evidence obtained during proper inspections is admissible in courts-martial without execution of a search warrant – if the primary purpose of the inspection was not to obtain evidence for prosecution of a particular crime. Drugs or contraband found in common areas may also be seized. Authority to search and seize. (Source: FM 27-14) Examining a soldier’s person or property in an attempt to discover evidence of a crime and taking that evidence is governed by the Fourth Amendment to the Constitution of the United States and by the Manual for courts-Martial. Military criminal law requires strict compliance with the Constitution and the Manual. Searches are permitted only under limited circumstances such as the following:

Search authorized by a commander. A commander has the power to order a search of soldiers or property within the command. The decision to conduct a search, which may be reviewed by a court-martial, must be based upon probable cause.

Search incident to apprehension. When a soldier is legally apprehended, the person making the apprehension or arrest may search the soldier’s person and immediately available property. To be searched, the property must be in the immediate control of the soldier at the time of apprehension.

Consent to search. A search is lawful when made with the free consent of a soldier.

Search to prevent removal of criminal evidence. If there is probable cause to believe that evidence of a crime is in danger of removal or destruction and if there is no time to secure a commander’s permission to search, then a lawful search may be made.

Inspection for military readiness. The commander has the authority to determine the military readiness of soldiers, organizations, or equipment. An inspection is a test of unit readiness or military fitness. Evidence of a crime discovered in an inspection may be seized and admitted as evidence at a court-martial.

Leaders can direct inspections as often as useful to encourage soldiers to maintain living areas properly and to contribute to a well-trained and disciplined Army. Corrective training: Good leaders use corrective training to correct specific deficiencies of soldiers. Corrective training is one of the most powerful actions an NCO can take to improve performance of a soldier. Corrective training should be constructive, not harassing or punitive.

“If soldiers perceive the training or instruction as punishment, all training and instruction are degraded and their value jeopardized,” according to Field Manual 27-1, Legal Guide for Commanders. Even the appearance of punishment must be avoided. Corrective training must be directly related to shortcomings in the soldier’s performance and designed to improve that performance. Examples of corrective training (Source: FM 27-1) The following examples illustrate the proper use of training and instruction:

A soldier appearing in improper uniform may need to get special instruction in how to wear the uniform properly.

A soldier in poor physical shape may need to take additional conditioning drills and participate in extra field and road march exercises.

A soldier with unclean personal or work equipment may need to devote additional time and effort to cleaning the equipment and to be given special instruction in its maintenance.

A soldier who executes drills poorly may be given additional drill practice. A soldier who fails to maintain housing or work areas in proper condition or

who abuses property may need to perform additional maintenance to correct the shortcoming.

A soldier who does not perform assigned duties properly may be given special formal instruction or additional on-the-job training in those duties or the skills relating to them.

A soldier who does not respond well to orders may need to participate in additional drills and exercises to develop a prompt response to executing orders.

Corrective training can be conducted during duty hours or off-duty hours, as appropriate to the deficiency and the mission requirements. Deficiencies corrected with training and instruction usually will be considered closed incidents and will not be noted in the records of the soldiers concerned. Counseling: “Counseling consists of advising soldiers of their errors and how to improve,” according to Field Manual 27-1. “A counselor must try to learn what produced the undesirable conduct, why a soldier failed to maintain the desired standards, or what reasons lay behind a defective or unresponsive attitude. “Counseling may be written but is usually oral. It may be carried out by the commander personally or by the commander’s representative, who may be an NCO. “The counselor should furnish helpful advice and motivate the soldier to be a better soldier, not because the soldier is threatened with some unfavorable action if he fails to do so, but because the soldier’s own self-respect demands a better job. “Counseling may inspire a soldier to correct his or her ways so as not to let down comrades, family, or others who have the soldier’s loyalty and respect.”

“Sometimes counseling takes the form of discussion or special instruction over an extended period. Sometimes it leads to professional counseling by the chaplain, judge advocate, psychiatrist, debt counselor, or marriage counselor, according to the soldier’s difficulties.” The NCO who counsels a soldier should learn to recongnize when to take a different course of action. Skill at counseling does not come easily or quickly. Leaders should record counseling given soldiers to support corrective efforts in case more serious actions become necessary later on. Any patterns of unacceptable behavior or multiple failings in a single area should be noted. Adequate counseling is a requirement before many separation actions can be initiated. Reprimands and admonitions: More serious failings by soldiers can be noted by reprimands and admonitions. Either may be oral or written. “An admonition is a warning that a specific act is considered to be misconduct, that its repetition will likely evoke a further, more severe response,” according to Field Manual 27-1. “A reprimand is a reproof, rebuke, censure, strong criticism, or ‘chewing out’ for failing to comply with the established standard. “Soldiers, regardless of rank, may be orally admonished or reprimanded by any supervisor in their chain of supervision, any commander in their chain of command, or any higher ranking soldiers.” Part III Recommendations NCOs can make: NCOs try to fix performance faults at their level. If their fixes fail, they can and should recommend more forceful fixes through the chain of command. If all else fails, or if an offense is serious enough, NCOs can recommend Article 15 or a court-martial. These are a last resort. Before recommending corrective or administrative actions by commanders, NCOs should-

Notify the soldier of the proposed action and explain why it is being taken. Give the soldier an opportunity to respond.

Bear in mind that administrative actions need not be any more formal than regulations require.

Ask whether the action is likely to improve the soldier’s skill, self-discipline, and conduct; increase unit cohesiveness; contribute to the mission; reinforce the chain of command; or help assess the soldier’s fitness for further service in the same or higher grade.

First-line leaders must provide timely, accurate, and complete information in advising their commanders. Following are some of the actions NCOs can recommend.

Withholding privileges Withholding privileges is a corrective action, but only the unit commander can make it. “When a commander determines that a soldier has shown a lack of readiness, fitness, or responsibility for the benefit, award, or promotion, the commander may withhold such benefits,” according to Field Manual 27-1. The field manual also says that the withholding of a privilege should correspond in importance, seriousness, and duration to the performance problem and the desired correction. For example, revoking driving privileges would not be appropriate for an assauld offense; however, removal of PX privileges might be appropriate for a soldier guilty of disorderly conduct in the PX. Revocation of security clearance NCOs can recommend revocation or suspension of security clearance of a soldier who is involved in criminal and immoral activities, abuse of drugs and alcohol, excessive indebtedness, and repeated absence without leave. A clearance may also be revoked for a soldier who is subject to coercion or undue influence because he has a close relative living in a communist country (AR 604-5). MOS reclassification Soldiers may be reclassified out of their MOS when unable to perform effectively because of loss of qualifications, or character and leadership deficiencies. In order to reclassify a soldier to another MOS, it is necessary to document fully why the soldier is incapable of functioning in the present MOS. The supervising NCO knows the job of the soldier and can best state why the soldier should not remain in it. Reduction in rank A soldier can be reduced in rank who-

Has established a pattern of inefficiency or misconduct and Has served in an assigned position in the same unit for at least 90 days

Though the action must be taken by a commander who has reduction authority, the supervising NCO is often the first to know when reduction is deserved. NCOs should be familiar with Army Regulation 600-200, chapter 6, regarding administrative reduction. There are many rules and details involved. Bar to reenlistment Soldiers who do not meet or maintain high standards of moral character, physical fitness, and professional competence may be barred from reenlistment. The supervising NCO is usually the first to know of such cases and should advise and inform the commander regarding them.

The leader should recommend lifting the bar to re-enlistment when the soldier’s performance and behavior improve. What are the grounds for barring a soldier from re-enlistment? Following are examples given in field Manual 27-1:

Tardiness for formations or duties. Absence without leave for 1 to 24 hour periods. Loss of clothing and equipment. Substandard personal appearance and hygiene. Persistent indebtedness. Frequent traffic violations. Recurrent punishments under UCMJ, Article 15. Use of sick call without medical justification. Unwillingness to follow orders. Un-trainability. Un-adaptability to the military. Failure to manage personal affairs. Frequent difficulties with fellow soldiers.

Separation from service: A leader at any level may conclude that a soldier, because of continued misconduct or poor performance, lacks potential for further service. In such cases the leader should recommend or initiate separation from service. To separate a soldier successfully, it is necessary to document efforts to help the soldier meet Army standards. Documentation is a leadership responsibility. NCOs should begin to document performance problems and corrective actions in all cases that appear resistant to first-line fixes. Other actions The actions discussed above are not the only possible ones. NCOs can also consider and recommend-

Relief for cause by commanders or supervisors. DA imposed bar to reenlistment because of qualitative management deficiencies. Unfavorable evaluation reports. Removal from nuclear surety program. Removal from promotion list. Reduction for civil convictions. Revocation or suspension of commissary, exchange, check cashing, driving,

recreation facility, and similar privileges. Off limits actions. Denial of overseas separation. Denial of foreign tour extension. Restraint or restriction in conjunction with UCMJ action.

Part IV Summing Up Emphasize rehabilitation and use the least harsh remedy allowed by regulation and law that seems likely to improve performance. In other words, try first line fixes before recommending more severe fixes or punishment. For example, apply corrective training and counseling before you recommend an Article 15 or reduction in rank. Remember, actions can be combined, but how to combine them in each case is a matter of fine judgment. For a first case of negligence with equipment, corrective training to improve skills in care of equipment, withdrawal of pass privileges, a letter of reprimand, and suspension from the nuclear surety program may be more appropriate than an Article 15.These actions tell the soldier what conduct will and will not be tolerated. But actions under the UCMJ can also be combined with corrective and administrative actions. For example reduction in rank and MOS reclassification can be combined with an Article 15. Each case is different and calls for a different solution. When first line leaders use their authority wisely and well, standards of unit discipline are consistent, credible, and effective. Editor’s note: this article is adapted from “Buck Goes Both Ways in 1st-Line Leadership” by Lt. Col. D. C. Gilley and Maj. Allan A. Toomey, ARMY magazine, January 1983.

Amendment I

Congress shall make no law respecting an establishment of religion, or prohibiting the free exercise thereof; or abridging the freedom of speech, or of the press; or the right of the people peaceably to assemble, and to petition the government for a redress of grievances.

Amendment II

A well regulated militia, being necessary to the security of a free state, the right of the people to keep and bear arms, shall not be infringed.

Amendment III

No soldier shall, in time of peace be quartered in any house, without the consent of the owner, nor in time of war, but in a manner to be prescribed by law.

Amendment IV

The right of the people to be secure in their persons, houses, papers, and effects, against unreasonable searches and seizures, shall not be violated, and no warrants shall issue, but upon probable cause, supported by oath or affirmation, and particularly describing the place to be searched, and the persons or things to be seized.

Amendment V

No person shall be held to answer for a capital, or otherwise infamous crime, unless on a presentment or indictment of a grand jury, except in cases arising in the land or naval forces, or in the militia, when in actual service in time of war or public danger; nor shall any person be subject for the same offense to be twice put in jeopardy of life or limb; nor shall be compelled in any criminal case to be a witness against himself, nor be deprived of life, liberty, or property, without due process of law; nor shall private property be taken for public use, without just compensation.

Amendment VI

In all criminal prosecutions, the accused shall enjoy the right to a speedy and public trial, by an impartial jury of the state and district wherein the crime shall have been committed, which district shall have been previously ascertained by law, and to be informed of the nature and cause of the accusation; to be confronted with the witnesses against him; to have compulsory process for obtaining witnesses in his favor, and to have the assistance of counsel for his defense.

Amendment VII

In suits at common law, where the value in controversy shall exceed twenty dollars, the right of trial by jury shall be preserved, and no fact tried by a jury, shall be otherwise reexamined in any court of the United States, than according to the rules of the common law.

Amendment VIII

Excessive bail shall not be required, nor excessive fines imposed, nor cruel and unusual punishments inflicted.

Amendment IX

The enumeration in the Constitution, of certain rights, shall not be construed to deny or disparage others retained by the people.

Amendment X

The powers not delegated to the United States by the Constitution, nor prohibited by it to the states, are reserved to the states respectively, or to the people.

MSgt. Jerry Tarrant and SFC Stanley Cobb Inspectors General Fort Benning, Ga. The following scenario is acted out all too often: SFC Default’s spouse shows up with three dependent children, seeking help at the local inspector general office. She needs help because her spouse isn’t complying with a court order to support her and her family. She says she’s already talked to her spouse’s commander, but to no avail. The IG then contacts SFC Default’s commander, who says he’s explained to Mrs. Default that this is a legal matter and he can’t order SFC Default to take out an allotment. Nonsupport of family members has become a monumental caseload problem for IGs throughout the Army. This shouldn’t be. Family support is a soldier’s responsibility. Furthermore, IGs are getting involved prematurely in nonsupport cases. Too often, as in the scenario described, the chain of command isn’t aware of the problem or doesn’t know how to handle it. This too shouldn’t be. Nonsupport problems should be resolved at the unit level. Of course IGs are always available to assist and advise commanders informally. But they shouldn’t become officially involved unless commanders are unable to resolve a problem. Nonsupport is commanders’ business. It’s also NCO business. As first line leaders and supervisors, NCOs work directly with junior enlisted soldiers and other NCOs. Therefore, they’re usually the first leaders to know what goes on in soldiers’ personal lives. They can do much to resolve nonsupport problems before these problems land squarely in the commander’s lap – as full-blown crises. What NCOs must know Before they can help resolve nonsupport problems, NCOs must know that-

Nonsupport isn’t just a civilian legal problem in which some soldiers become involved. It’s also a violation of Army policy and is punishable under the UCMJ.

A soldier who fails to meet family support obligations is headed for big trouble – trouble with the civilian courts and enforcement authorities. The longer a soldier fails to meet support obligations, the worse this trouble gets.

Army Regulation 608-99, family Support, child Custody, and Paternity, requires the immediate commander to ensure that soldiers meet family support obligations. It tells the commander how to fulfill this requirement and provides administrative tools to do the job. For example, the commander can force a soldier to make a family support allotment. The commander also have the soldier’s pay garnished.

Nonsupport problems don’t occur only among junior enlisted soldiers. Divorce and separation affect soldiers of all ranks. Whenever there’s divorce or separation, there’s also the potential for a nonsupport problem.

What NCOs can do By recognizing the problem early and taking corrective action, NCOs can help soldiers avoid criminal action and irreparable damage to their Army career and record:

Make soldiers aware of all the facts above – fully aware! Soldiers must know that the Army will not protect them – may in fact punish them – if they continue failing to support their families.

Counsel and coach soldiers to do what’s right and legal. Follow up to make sure soldiers do what’s right and legal. Guide resistant soldiers as needed through the NCO chain of command to the

commander for more intensive corrective action or punishment. Request help and advice as needed from the local IG or staff judge advocate. Be aware of pitfalls and avoid them.

NCO BEWARE: As an NCO dealing with soldiers who fail to support their families you must-

Never go easy on the soldier just because he or she performs well on the job or because you like the soldier personally.

Never take sides believing only the soldier’s side of the story. (Blame isn’t the issue. Your only concern should be that the soldier meet family support obligation.)

Soldiers who fail to support their families aren’t necessarily bad people or bad soldiers. But they definitely have a serious personal problem often a very confusing problem that must be resolved without delay. A good NCO will help them resolve it early.