USARC Pam 350-1

* This pamphlet supersedes FORSCOM Pamphlet 350-10, 1 October 1989

DEPARTMENT OF THE ARMY *USARC Pamphlet 350-1

HEADQUARTERS, UNITED STATES ARMY RESERVE COMMAND

3800 NORTH CAMP CREEK PARKWAY SW

ATLANTA, GA 30331-5099

1 February 1996

Training

UNITED STATES ARMY RESERVE

COMPANY COMMANDER’S HANDBOOK

History. This is the initial publication of USARC

Pamphlet 350-1.

Applicability. This pamphlet applies to USAR units

assigned or attached to the United States Army Reserve

Command (USARC) or its subordinate commands. This

pamphlet impacts on unit readiness and mobilization.

Local reproduction is authorized.

Interim changes. Interim changes to this pamphlet are

not official unless they are authenticated by the Deputy

Chief of Staff, Information Management, (DCSIM),

USARC. Users will destroy interim changes on their

expiration dates unless superseded or rescinded.

Suggested improvements. The proponent agency of this

pamphlet is the Deputy Chief of Staff, Operations

(DCSOPS), USARC. Users are invited to send

comments and suggested improvements on DA Form

2028 (Recommended Changes to Publications and Blank

Forms) directly to Commander, USARC, ATTN:

AFRC-OPT-I, 3800 North Camp Creek Parkway SW,

Atlanta, GA 30331-5099.

FOR THE COMMANDER:

ZANNIE O. SMITH

Colonel, GS

Chief of Staff

OFFICIAL:

SIGNED

CAROLYN E. RUSSELL

Colonel, GS

Deputy Chief of Staff,

Information Management

DISTRIBUTION: A

CONTENTS (Listed by paragraph number)

Chapter 1

General

Purpose 1-1

References 1-2

Explanation of abbreviations 1-3

Introduction 1-4

So you want to command? 1-5

Chapter 2

Command Management

General 2-1

Assumption of command 2-2

Commanding a unit 2-3

Actually leading 2-4

The commander as counselor 2-5

Relating to people 2-6

Measure your progress 2-7

Evaluations 2-8

Assistance visits 2-9

Chapter 3

Personnel and Administration

Scope 3-1

Civilian job requirements and employee protection for

reservists 3-2

Retention and recruiting support 3-3

Full-time support (FTS) 3-4

Personnel management 3-5

Unit administration 3-6

Record of Attendance and Status (DA Form 1379) 3-7

Participation points 3-8

Correspondence 3-9

Mail 3-10

Publications 3-11

Pay administration 3-12

Military orders 3-13

Modern Army Recordkeeping System (MARKS) 3-14

Unit Morale, Welfare and Recreational (MWR) Support

Fund 3-15

Awards and decorations 3-16

Duty roster 3-17

Casualty reporting 3-18

USARC Pamphlet 350-1ii

Media relations, command information, and community

relations 3-19

Discipline, law, and order (DLO) 3-20

Free exercise of religion 3-21

Chapter 4

Security

General 4-1

Procedures 4-1

Chapter 5

Training

Training management 5-1

Training meetings 5-2

WARTRACE 5-3

Mission Essential Task List (METL) 5-4

Planning 5-5

Long-range planning 5-6

Short-range planning 5-7

Near-term planning 5-8

Training assessment 5-9

Training sources 5-10

Training publications 5-11

Training aids, devices, simulators and simulations

(TADSS)/visual information (VI) 5-12

Advisory and training resources 5-13

Training during mobilization 5-14

Chapter 6

Supply, Maintenance, and Facilities

Supply 6-1

Supply records 6-2

Maintenance 6-3

Facilities management 6-4

Dining facility 6-5

Chapter 7

Readiness

Overview 7-1

Responsibilities 7-2

Unit Status Reports 7-3

Readiness levels 7-4

Chapter 8

Mobilization

Mobilization 8-1

Mobilization procedures 8-2

Chapter 9

Medical

General 9-1

Emergency Medical System (EMS) 9-2

Sick call 9-3

Medical care entitlements 9-4

Immunizations and chemoprophylaxsis 9-5

Physical examinations 9-6

Profiles 9-7

Preventative medicine issues 9-8

Deployment preparedness 9-9

Chapter 10

Safety

General 10-1

Safety program 10-2

Risk management program 10-3

Chapter 11

Military Support to Civil Authority

Immediate response 11-1

Presidential disaster declaration procedures 11-2

Chapter 12

Historical Programs

Unit history 12-1

Historical artifacts 12-2

Chapter 13

Special Interest Items

Physical fitness and weight control 13-1

Total Army Performance Evaluation System

(TAPES) 13-2

Dedicated Procurement Program (DPP) 13-3

Force modernization 13-4

Order of precedence of awards and decorations 13-5

Seven “Sins of Leadership” 13-6

Ten tips for commanders 13-7

Handouts and lists 13-8

Appendix A

References

Glossary

USARC Pamphlet 350-1 1

Chapter 1

General

1-1. Purpose

This handbook provides you, as newly selected Reserve

company commanders, with a variety of tips on the various

facets of command, from pre-command joint property

inventory to current special interest items. These tips are

designed to serve as a springboard to help you to develop

planning, management, and leadership techniques. This

handbook is a guide for you to build on and to tailor to your

unique command needs. Your goal is to promote a

command environment where subordinates are inspired

with feelings of trust, confidence, loyalty, and commitment

to every required peacetime or wartime task.

1-2. References

Related publications are listed in appendix A.

1-3. Explanation of abbreviations

Abbreviations used in this pamphlet are explained in the

glossary.

1-4. Introduction

a. We prepared this handbook to help you, as USAR

company/detachment commanders, function successfully. It

provides guidelines, suggestions, helpful hints, and

references. It provides information covering a wide range

of USAR topics-information basic to the duties of a USAR

company/detachment commander.

b. The task of a commander is to continually improve

the capability of his/her unit to perform its mobilization

mission. He/she will have to lead people and manage the

resources of time and material to effectively accomplish the

mission. It is a challenging and rewarding job.

c. The success of the unit depends upon the commander

more than any other single factor. This handbook prepares

the commander to perform his/her duties. We designed it to

use it in conjunction with the other publications listed as

references. The references will provide the specifics on

completing premobilization tasks. These resources will

help make those tasks easier, and they will serve as

references in the future.

1-5. So you want to command?

a. We hear many officers say, “I’d do anything to get a

command.” If you are one of these, do you really mean it?

Are you suited for command? Have you really considered

what having a command entails? What are your answers to

the following questions?

(1) Are you willing to take the hard knocks that

come from carrying responsibility for the failure of your

subordinates?

(2) Can you juggle, at the same time, all the balls of

training, maintenance, tests, administration, inspections,

communications, mess operations, supply, athletics,

marksmanship, discipline, public relations, without

dropping any of them?

(3) Are you able to do many things “concurrently,”

or are you a “consecutive doer”? Can you manage a

complex job?

(4) Can you receive and carry out orders? Are you a

good “follower” as well as a “leader”?

(5) Can you stand tough competition from like-units

in your outfit and still retain a spirit of cooperation and

teamwork with them?

(6) Are you physically and emotionally fit to carry

the load?

(7) Do you have the courage to make and stand by

tough decisions?

(8) Are you still enthusiastic and cheerful when

confronted with seemingly impossible tasks to be performed

with inadequate means?

(9) Are you willing to take responsibility yourself

when things go wrong in your unit and correct a bad

situation rather than blame it on the staff, a higher

headquarters, or a subordinate?

(10) Are you willing to do your best with “what you

have” even though it apparently is inadequate?

(11) Are you confident you can produce a superior

unit with the ordinary run of manpower? Can you inspire

personnel to produce outstanding accomplishments?

(12) As a citizen soldier, are you ready to commit

yourself and your family to the standards noted above?

b. If your answer to each of these questions is “Yes,”

you should fight to get a command. And, if you hear an

officer say “I want a command,” you should confront him or

her with these questions. If they answer “Yes,” they are

undoubtedly sincere and you should make every effort to see

that he or she gets a command. No assignment will ever

give greater satisfaction or enable an officer to contribute

more to the Army and our country.

Chapter 2

Command Management

2-1. General

You, the commander, set the standard for the unit. Your

attitude about yourself and your responsibility impacts on

those around you. From the assumption of command to the

final day, you are the center of attention. You alone

command the unit. This section provides guidance on

handling many of your wide range of responsibilities.

2-2. Assumption of command

Listed below are a few guidelines a new commander needs

to keep in mind:

a. Execute assumption of command memorandum.

b. Execute change of command ceremony.

c. Talk with the outgoing commander to determine the

status of--

(1) Pending reports and suspense actions.

(2) Major upcoming events.

(3) Operational readiness.

(4) Mobilization requirements.

USARC Pamphlet 350-12

(5) Unit files, records, classified documents.

(6) Unit strengths and weaknesses, including key

personnel.

d. Conduct joint inventory of all property. Don’t sign

for anything not physically present.

e. Talk with your next higher commander, your

supervisor. Get guidance, policies, and priorities. Initiate

DA Form 67-8-1.

f. Be aware command responsibilities include--

(1) Table(s) of organization and equipment (TOE)

mission.

(2) Organizational records.

(3) Classified documents.

(4) Unit property.

g. Study higher headquarters reports; e.g., Inspector

General/Command Readiness Inspections (IG/CRI), annual

training (AT) Evaluations, Army Training and Evaluation

Program (ARTEP) results, and Inactive Duty Training

(IDT) Evaluations. Use these as indicators of conditions in

your unit.

h. Study the Standing Operating Procedures (SOPs).

i. Verify personnel figures by name on U.S. Army

Reserve Component Unit Record of Reserve Training (DA

Form 1379).

j. Know the unit’s attendance and personnel retention

records.

k. Be aware that success depends upon good

communication:

(1) Build good working relationships with FTS

personnel.

(2) Talk to the entire unit at one time. Tell them

what to expect.

(3) Talk with officers, NCOs, and technicians. Find

out from them what they perceive their jobs to be.

(4) Talk with higher level staff; ask how you can

help and seek their assistance.

(5) Listen.

2-3. Commanding a unit

a. COMMAND may be defined as the authority over

subordinates by virtue of rank and assignment or position.

A successful command, though, has more than authority

going for it. It has a philosophy; a vision. It has a vision of

what it wants to be--articulated well enough for every

member to understand how to conduct business. A

command philosophy should show authority and--

(1) Encourage initiative.

(2) State goals and objectives.

(3) Specify priorities.

(4) Be honest and correct.

(5) Be fair and just.

b. Commanding is a process of establishing and

attaining objectives. The responsibilities consist of

planning, organizing, directing, coordinating, controlling

and evaluating the use of people, time, money and material

to accomplish the missions and tasks. To help accomplish

the mission:

(1) Take notes; the dullest pencil is better than the

sharpest memory.

(2) Survey functional areas (personnel,

administration, training and operations, maintenance and

supply).

(3) Use formal and informal reports.

(4) Know traditional leadership indicators (see para

2-4c below).

(5) Inventory and isolate both strong and weak

areas.

(6) Use Readiness Group branch assistance teams.

(7) Develop a comprehensive mission/task list.

(8) Develop a mission essential task list.

(9) Initiate an organizational profile (personnel

turbulence, MOS qualifications, MOS mismatches).

c. Planning hints:

(1) Be quiet, watch, and listen.

(2) Relate to reality with a simple, workable plan.

(3) Recognize and establish priorities.

(4) Plan ahead. Warn ahead.

(5) Establish objectives but remain flexible.

(6) Set standards. Communicate them.

(7) Install controls to monitor progress; watch for

variances.

d. Organizing hints:

(1) Follow the chain-of-command.

(2) Develop potential leaders within the

chain-of-command.

(3) Define the roles and functions of key

subordinates.

(4) Train subordinates. Allow them to make

mistakes; then constructively critique. Conduct AARs.

(5) Use common sense.

e. Directing and coordinating hints:

(1) Make it happen: set the pace; lead by example.

(2) Be flexible; do not over-control.

(3) Keep a daily action list. Supervise.

(4) Follow through; make coordinating a theme.

f. Controlling and evaluating hints:

(1) Spot check; correct the problems; forgive honest

mistakes.

(2) Recognize the good and reward those who make

it so.

(3) Make maximum, efficient use of reports.

2-4. Actually leading

Leadership is what gets things done in an organization. It

is the process of influencing and directing troops in such a

way as to obtain their willing obedience, confidence,

respect, and loyal cooperation in accomplishing the

mission.

a. Leadership involves you, the commander, and the

troops. As the commander, you should--

(1) Work to further subordinates’ development.

(2) Explain policies and standards.

(3) Keep everyone informed.

(4) Motivate with enthusiasm.

(5) Grant recognition for a job well done.

(6) Observe the unit before making a major change.

(7) Evaluate leadership problems, morale, and

weaknesses of subordinate leaders.

USARC Pamphlet 350-1 3

b. Leadership by performance. As the commander, you

should--

(1) Lead by example.

(2) Display integrity.

(3) Treat everyone as a professional.

(4) Plan a program of training.

(5) Set and enforce performance standards.

(6) Listen to subordinates’ advice.

(7) Give subordinates authority; support them.

(8) Consider capabilities when making demands.

(9) Know each person; express genuine interest.

c. Leadership Indicators: Morale, Esprit de Corps,

Discipline, and Proficiency. These are evidenced by

the following:

(1) Appearance and courtesy.

(2) Attendance rates/absent without leave (AWOL)

rates.

(3) Care of equipment.

(4) Community relations.

(5) Messing, facility, and living area conditions.

(6) Unit administration.

(7) Personal hygiene.

(8) Awards.

(9) Punishments.

(10) Retention rates.

(11) Mission efficiency.

(12) Spirit of teamwork and belonging.

[NOTE. See FORSCOM Pam 600-7.]

2-5. The commander as counselor

a. Counseling is giving advice or instruction to direct

the judgment or conduct of another by an interchange of

opinions. Counseling ranges from “a pat on the back” to a

“chewing out.” Use counseling for fact-finding, informing,

opinion altering, airing of feelings, and modifying behavior.

Counseling may be necessary because of unsatisfactory

performance or personal problems. Gain knowledge about

each individual. Keep a record of all counseling sessions

and give troublesome individuals a chance to shape up and

change undesirable work habits. Provide specific

directions. Do not neglect specific, honest, and genuine

praise. Maintain an open-door policy. Use individual

sessions or group counseling. Respect the confidences

expressed to you.

b. Use support from these other sources:

(1) Subordinate leaders.

(2) Chaplain.

(3) Red Cross.

(4) Community services.

(5) Army Medical Department (AMEDD) personnel.

(6) Social workers.

(7) Equal Opportunity Advisers.

(8) Inspector General.

(9) Other specialists.

[NOTE: Discipline of a civilian employee is governed by

both DA and the Office of Personnel Management (OPM)

regulations. Contact your servicing Civilian Personnel

Office for assistance. Discipline of military personnel

depends on their status, such as FTS or USAR, on AD,

ADT, or IDT. The DA Pam 27-50-135 contains information

regarding USAR enlisted members. Contact your Staff

Judge Advocate for assistance.]

2-6. Relating to people

The Army’s policy is to provide equal opportunity and

treatment for all members. Ensure that every individual in

your unit is treated fairly and with respect. To better

comply with policy when you make assignments, make

them according to unit needs and individual capabilities. Be

sure to explain the nature, importance, and reasons for the

assignments to the individual. Additional points to

consider:

a. See that all members are adequately trained.

b. Schedule training which is directly related to the

development or improvement of skills needed to accomplish

the military mission.

c. Give your personnel the opportunity to attend

worship services to practice the tenets of their faith.

d. Avoid anything that could be interpreted as unfair

treatment or harassment.

2-7. Measure your progress

a. Inspections/Staff Visits. These visits are made to

identify or recommend methods and means of improving

noted variances. Inspections, evaluations, and assistance

visits identify noncompliance with current policy and

procedures and teach your people the correct methods and

practices. They also help identify the systemic (“too tough

to handle”) problems that may be traced to higher

headquarters. The Chief of Staff of the Army (CSA) has

emphasized the importance of the chain-of-command in

conducting inspections, specifically in the areas of training,

maintaining, leading, and caring. These are especially

important in today’s Army. The CSA encourages

commanders at all levels to get more directly involved with

their troops through command inspections, with company

and battalion commanders leading the way. However, the

frequency of inspections and staff visits should be held to

the minimum necessary; they should complement each

other and clearly support mission accomplishment.

b. Command inspections:

(1) Should be general in nature, taking into

consideration the CSA’s guidance, but they may address

specific areas if desired.

(2) Formal Inspections. Advance notice with

pertinent information (date, time, location, uniform, etc.).

Give the unit time to prepare.

(3) Informal Inspections. No notice, any time; walk

through and observe. See how the unit really “does

business.”

(4) Plan inspections thoroughly, especially your part.

(5) Conduct inspections fairly and thoroughly. Be

tough but consistent.

(6) Call it as you see it; commend the troops, but

don’t hesitate to make on-the-spot corrections.

USARC Pamphlet 350-14

(7) Follow-up. Require corrections, but allow a

reasonable time for them to be made.

(8) Use inspection results to make your unit better.

Inspections for inspections’ sake waste your time and your

troops’ time; inspections should benefit everyone.

c. Inspector General (IG). The IG, a member of your

personal staff, holds a position of extraordinary trust and

confidence. However, no secrecy or cover up should be

construed in this relationship. Rather, units should consider

the IG to be an extension of your eyes, ears, voice, and

conscience. The IG’s mission is to assess and report, in an

unbiased and objective manner, on all aspects of mission

performance, readiness, resources, economy, efficiency,

discipline, morale, and esprit de corps of the command.

(1) The IG inspects your unit to see if it is in

compliance with existing policies and procedures directed

by higher headquarters. But, more importantly, the IG is

there to assist and to teach.

(2) The IGs at all headquarters (HQDA, FORSCOM,

USARC, CONUSA, MSC, etc.) inspect USAR units. They

conduct general, special, functional, technical, and

follow-up inspections. Some CONUSA commanders have

augmented their IGs with experts in training, logistics, and

other functional areas. Their IGs conduct a single integrated

general inspection called a Command Readiness Inspection

(CRI).

(3) Using inspection results competitively or

comparatively is diametrically opposed to the purpose of the

IG system. They are not designed to reward or penalize

units or individuals. In fact, AR 20-1 specifically prohibits

the use, in any manner, of IG inspection results to

determine unit competition awards or to compare units and

organizations.

(4) The IG also conducts investigations and inquiries

and assists soldiers with a myriad of individual problems

that usually can’t be handled through normal channels.

d. Your role in an IG inspection.

(1) Do not “prepare” extensively just for the IG

inspection. Your unit should be ready for an IG inspection

at any time, just as it should be ready to go to war at any

time. “Preparation for an IG Inspection” is not a valid

training schedule item.

(2) The IG is not interested in whitewash, new paint

on everything, or excessive “spit and polish.” Don’t have

“GI parties”, remake all the records, or require other

“make-work” efforts. However, if a weapon doesn’t work or

required records are nonexistent, the IG will want to know

why (and so should you).

(3) Ensure all of your people are aware of the

inspection and that they have the right to present any

complaint or request for assistance to the IG.

(4) Have qualified, trained, and knowledgeable

people responsible for their specific functional areas

available during the inspection and for the exit briefing.

(5) The IG may be there to check on your unit for

your higher headquarters’ commander, but the IG is also

there to help you.

(6) Use the results of IG inspections to better

accomplish your mission, not to better “prepare” for the

next inspection. An IG inspection is a management tool;

not an end in itself or a method to reward or penalize units

or individuals. The objective is not to “pass” the IG

inspection but to use the results obtained from it as an

indicator of your unit’s capability to go to war and win.

e. Internal Review (IR). Commanders at FORSCOM,

USARC, and MSC have IR offices in their headquarters to

provide a professional auditing service for the command.

(1) The IR office conducts internal audits to assist in

accomplishing the unit’s mission and in safeguarding,

accounting for, and ensuring the proper use of resources.

This office also serves as the focal point for all auditors

external to the command, such as the General Accounting

Office (GAO) and the U.S. Army Audit Agency (USAAA).

The IR performs audit follow-up and tracking of

management actions to correct problems identified in

internal and external audit reports.

(2) Your role as the commander during audits is to

coordinate with higher headquarters when external auditors

arrive in your command, verify their identity and authority

to conduct audit work, and to make all applicable accounts,

books, records, documents, and papers available for

examination by authorized auditors.

(3) Additional information is available in AR 11-7,

AR 36-2, and AR 36-5.

2-8. Evaluations

a. All ARTEP, AT, and IDT evaluations of USAR units

are conducted by various elements in the FORSCOM and

USARC command, control, and supervision structure. Use

the feedback from evaluations to make corrections to unit

training programs so required leader, individual, and

collective task proficiency can be improved and sustained.

Evaluators also provide assistance and advice by giving unit

commanders the benefit of their knowledge, expertise, and

experience.

b. The Command Logistics Review Program (CLRP) is

part of the Army’s Logistics Readiness Program. It is an

assessment and assistance program which reviews unit and

installation logistics operations. Its purpose is to identify

and resolve problems adversely affecting readiness and

logistics postures. Three types of CLRP Teams conduct the

reviews:

(1) Command Logistics Review Team (CLRT).

(2) Command Logistics Review Team-Expanded

(CLRTX).

(3) Command Logistics Review Program-Special

Projects Team (CLRP-SPT).

c. Aviation Resource Management Surveys (ARMS) are

HQDA-directed evaluations of USAR aviation units which

assess the management of aviation-unique functional areas

and programs, identify areas requiring additional emphasis,

and provide staff assistance as necessary. All USAR

aviation units can expect a regularly scheduled FORSCOM,

USARC or CONUSA ARMS at least every 24 months.

Regularly scheduled ARMS may be supplemented by

no-notice ARMS. In some CONUSAs, the ARMS serves as

USARC Pamphlet 350-1 5

the CONUSA General Inspection, conducted in lieu of an

IG General Inspection. The ARMS report consists of--

(1) A transmittal document summarizing the

evaluations assigned, commendable items, recurring

deficiencies from prior ARMS, and items requiring

command emphasis.

(2) A formal report addressing each functional area

surveyed with commendations, deficiencies, and

recommendations; other comments and observations may be

included.

(3) An enclosure with copies of all flight evaluation

grade reports.

2-9. Assistance visits

a. Readiness Groups (RGs) and Aviation Readiness

Groups (ARGs) are Active Component (AC) organizations,

subordinate to a CONUSA, who provide external assistance

and advice to Army Reserve and National Guard units.

They are described in more detail in chapter 5, paragraph

5-13a and b. Their function is to provide operational,

administrative, training, logistical, and technical assistance.

They provide liaison to CONUSA, FORSCOM, other

MACOM, and HQDA.

b. The RG and Aviation Readiness Group (ARG) team

visits usually generate a “trip report” detailing their

activities. You will receive a copy, along with the

CONUSA, and the full-time support personnel. You may

also request specific RG and ARG assistance through your

chain-of-command.

Chapter 3

Personnel and Administration

3-1. Scope

As commander, you must care for any people assigned to

your unit, whether military or civilian. Their records, pay,

and morale are important. To a large extent, their morale

will determine the effectiveness of the unit. This section

describes those matters of personnel and administration that

affect unit readiness. Both military and civilian matters

need attention. The fact that they intermingle may provide

some of the most challenging management opportunities.

Work at it. Your efforts will really pay off.

3-2. Civilian job requirements and employee protection

for reservists

Most reservists need leave from their civilian employment

for part or all of their IDT or AT, so plan training to avoid

last minute changes. Tell reservists to keep their employers

informed about conflicts between their reserve duty and

regular work. Absences from employment require

adjustments by both the reservist and the employer. Private

employers, for example, are not required to pay employees

for time off for military training. Enhance

employer-reservist relationships by giving employers

information about the reserve. Read USARC Regulation

140-6. It provides guidance for the Employer Support

Program, and it has a toll free number to contact the

National Committee for Employer Support of the Guard

(NCESGR) and Reserve. General recommendations are as

follows:

a. Ensure that employer support of your soldiers is

recognized through the NCESGR ‘My Boss is a Pro’ awards

program and through local initiatives.

b. Brief unit members on civilian job requirements and

reemployment rights annually.

c. Learn the legal obligations and specific state laws

which implement the federal statute.

d. Contact local employers on behalf of your unit

members, should any problems arise.

e. Maintain a relationship with the state employer

support committee and support their efforts on behalf of the

soldiers in your unit.

3-3. Retention and recruiting support

Turnover is disruptive; much is lost when trained people

leave the unit. If skilled individuals leave, you have to

replace them with the people available to you. Often this

means you will have to train new people to do the jobs.

Have NCOs, officers, and technicians work together to

retain good personnel.

a. Building a quality training program and using

soldiers effectively during IDT and AT reduces turnover.

b. Select, appoint, and train a unit retention manager.

c. Prepare and revise annually a Unit Strength

Maintenance SOP. It should include the following:

(1) Commander’s orientation.

(2) Schedule for retention/reenlistment interviews.

(3) Duties of a unit retention manager.

(4) Unit referral program.

(5) Unit enlisted promotion and transfer policies.

(6) Guidance on immediate reenlistment/extension;

bars to reenlistment; and Selected Reserve Incentive

Program (SRIP) eligibility.

(7) Programs to encourage both family and employer

support.

d. Establish a sponsorship program for new personnel.

e. Report all recruitable vacancies to the MSC strength

management office for advertisement on the USAR Recruit

Quota System (REQUEST). Use REQUEST reservation

information received from your MSC strength management

office to determine pending gains for sponsorship programs.

f. Know your responsibilities and those of the U.S.

Army Recruiting Command (USAREC) for processing

applicants for enlistment and transfer into reserve units.

g. Establish and maintain liaison with the supporting

recruiting battalion.

h. Know the current monetary incentives offered for

enlistment and reenlistment under the SRIP.

i. Ensure soldiers know about the MSC Transfer

Program; contact the MSC transfer agent at the MSC

strength management office to assist in transfers.

j. Identify unit members qualified to serve in strength

management efforts.

USARC Pamphlet 350-16

3-4. Full-time support (FTS)

a. As the commander, your special staff includes those

FTS personnel who maintain the unit in the commander’s

absence. The FTS personnel do most of the unit’s

day-to-day administrative workload, including schedules,

thus freeing drill time for essential training within the unit.

Various terms describe the FTS function in the Reserve

program; a few of those most pertinent to unit level

operations are defined below.

(1) Full-Time Support (FTS). An “umbrella” term

encompassing all personnel who work full-time to provide

support to the USAR. The FTS personnel may be Active

Guard/Reserve (AGR), AC, or DOD civilian employees.

(2) Full-Time Unit Support (FTUS). An FTS

category which includes Full-Time Manning (FTM)

personnel and technicians/ unit administrators. These

personnel may be AGR or Army reserve technicians

(ARTs); i.e., dual status civilians.

(3) Full-Time Augmentation Support (FTAS). An

FTS category consisting of personnel without USAR status.

At unit level, this includes Status Quo Technicians, and

most GS-3/GS-4 clerk-typists. Senior Army Advisers

(SRAA) and many installation and higher headquarters’

personnel are also included in this category.

(4) Full-Time Manning (FTM). A category of FTUS

consisting of either AC or AGR personnel aligned against a

slot on your manning table.

b. Most FTUS personnel, except those employed above

MSC, are mobilization assets. Unit administrators, both

AGR and civilian ARTs, and all FTM personnel mobilize

with their assigned USAR unit. The ART personnel,

however, do not mobilize with your unit if not assigned to it

in a reserve capacity. You should know whether your unit’s

FTUS personnel are mobilization assets of your unit or of

another unit.

c. The Office of Personnel Management (OPM) and

Department of the Army Regulations govern the selection,

reassignment, discipline, training, and promotion of civilian

personnel. (Also see Total Army Performance Evaluation

System (TAPES) in chapter 13 of this handbook.)

d. Some additional points to remember about FTS

personnel: Use FTUS personnel as trainers in TOE/TDA

positions. Counsel FTS personnel. Review job

descriptions. Render annual performance ratings for FTS

personnel and reward them accordingly. Support requests

for schooling.

3-5. Personnel management

a. People-managing in a unit must be done effectively

and wisely to have a successful command; i.e.,

administering such things as MOS classification,

assignments, evaluations, transfers, promotions, reductions,

reclassifications, and separations.

(1) Ensure that unit members are assigned to duty

positions for which they meet (or can eventually meet) the

MOS prerequisites. Request a timely award of the MOS

once all requirements have been met.

(2) Implement an Individual Training and

Evaluation Program (ITEP).

(3) Ensure prompt and accurate submission of MOS

qualification data reports.

(4) Monitor assigned officers’/NCOs’ continued

progression in career development schools.

(5) Ensure that all personnel are familiar with

USAR requirements for promotion.

(6) Brief new reservists on their obligation. Ensure

they do not attend training assemblies or annual training

without assignment orders.

(7) Keep the Unit Manning Report (UMR) current.

Monitor reserve participation.

(8) Ensure unsatisfactory participants are properly

removed from the unit so that better quality soldiers may be

recruited.

(9) Forward personnel records of officers and senior

enlisted eligible for promotion to appropriate promotion

boards in a timely manner. Ensure all requirements for

boards are met and packets are complete.

(10) Communicate with the Major U.S. Army

Reserve Command (MSC) Officer Personnel Management

System (OPMS) coordinator.

(11) Develop and publish NCOER and OER rating

schemes by name.

(12) Establish procedures for timely submission of

evaluation reports.

(13) Ensure timely submission of personnel

requisitions with a complete description of position

requirements.

(14) Ensure timely submission of personnel

discharge/expiration of term of service (ETS) actions.

(15) Advise all personnel of military education

opportunities, schools, correspondence courses, residence

courses.

(16) Require each unit member to review his/her or

her Military Personnel Records Jacket (MPRJ; 20l file),

Finance Record, DA Form 2 ( Personnel Qualification

Record), and Personnel Mobilization Packets (PMP),

annually.

(17) Be sure that individual 201 files are maintained

and that statements for personnel completing 20 years of

satisfactory service are forwarded to Army Personnel Center

(ARPERCEN) for preparation of their 20-year letter.

b. The physical well-being of all assigned soldiers is

critical to your unit’s performance of its mission. Although

you do not have access to soldiers’ medical records, you can

appoint a Unit Medical Records Custodian. The custodian

can provide you with rosters covering dates of last physical,

date of HIV test, date of panograph, shot records, and

requirements for optical inserts.

(1) Ensure that soldiers stay current in completing

physical exam and panographic X-ray requirements (AR

40-501).

(2) Ensure adequate time is scheduled for required

HIV testing and education for your soldiers (AR 600-110).

(3) Require each soldier to review and keep current

medical and dental records to include immunizations during

yearly Personal Mobilization File reviews (FORSCOM Reg

500-3-3, Vol. III).

USARC Pamphlet 350-1 7

(4) Request assistance from U. S. Army Medical

Command (USAMEDCOM) for medical records

administration and health counseling for soldiers.

3-6. Unit administration

Proper administration of unit records is vital to the success

of the unit. The paperwork of the company must be timely

and accurate. Duty rosters, pay mistakes, and missed

promotion opportunities cause most complaints. Even

though the unit technician, clerk, first sergeant, and

executive officer perform administrative actions, they must

be supervised.

3-7. Record of Attendance and Status (DA Form 1379)

The DA Form 1379, U.S. Army Reserve Components Unit

Record of Reserve Training, is an important form you will

sign as the commander. It is the primary document for

reporting unit level events. This form is the official record

of personnel attendance and status. When you sign the DA

Form 1379, you are certifying the accuracy of the

information. It is the only form which relates in a single

source document exactly how your unit performed for both

IDT and ADT/AT within the reporting period. It is a

record of all authorized training except attachment to

another unit for administration and training for periods of

90 days or more. Other points about the DA Form 1379 are

as follows:

a. It is the source document for auditing reserve

component pay.

b. It is the record of attendance of attached and assigned

personnel.

c. It determines eligibility for line of duty (LOD)

benefits.

d. It is the permanent record of retirement points

earned.

e. It is the basic report for monthly status of USAR

troop program unit (TPU) personnel.

f. It is the unit training historical record; record all

regularly scheduled training (RST) performed.

g. It is the annual training (AT) attendance record.

h. Use DA Form 1380 to support individual IDT.

i. Submit requests for man-day space on DA Form 1058

or other MSC authorized 1058s.

3-8. Participation points

You should have a working knowledge of the participation

points system. Unit members look to you to explain how

they may earn points and how the system works.

Participation points are used to validate the military

activities that support the retirement system. Review the

information below so that you can convey the basics of the

system to your unit members.

a. Active. One participation point for each day of active

duty. Any ADT, ADSW, and AT are all credited in this

category.

b. Inactive. Earned from several sources:

(1) Membership. Fifteen participation points per

retirement year.

(2) IDT. One participation point for each Unit

Training Assembly (UTA), Additional Training Assembly

(ATA), or Readiness Management Assembly (RMA)

performed.

(3) Correspondence course completion. One

participation point for each 3-hour correspondence course

completed.

(4) See Table 2-1, AR 140-185 for additional ways

to earn participation points.

c. Members must earn a minimum of 50 participation

points (from all sources) during their retirement year (from

retirement year ending (RYE) date to RYE date) for that

year to be a creditable retirement year. A soldier who

attends 48 IDT periods in the retirement year receives 63

inactive duty points (48 + 15 for membership), but only 60

of those IDT points can be credited for retired pay.

Nevertheless, record all IDT points earned.

3-9. Correspondence

Your professionalism is reflected by the way you write. For

standardization, military writing follows a set pattern.

a. Use the formal memorandum for correspondence

between military organizations.

b. Use the informal memorandum for correspondence

within military organizations.

c. Use the endorsement for a reply added to a

memorandum.

d. Use the nonmilitary style for correspondence with

civilians, civilian agencies, and other government agencies.

e. Use the letter for official business with all non-DOD,

with DOD civilians, and with military members addressed

by name.

3-10. Mail

The mail must go through! Since the days of the Pony

Express, mail has been a high priority item. It still is.

a. During AT, mail service is required to ensure that

mail is received and dispatched promptly and efficiently.

b. Appoint a postal officer on a memorandum.

c. Appoint a unit mail clerk and alternate on DD Form

285. Check “Official All” and “Personal All” in block 9 of

the DD Form 285.

d. Make provisions for the use of a government vehicle.

e. Maintain change of address forms.

3-11. Publications

Having the proper publication may be critical when detailed

information is needed. The right Army Regulation,

Technical or Field Manual, or other publication may be

vital.

a. Appoint your unit’s publication control officer. This

will be the unit’s central POC for ordering publications and

forms.

b. Ensure that missing publications are requisitioned.

c. Establish and maintain publication accounts with:

(1) U.S. Army Publication Distribution Center,

Baltimore, MD.

(a) Stay current: Use DA Pam 25-30 regularly.

(b) Know DA Pam 310-10 procedures on the

Publication Distribution System.

(2) U.S. Army Reserve Command, Atlanta, GA

USARC Pamphlet 350-18

(a) To obtain USARC & FORSCOM publications

and forms.

(b) Follow procedures in USARC Pam 25-30 and

FORSCOM Pam 25-30.

(3) Your supporting publications/forms stockroom to

requisition DA, DD, and SF blank forms.

d. Maintain the supply of forms needed for mobilization

(FORSCOM Reg 500-3-3, RC Unit Commander’s

Handbook (RCUCH), Annex I).

3-12. Pay administration

a. As a unit commander, you must be involved with the

payment of soldiers assigned to your unit. This

involvement affirms your role as a commander. Pay

impacts on retention, as well as the morale of soldiers, and

both can deter a unit’s ability to train and mobilize.

b. Every MSC has a pay point of contact. This staff

section is normally part of the Office of the Deputy Chief of

Staff, Resource Management or Deputy Chief of Staff,

Comptroller (DCSRM/DCSCOMPT). Each pay POC is

responsible for reserve pay management within the MSC.

This includes coordinating pay problem resolution with

each Reserve Component Pay Support Office (RCPSO) and

fielding new pay systems within the command. You should

not accept poor pay service. You should ensure your MSC

pay POC knows about and is acting on pay problems that

are over 30 days old.

c. The Unit Commander’s Pay Management Report is

produced monthly by Defense Finance and Accounting

Office-Indianapolis (DFAS-IN) and mailed directly to units

from files maintained in the Defense Joint Military Pay

System - Reserve Component (DJMS-RC) database. The

information is provided to assist commanders in monitoring

reserve pay. The report contains six sections.

(1) Section 1 - Status Data. This contains

administrative data for each soldier in your unit.

(2) Section 2 - Drill Authorization/Performance

Data. Drill authorization limitations by type for each

soldier and performance data for the current month and the

total for the fiscal year (FY).

(3) Section 3 - Bonus Payment Data. This is a list of

bonus payment data for each soldier, by name, in

your unit.

(4) Section 4 - Reenlistment Data. This is a list of

the soldiers who are due to separate within the 2 months

following the current month reported.

(5) Section 5 - Collection Data. This identifies any

collection actions that have appeared on DJMS-RC during

the current month.

(6) Command Actions - Validate Pay Status. This

section identifies accounts for which drills have not been

reported that have been on the system in an active pay status

for 3 consecutive months. This section identifies

unsatisfactory IDT participants.

d. The USARC Electronic Bulletin Board System

(BBS). Use the BBS to communicate with your MSC point

of contact. You can send detailed messages outlining

specific pay problems in need of resolution. The USARC

BBS Manual explains how to set up and use the USARC -

F&A BBS for RPA users. The manual includes instructions

on initial set-up, dialing the BBS, obtaining access, reading

messages, writing messages, enclosing files, and exiting the

BBS.

e. You should monitor status of the following:

(1) Ensure all soldiers have valid Personal Financial

Records (PFR). The PFR should contain pay documents

outlined in AR 37-104-10 and USARC Pam 37-1.

(2) Ensure use of rescheduled training to increase

flexibility in scheduled training activities that directly affect

the unit’s training status (see AR 140-1).

(3) Ensure that Automated Drill Attendance

Reporting Software (ADARS) sign-in and sign-out

procedures comply with appendix J, USARC Pam 37-1. As

commanders, you may delegate this responsibility to others

by memorandum. You are responsible for the security of

the ADARS system.

(4) Ensure certification of duty performance

following completion of all soldier’s duty. You will find

instructions in USARC Pam 37-1.

(5) Ensure soldiers are paid accurately and on time.

Occasionally, soldiers are paid for duty not performed and,

in some cases, not paid for duty that they do perform.

(6) Ensure soldiers do not exceed their annual drill

limits. Prior approval by OCAR is required to exceed drill

limits.

(7) Ensure authentication of entitlements to Basic

Allowance for Quarters (BAQ) by the unit. You may have

soldiers receiving BAQ entitlements who are not entitled, or

they may be entitled and not receiving them. Review source

documents that support BAQ entitlements.

(8) Ensure all soldiers entitled to SRIP bonuses are

receiving pay in the manner prescribed by AR 135-7. The

USAR troop program units have many pay problems

associated with SRIP.

(9) Ensure your unit pay administrator performs a

monthly review of the UH022-2405 History Report. This

report replaces the unit copy of soldier’s LES. These

monthly reviews ensure accuracy of the soldier’s master

military pay account.

3-13. Military orders

Everybody gets orders in the military. Formal orders

provide the authority to act. We are moved from place to

place, given new positions, promoted or reduced with

orders. Some points to remember about orders are as

follows:

a. Permanent orders. Used for unit organization,

reorganization, and awards actions.

b. Orders. Used for promotion, some personnel

actions, separations, travel (AT), and man-day spaces.

c. Informal memorandum. Used for additional duties

and similar unit assignments.

3-14. Modern Army Recordkeeping System (MARKS)

Knowing how to find documents in the company files is

important. The MARKS defines how to organize files and

provides uniformity. Review AR 25-400-2 to learn how this

USARC Pamphlet 350-1 9

standard filing system works. Some additional points are as

follows:

a. The Records Management Officer (RMO) must

establish and approve a file plan.

b. Become familiar with the unit filing system. Ensure

that records are filed accurately and are current. Know how

to dispose of records. Some records are retired; others may

be destroyed.

3-15. Unit Morale, Welfare, and Recreational (MWR)

Support Fund

Proper handling of the unit MWR funds is an essential issue

as nonappropriated fund (NAF) support broadens. U.S.

Army Forces Command, AFPI-CFN, provides AT and FTS

dividends. Funding in support of Family Support

Volunteers is filtered through U.S. Army Forces Command,

the USARC, and your local MSC. Additional NAF funding

may be present depending upon location and other

circumstances.

a. The general rule is that units should use MWR NAF

funds for the benefit of the unit as a whole. Use may be

expanded to personnel of other units or service branches,

should they be responsible for generating the NAF funds

provided to your unit.

b. Appoint a unit fund council consisting of a council

recorder, a fund custodian, and at least two other members

representative of the unit composition. Be sure that you

know the correct procedures to request funds, and operate

the fund according to guidance in AR 215-1 and AR 215-5.

3-16. Awards and decorations

Recognition of a job well done is always a great motivator.

Develop an early, consistent program recognizing

excellence. Use certificates and letters of commendation

and appreciation.

a. Start a USAR Awards Program; exercise good

judgment to preserve the dignity and prestige of awards.

b. Ensure prompt awarding of the Army Reserve

Components Achievement Medal (ARCAM) and Armed

Forces Reserve Medal (AFRM).

3-17. Duty roster

The first sergeant maintains the duty rosters, DA Form 6, to

ensure equal distribution of duty tasks. There are separate

rosters for each duty such as meal headcount or CQ. Carry

AT duty rosters forward to the next AT period to ensure the

same personnel do not always get the first rostered duty

each succeeding AT.

3-18. Casualty reporting

Correct and timely reporting of information concerning any

injury or death is important to the soldier’s family. Family

member notification, pay and benefits, and proper medical

care could be affected.

a. Understand your responsibility as the commander and

follow procedures in paragraph 9-4b if a member of your

unit becomes a casualty. These may include initiation of

LOD investigations.

b. Coordinate in advance with the casualty processing

office at the AT site (normally the installation Adjutant or

Adjutant General) to learn procedures for handling

casualties enroute to or from the AT site.

3-19. Media relations, command information, and

community relations

a. Media relations.

(1) Appoint a Unit Public Affairs Representative

(UPAR) for your unit and give the UPAR the time and

assets to execute your Public Affairs (PA) program.

(2) Establish a working relationship with your local

newspapers, radio, and television stations.

(3) Ensure preparation of news releases about all

significant individual soldier and unit accomplishments.

When possible, provide black and white photographs.

(4) When the situation permits, invite local media to

cover unit events at home station, during field training

exercises, and at AT.

(5) When in doubt, contact your MSC Public Affairs

Officer for guidance and assistance. The Public Affairs

(PA) office or detachment journalists and broadcast

journalists can provide print, photographic, and

audio-visual support to major activities and events.

b. Command information (CI).

(1) Establish effective communications within your

unit. Creating a climate of understanding will help

motivate each member to achieve the highest levels of

performance. Use face-to-face communications with the

troops through an organized Commander’s Call or at unit

formations and scheduled orientations. Invite family

members and keep them advised of unit activities.

(2) Post information on a unit bulletin board. Use

photographs of individuals and action shots of training

during IDT and AT periods. Position bulletin boards in

clear view, preferably near the entrance of the reserve

center. Update the bulletin board periodically.

(3) Develop a unit newsletter (in accordance with

AR 360-81) to forward with training schedules, Leave and

Earnings Statements (LES), and other materials to the

soldier at home. In accordance with AR 360-81, your

UPAR should be able to develop an interesting newsletter

that can be reproduced locally.

c. Community relations.

(1) Ensure your unit has a community relations plan

and execute the program.

(2) Inform the community of the value and purpose

of your unit.

(3) Support speaking engagements by your personnel

in the community (social, civic, or government

organizations).

(4) Hold frequent public events, such as open house,

family and employer days, etc.

(5) Support community events on national holidays

such as Armed Forces Day, Memorial Day, etc. Provide

color guards, marching units and equipment displays when

appropriate.

USARC Pamphlet 350-110

(6) Coordinate all public events with your MSC

public affairs office.

(7) Recognize community supporters with

certificates or memorandums of appreciation.

(8) Conduct regular employer recognition programs

and present DOD Employer Support Awards at those

events. Invite state and local employer support

representatives to participate.

d. The ESGR fact sheet 9-9105 (Awards for Employers)

and 10-9102 (Presenting the DOD Certificate of

Appreciation) are available from your MSC PAO to assist

you in developing your local program.

3-20. Discipline, law, and order (DLO)

Maintaining discipline is a primary responsibility of

command. You must ensure that you know your

responsibilities and how and when to use administrative

measures to deal with problems. You should be aware of

the most pertinent DLO actions.

a. Commander’s Report of Disciplinary Action (DA

Form 4833). On occasion, you may receive this report with

the Military Police Report (DA Form 3975). You will

receive this report if one or more of your soldiers were

involved in an offense while on a military installation.

b. Occasionally, incidents occur that you must report to

the chain-of-command. Serious and reportable incident

reporting is covered in USARC Supplement 1 to AR

190-40. Ensure your full-time staff is cognizant of these

reporting requirements.

3-21. Free exercise of religion

a. Ensuring the free exercise of religion for your

soldiers is another important task. In fact you are, through

a chaplain, required by public law to conduct religious

services for personnel of the command. This is a

requirement of AR 165-1, paragraph 2-2.

b. Your battalion chaplain can perform several

functions, such as:

(1) Advise you and your subordinate leaders on

matters of religion, morals, and morale as affected by

religion.

(2) Coordinate, integrate, and supervise all chaplain

activities, religious services, ministries or observances, and

the use of facilities, as approved by you.

(3) Establish and maintain liaison with staff

chaplains of higher and equal headquarters, the other

military services, Government agencies, the armed forces of

allied nations, and officials of civilian churches and other

religious organizations.

c. As a special staff officer on both the personal and

special staffs of the battalion commander, you can count on

your battalion chaplain to listen carefully to any concerns

you have. The chaplain is also ready to assist you in

counseling soldiers and families, teaching classes, and

general problem solving. You will find him or her a

valuable asset in fulfilling your mission requirements.

Chapter 4

Security

4-1. General

Security has been a vital function of the military unit from

the very beginning of military history. It is just as vital

today. You must safeguard personnel, arms and

ammunition, classified information, equipment, and

physical facilities. Although doing this today is more

complicated than in the past, your predecessor probably

developed a security plan and standing operating procedures

to implement it. Study them (if they exist), then implement

your changes if you desire. If none are in place, develop

them as soon as possible. Take this responsibility seriously;

it will save you a lot of headaches later. Security awareness

is a vital part of all activities.

4-2. Procedures

a. Classified information. Handle, store, and transmit

classified documents in accordance with AR 380-5.

b. Develop and implement operations security (OPSEC)

measures to safeguard sensitive information.

c. Automated systems security. With the introduction of

more automated data processing (ADP) equipment

throughout the Army, security personnel must become more

aware of requirements to protect sensitive defense

information against espionage, sabotage, fraud,

misappropriation, and misuse or inadvertent or deliberate

compromise. Computers, word processors, etc., must be

identified by serial number, bar code, and location; rated as

to sensitivity level; and accredited.

d. Monitoring and recording conversations. Listening

in on conversations on telephone extensions or speaker

phones, as well as to face-to-face conversations, is

prohibited by AR 381-10, unless all parties give consent.

e. Subversion and espionage. The U.S. Army is a prime

target for foreign intelligence and sympathizers of foreign

governments. It is vulnerable to subversion and espionage,

both in the Continental U.S. (CONUS) and overseas. You

must establish positive programs to indoctrinate all

personnel on the methods of subversion or entrapment.

f. Acquiring, storing, reporting, or processing data

about people or organizations not affiliated with the

Department of Defense is prohibited by AR 381-10.

g. Design and take measures to safeguard personnel and

to prevent unauthorized access to equipment, facilities,

materials, and documents.

h. Based on the physical security plan published by

higher headquarters, develop and maintain detailed

center/unit physical security SOP.

i. Verify the following items daily and do this especially

after IDT assemblies (a good job to delegate to your security

officer):

(1) Ensure all windows and doors are closed and

locked before leaving.

(2) Give particular attention to the arms room.

(3) Check for fire hazards.

USARC Pamphlet 350-1 11

(4) Ensure all petroleum, oils, and lubricants (POL)

and vehicles are locked or secured in the motor pool area,

and that gates to the reserve center are locked or secured.

j. Know which serious incidents require formal

reporting.

k. Practice energy conservation by turning off lights

(except security and safety) and by turning down heat.

l. Become familiar with Level I (mandatory)

requirements to secure government property at

unit/installation level.

m. Coordinate with local law enforcement agencies for

periodic checks of the reserve center.

n. Where installed, ensure Intrusion Detection Systems

(IDS) are operational; display signs announcing IDS.

o. Request a physical security inspection from higher

headquarters or your support installation provost marshal to

help locate any needed additional security measures.

p. Arms and ammunition. Make security of arms and

ammunition your top priority.

(1) Individually-assigned weapons must be stored in

an approved arms room having triple barriers.

(2) Conduct required serial number inventories and

physical counts of weapons, ammunition, night vision

devices and other sensitive items.

(3) Appoint a security manager, key/lock custodian,

and alternates.

(4) Establish weapons and key/lock registers,

accountability and control records, etc., including IDS, key,

and arms room access rosters.

(5) Prepare an SOP for operation of the arms

room/vault.

(6) Permit only authorized persons in the arms

room.

(7) Know the status of the IDS at all times.

(8) Ensure you are prepared to implement the armed

guard requirements of AR 190-11 (with USARC Suppl 1)

when transporting Category II weapons off an installation

or if the IDS fails. Use AR 190-14 as a guide.

Chapter 5

Training

5-1. Training management

The Army’s basic mission is to fight and win in combat.

The goal of training is to produce a force trained to

mobilize, deploy, fight, and win anywhere in the world.

“Training the Force” (FM 25-100), “Battle Focused

Training” (FM 25-101), and “Training in Units” (AR

350-41) are the Army’s standardized training doctrine and

are applicable throughout the force. An effective training

program affects retention, readiness, and mission

performance. As junior officers, specifically as

commanders, you are leaders, trainers and training

managers. To successfully accomplish these roles, you must

understand the principles, concepts and procedures relevant

to training. The objective of all Army training is unit

readiness. Training of soldiers and leaders enhances the

ability of units to perform to standard.

a. The principles of training.

(1) Train as combined arms and services teams. The

greatest combat power results when leaders synchronize

combat, combat service, and combat service support systems

to complement and reinforce one another.

(2) Train as you fight. Accept less than perfect

results initially and strive for realism in training.

(3) Use appropriate doctrine such as FM 100-5,

“Operations,” Mission Training Plans (MTPs), and other

supporting doctrinal manuals. When Army standards are

not published, leaders must develop standards that are

challenging, attainable, and easily evaluated.

(4) Use performance-oriented training. Soldiers

learn best by doing; using a hands-on approach. Soldiers

train better and faster, and to a higher degree of proficiency,

when they know the tasks, conditions, and standards. As

leaders you must enforce the standards.

(5) Train to challenge. Challenging training

inspires excellence by fostering initiative, enthusiasm, and

eagerness to learn.

(6) Train to sustain proficiency. Sustainment

training prevents skill decay, maintains high standards, and

allows training of new people.

(7) Train using multi-echelon techniques. You must

simultaneously train individuals, leaders, and units at each

echelon. It is the most effective way to train and sustain

each echelon within the unit. As a commander, you must

maintain a focus on your unit’s wartime mission to

determine those multi-echelon events to train the units.

(8) Train to maintain. Maintenance training

designed to keep equipment in the fight is of equal

importance to soldiers as being expert in its use.

(9) Make commanders the primary trainers. The

leaders in the chain-of-command are responsible for the

training and performance of their soldiers and units.

b. Battle focus is the concept which derives peacetime

training requirements from wartime missions. Commanders

use Battle focus to allocate resources for training based on

wartime mission requirements. The illustration at figure

5-1 (below) shows the Training Management Cycle. It

begins with the wartime mission. Derive your Mission

Essential Task List (METL) from this mission. With the

shortage of training time available to USAR units, the unit

training programs do not attempt to address proficiency of

soldiers, leaders, and units in all MOS or collective tasks.

Your battle focus determines the training requirements.

The USARC battle focus is for USAR units to become

proficient in their technical METL tasks and sustain that

proficiency.

USARC Pamphlet 350-112

WARTIME

MISSION

ESTABLISH

MISSION ESSENTIAL

TASK LIST

PREPARE

TRAINING

ASSESSMENT

FEEDBACK

EVALUATE

TRAINING

RESPONSIBILITY

METL

DEVELOPMENT

TAM

USR

LEADER

TRAINING

SOLDIER

TRAINING

PRE-MOB

TRAINING

POST-MOB

TRAINING

ASSIST IN PLANNING & EXECUTION

ASSOCIATED TRAINING TEAMS

REGIONAL TRAINING TEAMS

RESIDENT TRAINING DETACHMENTS

READINESS GROUPS

FIELD TRAINING GROUPS

EVALUATION & ASSESSMENT

ASSOCIATED AC UNIT

REGIONAL TRAINING BRIGADES

FIELD EXERCISE BRIGADES

BATTLE COMMAND STAFF TRAINING

BRIGADE COMMAND & BATTLE STAFF

TRAINING

EXECUTION

PREPARE

LONG-RANGE

PLAN

PREPARE

SHORT-

RANGE

PLAN

PREPARE

NEAR-TERM

PLAN

EXECUTE

TRAINING

CONDUCT

UNIT

ASSESSMENT

RELATIONSHIPS AMONG MISSIONS, METL, AND BATTLE TASKS

COMMANDER’S GUIDANCE

CORPS

MISSION

CORPS

METL

CORPS

BATTLE

TASKS

SELECTED

METL

TASKS

DIVISION

MISSIONS

DIVISION

METL

DIVISION

BATTLE

TASKS

SELECTED

METL

TASKS

BRIGADE

MISSIONS

BRIGADE

METL

BRIGADE

BATTLE

TASKS

SELECTED

METL

TASKS

BATTALION

MISSIONS

BATTALION

METL

BATTALION

BATTLE

TASKS

SELECTED

METL

TASKS

COMPANY

MISSIONS

COMPANY

METL

Figure 5-1. Training management cycle illustration

USARC Pamphlet 350-1 13

c. The training management cycle is also displayed in

chapters 2, 3, 4, and 5 of FM 25-100.

d. As commanders you must--

(1) Understand your unit’s mission and doctrine.

(2) Understand your unit’s capabilities.

(3) Understand the doctrine of the units you

support.

(4) Understand your threat’s capabilities.

(5) Train your subordinates.

(6) Excuse allow honest mistakes.

(7) Allow open communications and

disagreements.

(8) Be actively involved in your unit’s training.

5-2. Training meetings

a. Objectives. Review completed training, deconflict

training issues, plan and prepare future training, and

exchange timely information.

b. Phases:

(1) Assessment of completed training.

(2) Coordination.

(3) Future planning.

c. Attendance. The company training meeting is a

high priority mission for the leadership of the company.

Attendance for selected leaders is mandatory. Leaders

who normally attend company training meetings are:

(1) Company commander.

(2) Executive officer.

(3) First sergeant (1SG).

(4) Platoon leaders.

(5) Platoon sergeants.

(6) Master gunner/chief of firing battery/shop

supervisor.

(7) Maintenance team chief.

(8) Supply sergeant.

(9) NBC NCO.

(10) Food service sergeant.

(11) Slice leaders and attachments.

(12) Others as designated by the commander.

d. Attendee’s responsibilities:

(1) You are responsible for the efficient conduct of

the training meeting. Although all leaders participate in

the training discussion, it is you, as the commander, who

leads the meeting and provides direction and focus.

(2) The XO is the second in command, and as

such, runs the training meeting in your absence.

(3) The 1SG is the senior enlisted soldier in the

company and your personal adviser on all issues that

affect individual soldier training in the unit.

(4) Platoon leaders brief the collective task

proficiency of their platoon during the assessment phase

of the training meeting.

(5) Platoon sergeants are prepared to brief

individual soldier task proficiency during the assessment

phase of the meeting, if required by you, the commander.

(6) Master gunners or other key staff NCOs attend

training meetings to advise you on specialist training.

(7) Maintenance team chiefs coordinate the

maintenance efforts of the company and work with you

and the XO to ensure timely support whenever necessary.

(8) Supply sergeants advise you on supply-related

issues, inspections, and inventories.

e. When in garrison, conduct training meetings on the

same day and at the same time each month. Selection of a

particular day to conduct the meeting depends on when

the battalion conducts its training meeting. Logically, the

company training meeting should follow the battalion

training meeting by not more than 2 days. This allows

incorporation of information gleaned from this meeting

into the company meeting before it becomes outdated.

f. Main considerations for selection of a day and time

to conduct the meetings are--

(1) Enabling attendees to make the meeting.

(2) Minimizing training disruptions.

(3) Allowing subordinate leaders time to brief their

soldiers without delaying their normal release time.

5-3. WARTRACE

The terms CAPSTONE and DTA were eliminated. There

is no one special term or acronym for AC/RC training

associations. Training and planning are separate and

distinct programs. The term WARTRACE applies to

wartime planning alignments. WARTRACE is defined as

the deliberate alignment of Army forces (AC and RC)

under a single commander for wartime planning to

achieve national strategic goals.

a. RC units often operate under two chains of

command: wartime and peacetime.

(1) The wartime chain provides wartime mission

guidance and approves the RC METL. Due to the limited

training time available to reserve units during peacetime,

the WARTRACE commander assigns missions that are as

specific as possible. With specific missions, METL tasks

become limited.

(2) The peacetime commander (your RC next

higher headquarters) should review and coordinate your

METL training. The peacetime commander provides the

training resources, and ensures that the planned training

is battle focused, executed to standard, and evaluated.

The two chains work together and remain coordinated by

focusing on the METL.

b. Once approved, the senior wartime commander

breaks the METL into Battle Tasks. A battle task is a

command group, staff, or subordinate organization

mission essential task that is so critical that its

accomplishment will determine the success of the next

higher headquarters’ mission essential task. Battle tasks

allow the senior commander to define the training tasks

that--

(1) Integrate the Battlefield Operating Systems

(BOS).

(2) Receive the highest priority for resources such

as ammunition, training areas, facilities, materiel, and

funds.

USARC Pamphlet 350-114

(3) Receive emphasis during evaluations directed

by higher headquarters (HQ).

c. After establishing the METL, the battle focus

process continues with the development of supporting

platoons, squad, section, leader and soldier tasks. At each

subordinate level, the leaders develop leader books that

contain all the tasks at their level and those of subordinate

levels. These books track training that has been

accomplished and assist leaders in planning training to

overcome weaknesses while sustaining strengths. (Refer

to Figure 2-23 of FM 25-101.)

5-4. Mission Essential Task List (METL)

a. The METL--

(1) Is not affected by resource availability.

(2) Is not prioritized; however, training is

prioritized by you, the commander.

(3) Must apply to the entire unit.

(4) Must support and complement the METL of

the next higher wartime headquarters. It does not support

or complement the METL of an unrelated peacetime

higher headquarters’ METL.

(5) Must be understood by the 1SG/CSM and key

NCOs so that they can integrate supporting soldier tasks.

b. Battle tasks.

(1) During the review of a subordinate’s METL,

higher headquarters’ commander selects METL tasks that

must be accomplished by your unit for your headquarters

to accomplish its mission. Those battle tasks of the higher

headquarters that apply should be the battle focus of the

subordinate unit.

(2) The selection of battle tasks allows your

headquarters to focus on those tasks that need emphasis

during training and evaluation. The battle tasks allow you

to allocate and focus resources.

c. Supporting soldier and leader tasks.

(1) Proficiency of soldiers and leaders is the

foundation of unit proficiency. As the commander, you

must plan training to build and sustain proficiency in

soldier and leader tasks that support the mission essential

task.

(2) During the METL development, the 1SG/CSM

and other key NCOs identify soldier and NCO leader tasks

that support the performance of the METL tasks.

Commissioned officers also identify officer leader tasks

that support performance of the mission essential task. As

with the battle focus of the METL tasks, due to limited

time and resources, the commander must not attempt to

train on every supporting soldier and leader task.

Reduce the list of supporting soldier and leader tasks to

those that are essential to the leaders’ or soldiers’ duty

position and responsibilities.

d. METL approval.

(1) Units with a WARTRACE will forward their

base METL to the next higher headquarters in the priority

WARTRACE chain-of-command. Pending WARTRACE

METL approval, use the base METL as the unit’s interim,

approved METL. Once the WARTRACE has approved

the METL, the unit will update the METL on the Center

Level Administration System (CLAS).

(2) Units without a WARTRACE, units entering

the force structure, or units redesignated as a different

organization will use the appropriate base METL as their

approved METL. The USARC is the sole METL

approving authority in the USAR for units without a

WARTRACE.

5-5. Planning

a. Assessment.

(1) The assessment starts the training planning

process. Use your subordinates to assess the training level

on mission essential tasks. Rely on subordinate leaders’

feedback to determine your unit’s training proficiency

level. External evaluations also help in your assessment.

However, evaluations only portray portions of total

proficiency and only measure it at a specific point in time.

The unit leadership, on the other hand, can provide a

wealth of expertise and input about the unit’s capabilities.

(2) Assessment begins with the first line leaders

gauging the proficiency of their subordinates in

accomplishing individual tasks, as well as supporting

leader tasks identified at their level. Each successive

leader assesses the ability of his/her level of organization

to accomplish their supporting collective tasks and

documents this assessment in the leader books and the

Training Assessment Model (TAM).

(3) Assessment links the evaluation of training

executed to the planning of training.

b. Planning.

(1) Once the assessment is accomplished, develop

a training strategy with assistance from the unit

leadership, to build the proficiency of some mission

essential tasks while ensuring sustainment of others.

Determine the best way to build and sustain proficiency in

mission essential tasks. As USAR commanders, you must

develop a training strategy that ensures the unit can

perform at least its technical wartime mission prior to

mobilization. This strategy leads to setting training

priorities and training plans.

(2) Training plans come in three types:

long-range, short-range, and near-term. They have the

following common denominators:

(a) Maintain a consistent battle focus.

(b) Are coordinated between associated combat,

combat support, and combat service support

organizations.

USAR, long-range plans extend at least 2 years out;

short-range plans cover 1 year; and near-term plans focus

on the next 4 months.

(d) Focus on attaining stated training objectives.

(e) Cause organizational stability.

(f) Make the most efficient use of resources.

USARC Pamphlet 350-1 15

(3) A comparison of long-range, short-range, and

near-term training plans is provided in table 5-1, below,

for your review.

Table 5-1. Training plan comparison

LONG-RANGE SHORT-RANGE NEAR-TERM

Disseminate

METL and battle

tasks.

Refine and

expand upon

appropriate

portions of

long-range plan.

Refine and

expand upon

short-range plan

through conduct of

training meetings.

Establish training

objective for each

mission essential

task.

Cross reference

each training

event with

specific training

objectives.

Determine best

sequence for

training.

Schedule

projected major

training events.

Identify and

allocate short lead

time resources

such as training

facilities.

Provide specific

guidance for

trainers.

Identify long lead

time resources

and allocate major

resources such as

major training

areas.

Coordinate

short-range

calendar with all

support agencies.

Allocate training

devices such as

simulators to

specific trainers.

Coordinate

long-range

calendars to

eliminate

distractors.

Publish

short-range

guidance and

planning calendar.

Publish detailed

training

schedules.

Publish

long-range

guidance and

planning calendar.

Provide input to

unit training

meetings.

Provide basis for

executing and

evaluating

training.

Provide basis for

command

operating budget

input.

Provide

long-range

training input to

higher

headquarters.

(4) Formats vary for the training plans, but

examples are available in appendix A of FM 25-101. Of

course, you must still prepare monthly training schedules.

Just remember that during near-term planning, look 4

months out. Don’t get locked into calendar or training

year quarters when planning or preparing your training

schedules.

5-6. Long-range planning

Long-range planning usually occurs at battalion and

above; however, separate companies also do long-range

planning. While you at the company level do not practice

these skills, the results do affect your unit. Unless you

command a separate company, you will usually follow the

lead of your next higher headquarters for the long-range

planning cycle. During long-range planning, senior

commanders project activities such as AT, Overseas

Deployment Training (ODT), and externally supported

training. Combat Training Centers, like Fort Irwin, CA,

for example, provide excellent externally supported

training. This information also provides you with the

means for establishing long-range training objectives.

Table 5-2 outlines the long-range planning cycles for

various echelons. Notice that your training guidance at

company level is not in the cycle outline.

Table 5-2. Reserve Component (RC) long-range

planning cycle

ACTION

(Note 1,2)

LATEST

PUBLICATION

DATE (Note 3)

FUTURE

PLANNING

HORIZON

RC Div/Sep

Bde/Grp level

publish command

training guidance

(CTG) and

long-range

calendar. (Note 4)

12 mos prior to FY

start

CTG at least 2

years. Calendar at

least 5 years.

RC Bde/Grp/Sep

Bn publish CTG

and long-range

calendar.

10 mos prior to FY

start

At least 5 years.

RC Bn/Sep Co

publish long-range

calendar.

6 mos prior to FY

start.

At least 3 years.

NOTES:

(1) These actions also apply to similar command level TDA

organizations or activities. For example, an ARCOM follows

the same planning cycle as a division.

(2) Intermediate headquarters provide training guidance and

scheduling information in sufficient time to allow subordinate

units to meet required publication dates.

(3) Each HQ follows this time line to allow subordinates

adequate time to prepare their plans.

(4) RC commanders of Div/Sep Bde/Sep Grp normally brief to

and receive approval from the next higher headquarters in the

peacetime chain-of-command, no later than 8 to 10 months

prior to FY start.

5-7. Short-range planning

Short-range planning refines portions of the long-range

planning calendar. It provides the time lines for small

unit leaders to prepare near-term training schedules.

a. Details included in short-range planning may

address:

(1) Collective tasks to be trained during major

training events.

(2) Other mandatory training.

(3) Significant events or activities that require

consideration when scheduling training.

b. During this phase of planning, senior commanders:

(1) Identify wartime-mission-related scenarios,

collective training objectives, required resources, and

initiate coordinating instructions.

(2) Protect subordinate units from training

distractors by tenaciously enforcing the “lock in” of major

USARC Pamphlet 350-116

events approved with short-range plans and contained in

the signed training schedules.

(3) Set the standard for safety, provide guidance

for risk acceptance decisions, and conduct training risk

assessments.

c. Multi-echelon training also comes into play at this

time. It is the most effective way of training and

sustaining a manageable number of essential tasks within

limited periods of training time. Table 5-3 outlines a

multiechelon exercise.

Table 5-3. Selected tasks planned to be executed during

a multiechelon supply and service company exercise

RESPONSI-

BILITY

PARTICIPANTS ACTIVITY TASKS

Company

Commander/

1SG

Platoon

Leaders/Platoon

Sergeants

TEWT

· Plan Company

Movement

(63-2-0001).

· Reorganize

Defense

(63-2-0003).

Platoon

Leader/PSG

Supply Platoon

Material

Handling

NCOICs

STX

· Set up Supply

Platoon

(63-2-0005).

· Supervise Class II,

III (Pkg), IV, V,

and VII Operations

(10-2-0008).

· Supervise Class I

and Water

Operations

(10-2-0012).

· Defend Company

Sector (62-2-0021).

Material

Handling

NCOIC

Soldier STX

· Provide Class II, III

(Pkg), IV, and VII

Supplies

(10-2-0009).

· Perform External

Slingload Supply

Functions

(55-02-0002-R).

· Defend Against a

Level I Attack

(63-2-0030).

· Perform Unit

Level Maintenance

(63-3-0011).

d. Refining training activities during the short-range

planning process requires coordination and input.

Short-range training briefings provide some of this

coordination. Although separate company, battalion, and

group commanders present these briefings, the topics they

address rely upon input from you and other subordinate

commanders. Table 5-4 shows training briefing topics.

These briefings result in a training contract between your

commander and senior commanders. The senior

commanders provide resources and protects subordinate

units from unprogrammed taskings. The subordinate

commanders then lock in and execute the approved

training plan.

Table 5-4. Training briefing topics

PRESENTED BY BN/BDE CDRs PRESENTED BY BN/BDE CSM

A review of accomplishments/

shortcomings of last

short-range planning period.

Individual training proficiency

feedback received about

previous short-range period.

The unit’s METL and

assessment of proficiency

levels.

Assessment of the unit’s

current individual training

proficiency.

The unit’s training focus and

objectives for next training

period.

Individual training events

planned for upcoming

short-range planning period

and strategy for preparing

soldiers for the evaluation.

Presentation of the unit’s

short-range planning calendar.

Description of METL-derived

individual tasks to be

integrated into collective

mission essential tasks.

A description of upcoming

training events.

Marksmanship and physical

fitness programs.

The unit’s leader development

program with emphasis on

officer METL supporting

tasks/warfighting skills.

The unit’s education program.

The approach planned for

preparing trainers and

evaluators.

The NCO leader development

program with emphasis on

senior soldier METL

supporting tasks and

improving warfighting skills.

Force integration plans for the

upcoming period.

Resource allocations.

5-8. Near-term planning

a. This is the company level of training planning.

During this planning stage, do the following:

(1) Conduct training meetings to coordinate and

finalize all training events, activities, and resources.

(2) Schedule and execute training to meet

objectives in the short-range plan to Army standard.

(3) Protect the unit training from training

distractors by tenaciously enforcing the “lock in” of

training events contained in the signed training schedules.

(4) Make final coordination for the allocation of

resources.

(5) Provide specific guidance to trainers.

(6) Schedule rehearsal times for training and

determine pre-execution checks.

(7) Complete coordination with other units

participating in this training as part of the combined arms

and services slice.

(8) Prepare detailed training schedules.

b. All of these activities take place 4 months before

the training occurs.

USARC Pamphlet 350-1 17

c. Table 5-5 below shows the near-term planning

cycle for the USAR.

Table 5-5. USAR near-term planning cycle

FREQUENCY ACTION

LATEST

PUBLICATION

OR BRIEFING

DATE

FUTURE

PLANNING

HORIZON

Monthly RC Bn/Company

training meetings

and subsequent

draft training

schedules.

4 months prior

to execution.

4 months

RC BN/Company

publishes training

schedules.

3 months prior

to execution.

3 months

d. The input for this cycle and resultant detailed

training schedules come from monthly training meetings.

Platoons, companies, and battalions conduct training

meetings. At the battalion level, meetings revolve around

training management issues. At company level, you

should use meetings to discuss the specifics of conducting

the training. Both FM 25-101 and TC 25-30 discuss the

conduct of training meetings. While training schedule

formats may vary, they must all include the following:

(1) When and where training starts.

(2) Specific individual, leader, and collective tasks

to be trained.

(3) Topics of concurrent training for efficient use

of available training time.

(4) Who conducts the training and who receives it.

(5) Proper allocation of time (including time to

correct deficiencies) and administrative information

pertaining to uniform, weapons, equipment, references,

and safety.

e. This then is the sequence of effective training

planning through its three cycles: long-range, short-range

and near-term. It is your responsibility to execute. You

are responsible for unit collective training. First line

leaders are responsible for individual training and

supporting collective training at their echelon.

5-9. Training assessment

The last segment of training presented is the assessment

phase. Although listed last, this phase does not end the

training cycle. Training is not a sequential process. In

maintaining a current assessment of your unit, evaluate all

training. Proficiency is the key; Army standard is the

yardstick.

a. To achieve standards, make use of training and

evaluation outlines, mission training plans, soldier’s

manuals, drill books, standing operating procedures, and

similar references.

b. One of the main tools for collective training

evaluation, one that provides feedback to and from

everyone, is the After Action Review (AAR). During the

review, the participants themselves analyze what

happened, why, and how it could have been done better.

As a professional discussion, it has the following

advantages over a critique:

(1) It focuses directly on key METL-derived

training objectives.

(2) It emphasizes meeting Army standards rather

than determining success or failure.

(3) It makes use of leading questions to encourage

participants to self-discover important lessons from the

activity.

(4) It includes a large number of individuals and

leaders in an effort to recall and share as many lessons

about the training as possible.

c. Conduct the AAR at all levels, depending upon the

echelons involved in the training. Evaluators play a key

role in the AAR process. They generally lead or facilitate

the review, regardless of whether external or internal

evaluation occurred.

d. The evaluation of training then leads to an updated

unit assessment. Document this updated assessment in

leader books and the unit’s TAM. The outcome of the

assessment may refocus the unit’s strategy. This then

starts the training management cycle again.

5-10. Training sources

Train soldiers as individuals and then collectively as

members of a team. Excellent training opportunities are

available from the following sources:

a. Army Training Centers.

b. Service Schools.

c. U.S. Army Reserve Forces (USARF) Schools.

d. Correspondence Courses and other Self-study

Programs.

e. Supervised On-the-Job-Training (OJT) programs.

f. Contract Training.

g. Unit Schools.

h. LANES Training.

i. Regional Training Sites—Medical, Maintenance, or

Intelligence.

5-11. Training publications

The Army Training System offers the following

publications:

a. Soldier’s Manual (SM). The SMs describe tasks a

soldier must be able to perform in a given MOS and skill

level (SL). The SMs are also called Soldier Training

Publications (STP).

b. Trainer’s Guide (TG). Guides which complement

SMs for all supervisors to use to plan training in a

particular MOS.

c. Soldier’s Manuals of Common-Tasks (SMCT). The

STP 21-1-SMCT contains tasks common to all soldiers at

skill level 1. The STP 21-24-SMCT contains tasks

common to soldiers in skill levels 2, 3, and 4.

d. U.S. Army Military Qualification Standards

(MQS). These are manuals of common tasks and skills

for officers. Manual STP 21-II-MQS applies to the grades

of LT and CPT, while STP-21-III-MQS applies to MAJ

and LTC grades. There are also Branch Specific MQS

Manuals.

USARC Pamphlet 350-118

e. Mission Training Plan (MTP). An MTP provides a

descriptive mission-oriented program for training the unit

to perform its critical wartime mission.

f. How-To-Fight and How-To-Support Manuals.

These manuals explain how to fight the air-land battle,

describing battle and battle support doctrine.

Commanders use the manuals to help plan and execute

operations and training activities.

g. Extension Training Materials (ETM) Catalogs.

The ETM catalogs list ETM that supports training in

units, including field manuals, training devices, TEC

lessons, and videotapes. These DA Pamphlet 350-series

catalogs are referenced by the table of organization and

equipment (TOE) units that use the same ARTEP. The

DA Pam 350-100 supports TDA organizations and

education centers. These pamphlets provide a

consolidated list of the ETM supporting individual

training as well.

5-12. Training aids, devices, simulators and

simulations (TADSS)/Visual Information (VI)

a. Training and Audiovisual Materials. Learning

Centers get most of their training and audiovisual

materials from their Training Support Center (TSC). The

TSCs can usually supply, on either short or long-term

loan, the following items:

TADSS VI

§ Training aids § TEC projectors

§ Training devices § Portable screens

§ Cassette players § Video monitors

§ Subcaliber devices § Motion

pictures/projectors

§ Battle simulations § Slide or graph projectors

§ Engagement simulations § Video/Audio tapes

§ Opposing Forces (OPFOR)

materialsTelevision trainers

§ Multiple Integrated Laser

Engagement System (MILES)

b. Graphic Training Aids (GTA). The GTAs come in

a variety of sizes, shapes, and formats, such as charts,

show cards, booklets, decals, posters, games, and even

decks of cards. Those printed as charts are also produced

as 35mm slides and graphs.

c. Training Devices. Garrisons and other training

areas use training devices to help achieve and maintain

individual and collective proficiency at reduced costs.

Some devices are MOS-unique; others are for general use.

Commanders and staffs should publicize and facilitate the

use of these devices.

d. The TSCs have catalogs available that contain the

TADSS and VI available to you as a supported unit.

Additionally, your supporting TSC should acquire, either

by local production/manufacture, outside loan, or

purchase, the item or product you require to support your

training. The TSCs exist to acquire the TADSS/VI

products you need for training.

5-13. Advisory and training resources

a. Readiness Groups (RG) are AC organizations,

subordinate to a CONUSA, who provide external

assistance and advice to Army Reserve and National

Guard units. The RGs provide branch/functional area;

doctrinal/technical; strength maintenance; and readiness,

mobilization, and deployment assistance through four

sections:

(1) Operations and Training Section: Coordinates

all RG Team visits. Develops and conducts training and

training management programs and courses. Conducts

mobilization/deployment instruction and assistance and

coordinates Army Domestic Emergency Plans for the

reserves.

(2) Branch Assistance Teams: Assist, advise, and

instruct in all aspects of branch (less Aviation) doctrine,

techniques, and training.

(3) Functional Teams: Assist, advise, and instruct

in all aspects of unit administration, personnel

management, finance, postal operations, food service

activities, and supply and property accountability

functions.

b. Aviation Readiness Groups (ARGs) are Aviation

Branch Assistance Teams (BAT) consolidated from

Readiness Group (RG) aviation personnel and equipment

assets. Their function is similar to other RG BAT,

providing aviation-unique doctrinal, operational,

administrative, training, logistical, and technical

assistance, and elements of non-aviation units. However,

they are separate organizations reporting directly to a

CONUSA HQ. The ARG Teams assess aviation

readiness, identify weaknesses, and assist commanders in

developing Yearly Training Plans (YTP) and other

activities. They also coordinate aviation branch and other

functionally-oriented assistance from other sources, such

as service schools, USAR schools, and technical agencies.

They provide liaison to CONUSA, FORSCOM, other

MACOM, and HQDA.

c. Resident Training Detachments (RTDs) are also

AC organizations that provide external assistance and

advice to priority USAR units. These detachments focus

on a specific unit for assistance. They are collocated or

stationed close to the supported unit and may be under the

command of an RG or an AC unit associated with the

supported USAR unit.

d. Regional Training Teams (RTTs) are a third type of

AC organization with the mission of providing advice and

assistance to USAR units. These teams are extensions of

the RGs and their mission is to assist specific types of

high priority units in a geographic area. These AC teams

primarily assist the multi-disciplined combat

support/combat service support (CS/CSS) units where the

dedication of an RTD would not be practical.

USARC Pamphlet 350-1 19

e. Senior Army Advisers (SRAAs) are AC MSC

personnel who advise and assist USAR units in all aspects

of military endeavor. They provide the benefit of their

knowledge, expertise, and experience in doctrine, policy,

procedures, and technology. The SRAA personnel may

visit USAR units during scheduled training periods or

when only full-time personnel are available. They are one

of the MSC commander’s most valuable assets, providing

USAR commanders with a wealth of advice and

assistance.

f. Mobile Training Teams (MTTs) are special purpose

teams, selected from assets outside the chain-of-command

(AC or RC), designed to assist USAR units in specific

areas of training. The MTTs provide instruction and

training primarily to train the trainer. The MTTs will not

provide players, evaluators, personnel or equipment

augmentation, new equipment training, validation, or any

other support that does not directly involve instruction or

training designed to assist unit combat readiness training.

Obtain MTT support through your chain-of-command to

MSC HQ.

g. Divisions (Exercise) are USAR TDA organizations

that provide simulation supported Command and Staff

Training Exercises for ARNG and USAR units. They

plan, conduct, and assist in training exercises, including

small unit collective training for combat, combat support,

and combat service support units. Upon mobilization,

they also provide dedicated training assets to assist the

mobilization station commander in validating that

mobilized units are ready for deployment.

h. Other collective training organizations are the

Regional Training Sites- Intelligence and Regional

Training Sites - Medical.

(1) Regional Training Sites - Intelligence (RTS-I)

provide a regional and national level unique military

intelligence (MI) training environment. They are

dedicated to supporting the training requirements of the

RC MI commands and units, as well as the enhancement

of previously acquired technical or foreign language skills

of RC MI soldiers. The RTS-I combine full-time MI staff

with state-of-the-art equipment and real-world working

materials. Soldiers attend training in an IDT, AT, or

ADT status. The RTS-I are at Fort Dix, NJ; Fort

Sheridan, IL; Fort Gillem, GA; Fort Sam Houston, TX;

and Hamilton AFB, CA.

(2) Regional Training Sites - Medical (RTS-MED)

are at Fort Devens, MA; Fort McCoy, WI; Fort Gordon,

GA; Fort Chaffee, AR; and Camp Parks, CA. The ARNG

operates two additional sites at Fort Indiantown Gap, PA;

and Camp Shelby, MS. The mission of the USARC

RTS-MED sites is to prepare Deployable Medical Systems

(DEPMEDS) equipped hospitals for war. The following

programs are available to support this mission:

(a) New Equipment Training (NET) and Executive

New Equipment Training (EXNET) is the introduction of

medical unit personnel to the operation and maintenance

of DEPMEDS and their associated items of equipment.

(b) Sustainment training focuses on requirements

identified by the commander in the unit’s METL.

Training is tailored for each unit and is conducted entirely

in a field environment.

commanders who have identified training requirements.

(d) The RTS-MEDs are responsible for providing

direct support (DS) biomedical maintenance support for

all USAR medical units within their geographical area of

operation.

(e) Central locations for TRI-SERVICE education

programs. The AC and RC of all services receive training

at the RTS-MEDs.

i. The USAR training institutions that conduct

individual training include USAR Noncommissioned

Officer Academies; USAR Forces Schools (USARF); and

Regional Training Sites-Maintenance (RTS-M). As part

of the Total Army School System (TASS), the USARF are

being reorganized into Functional School Battalions.

(1) The USAR NCOAs conduct training in PLDC,

the common leader portion of BNCOC and ANCOC, and

the First Sergeant’s Course. When the course material is

available, the NCOAs will also teach the Senior NCO

Battle Staff Course. All NCOA courses are conducted in

an ADT or AT status. The USAR NCOAs are at Fort

Dix, NJ; Fort McCoy, WI; Fort Chaffee, AR; and Fort

Lewis, WA.

(2) The RTS-Ms conduct refresher and

sustainment training tailored to the needs of the unit

commander. They also conduct the second phase of

selected MOS and Noncommissioned Officer Education

System (NCOES) courses. These courses are conducted

during both IDT and AT. The RTS-Ms are located at Fort

Devens, MA; Fort McCoy, WI; Fort Hood, TX; and Fort

Indiantown Gap, PA. In addition, there are two very

specialized RTS-Ms (Hi-Tech), located at Tobyhanna

Depot, PA (Army Materiel Ccommand unit) and

Sacramento, CA (USARC unit).

(3) The USARF schools are throughout the

country. They conduct common leader training during

IDT in BNCOC/ANCOC. They also teach MOS

reclassification courses, Combined Arms and Services

Staff School (CAS3), and Command and General Staff

Course (C&GSC). Most of these courses are in two

phases. The student will normally attend Phase I during

IDT, and then attend Phase II in ADT or as an alternate

AT.

(4) Your MSC will provide instructions to you on

how to identify your training requirements and enroll your

soldiers in school. These procedures will require the use

of both Center Level Application Software (CLAS) and

Army Training Requirements and Resources System

(ATRRS) automated applications.

(5) The ATRRS is a database residing on a HQDA

mainframe computer system. It helps manage the

Army’s school training. Access to the system is

controlled.

USARC Pamphlet 350-120

(a) The ATRRS allows you to determine the

availability of individual training for unit members. In

addition, the system will allow the unit to make on-line

applications for training, confirm reservations and, upon

completion of training, confirm graduation. Access to

ATRRS is available at company/detachment level after

obtaining a logon ID and password.

(b) Army school systems use the ATRRS system to

demonstrate to their headquarters their ability to provide

training, to schedule classes, and as a system of record for

training conducted. Army staff agencies use the ATRRS

to determine the appropriate resources required by the

Army’s school systems to enable support of training

requirements. These training requirements are based in

part on unit commander’s indication of need. The Army

then allocates quotas in ATRRS for training based upon

available resources.

(6) Your chain-of-command, and staff personnel

from the USARF, will assist you in developing a training

strategy that makes the best use of all these training

institutions.

j. Staff visits are formal visits by higher headquarters’

staff elements to provide supervision, guidance, and

technical assistance in their functional areas. The staff

visit normally generates a written “Trip Report” for the

commander whose staff is visiting your unit. You may or

may not be provided a copy of it. Whether your unit is

doing exceptionally well, is about average, or has

problems, your commander wants to know about it.

5-14. Training during mobilization

a. Assess your unit’s training plan using backward

planning. Differentiate the tasks that can be taught at

home station from those that must be conducted

elsewhere. Identify those mission critical tasks for which

the unit must train at the mobilization station before

deployment. It is then possible to plan backwards from

the contingency area to the home station, to make the

most effective use of the soldier’s and the unit’s time.

The unit’s mobilization mission should drive the training

being scheduled.

b. In addition to time, there will be other constraints

in the mobilization environment. All units may face

shortages in expendables, such as ammunition. Unit

post-mobilization training schedules must recognize these

constraints by identifying devices, simulators, and other

substitute materials. If resources are available, use them;

if not, then use the simulators or devices. This approach

to planning a post-mobilization training schedule is

mandatory.

c. During a crisis, unit deployment dates may be

moved up. Therefore, you must establish

post-mobilization training priorities. Schedule the most

important tasks for training first, so that if deployment is

ordered early, the unit is more likely to have trained in

vital tasks. Again, use backward planning.

Chapter 6

Supply, Maintenance, and Facilities

6-1. Supply

To do a job right one must have the right equipment and

tools. The Army has a system already in place to provide a

continuing source of proper items. Study the maintenance

and supply system to ensure that you understand it. Put

properly trained people in charge of it. To operate

smoothly and efficiently, materials have to be in the right

place at the right time.

a. Property, the essence of supply, is arranged by types

to facilitate requisitioning, turn-in, and recording.

(1) Organization property includes all items

considered mission-essential. Examples include weapons,

vehicles, field equipment, and clothing.

(2) Installation property is considered on loan from

the installation to the unit. Examples include bedding,

lockers, and office furniture.

(3) The Support Installation (SI) normally issues

personal property (clothing) to enlisted personnel.

(4) Real and installed property consists of

buildings and fixtures.

b. The categories of property are:

(1) Nonexpendable (*N). Items that are not

consumed in use and retain their original identity during

use. Examples: weapons, vehicles, field equipment and

clothing.

(2) Expendable (*X). Items that are consumed in

use or that lose their identity in use and all items not

consumed in use (with a unit price of less than $100) that

are not otherwise classified as nonexpendable or durable.

Examples include office supplies (paper, pencils, cleaning

supplies) and class IX repair parts.

(3) Durable (*D). Items that are not consumed in

use and do not require property book accountability, but

because of their unique characteristics require hand

receipt control when issued to the user. Durable items

include all hand tools in Federal Supply Classes (FSC)

5100 and 5200 series with a unit price greater than $5.00;

nonconsumable supply class VIII (medical) items not

otherwise coded with an ARC of ‘N’ on the Army Master

Data File (AMDF); and commercial and fabricated items

similar to those items coded with an ARC of ‘D’ in the

AMDF.

6-2. Supply records

a. You, as the unit commander, have command

responsibility of all unit property. Command

responsibility is the obligation to ensure the proper care,

custody, and safekeeping of all government property

within the command. You are responsible for ensuring

that--

(1) All authorized equipment is on hand or on

request.

(2) Supply personnel are properly trained.

(3) All property is inventoried every 18 months,

except for sensitive items which are inventoried quarterly.

USARC Pamphlet 350-1 21

(4) Excess property is reported for disposition or

turned in.

b. You should--

(1) Appoint a property book officer.

(2) Develop a unit supply SOP.

(3) Determine through frequent inspections that

unit property is complete and serviceable.

(4) Use FM 10-27-4 for additional guidance.

c. Operating procedures.

(1) Submit AT equipment requirements.

(2) Ensure that reports of survey are initiated and

submitted on time.

(3) Requisition and turn-in supplies and

equipment.

(4) Ensure that reported deficiencies are corrected

promptly.

(5) Maintain individual clothing and equipment

records, and conduct periodic showdown inspection of

personal and organizational clothing and equipment

issued to your unit.

(6) Ensure that supply related documents in the

mobilization logistics data file are kept current and

accurate.

(7) Ensure the security of all property of the unit,

whether in use or in storage.

(8) Enforce all security, safety, and accounting

requirements.

(9) Implement a strong unit supply discipline

program. The AR 710-2, appendix B can provide

assistance.

d. Property book.

(1) Ensure establishment and correct maintenance

of all required property accountable records. The AR

710-2 and DA Pam 710-2-1 can identify all actions

required.

(2) Ensure preparation of property book pages for

all category ‘N’ items listed in authorization documents to

include common table of allowances (CTAs).

(3) Ensure all modified table of organization and

equipment/table of distribution and allowances

(MTOE/TDA) authorized items are on hand or on

requisition. Cross-check MTOE/TDA Equipment

Requirement Codes (ERCs) with inventory to ensure

accuracy of Unit Status Report (USR).

(4) Conduct a physical inventory of unit property

jointly with the former commander before assuming

command and as often as directed by your commander.

SEE IT BEFORE YOU SIGN FOR IT!!

(5) Report excess to the next higher headquarters

immediately.

(6) Conduct a special inventory on specific items

as necessary, such as weapons, ammunition, hand tools,

and sensitive items.

(7) Furnish the supporting installation copies of

shipping documents for items received direct from the

wholesale system.

(8) Ensure you review and authenticate all requests

based on urgency of need designators (UND) A and B.

(9) Personally review and validate all open supply

requests 1 year old or older.

(10) Inventory all property not on hand receipt

annually. Provide hand receipt holders a schedule for

inventorying unit property and then ensure that hand

receipt holders conduct the required inventories.

e. Reports.

(1) Make all required periodic status reports.

(2) Reconcile physical inventory results with

property accountable records. Initiate property accounting

adjustment documents, Statement of Charges/Cash

Collection Vouchers or Reports of Survey to account for

lost, damaged, or destroyed government property. Turn in

excess equipment.

(3) Submit property gain and loss documents to

update Continuing Balance System-Expanded (CBS-X).

(4) Post adjustment document changes to the

property book.

f. Hand receipts.

(1) Assign property responsibility for all unit

property via hand receipts. Issue nonexpendable and

durable items on DA Form 2062.

(2) Document the issue of components of sets, kits,

and outfits (SKOs) and other end items using component

hand receipts, hand receipt shortage annexes, or aircraft

inventory records, as applicable.

(3) Inventory hand receipts annually or at the

frequency directed by the property book officer (PBO) and

upon change of the hand receipt holder. Inventory must

include components of SKOs and other end items.

g. Organizational clothing and individual equipment

(OCIE) and personal clothing.

(1) Issue OCIE on DA Forms 3645 and 3645-1,

and personal clothing on DA Form 4886.

(2) Conduct annual inspections to ensure that

soldier’s authorized OCIE and personal clothing is on

hand and serviceable.

(3) Ensure that exchange of personal clothing for

USAR personnel meets the 3-year usage criteria. Approve

exchange or replacement of personal clothing only when

the item becomes unserviceable due to fair wear and tear

or due to size change.

h. Repair parts.

(1) Ensure repair parts on the unit’s prescribed

load list (PLL) consist only of demand-supported and

Initial Mandatory Parts List (IMPL) items or Support List

Allowance Card (SLAC) deck parts. All non-demand

supported items must be approved by the first general

officer staff level.

(2) Conduct periodic inventory of repair parts.

Initiate turn-in action on unauthorized/excess repair parts.

i. Storage and security of supplies and equipment

(other than arms and ammunition).

USARC Pamphlet 350-122

(1) Ensure that necessary storage capability exists

to accommodate unit MTOE/TDA authorization

equipment.

(2) Ensure that unit equipment is stored properly;

that storage areas are neat and orderly; and that storage

facilities meet minimum structural requirements.

(3) Conduct periodic inspections of the supply

room, motor pool, and POL storage area.

j. Vehicles.

(1) Establish procedures to ensure that vehicles are

used for official purposes only and check this periodically.

(2) Ensure that vehicles are properly secured when

not in use.

k. Automation.

(1) Maximize automation systems to manage

logistics data.

(2) Keep qualified operators for tactical computer

systems.

6-3. Maintenance

a. You, as commanders at all levels are responsible for

the maintenance of your equipment and material. Make

preventive maintenance a “number one” priority.

(1) Assign maintenance responsibilities for

organizational equipment to specific individuals (i.e.,

hand receipt down to the user level) and hold them

accountable.

(2) Issue only serviceable equipment to the unit

and ensure it is properly used and maintained by the unit.

Prevent the abuse of equipment. Investigate any abuses.

(3) Ensure that unit organizational maintenance

personnel are MOS-qualified and that they both have and

use current TMs and publications. Additionally, ensure

that they keep their proficiency by performing

maintenance on at least 20% of your equipment (by type).

(4) Use all available technical assistance to

maintain your equipment at or above the DA readiness

goal. The AMSAs can provide hands-on technical

maintenance assistance, when needed. Request any

TAMMS records assistance from your chain-of-command.

For aircraft assistance, contact your Aviation Support

Facility (ASF). Try to forecast your unit’s needs. Advise

higher commanders of equipment replacement and

maintenance support requirements.

b. Train equipment operators to maintain their

equipment for garrison and field. Provide adequate time

on the training schedule to conduct PMCS on all

equipment.

c. Initiate a Unit Maintenance Management System

(UMMS) training package to increase unit maintenance

efficiency. Obtain UMMS Training Circular 43-35

(12/88) through pinpoint distribution.

d. Conduct command inspections and provide timely

and comprehensive feedback to subordinate commanders.

Ensure that maintenance records, TAMMS reports, and

especially the Unit Status Report, are current and

accurate.

6-4. Facilities management

a. The senior officer of the units assigned to a facility

is usually the USAR center commander. As unit

commanders, you must coordinate with him/her for

facility use, management, and support. You should

coordinate job order requests through the reserve center

commander or facilities manager.

b. As the USAR center commander or facilities

manager, you should:

(1) Practice energy conservation. Prepare an

energy conservation contingency plan for your USAR

center. If possible, consolidate full-time personnel into

areas that can be separately heated or cooled to save such

costs in the rest of the facility.

(2) At the completion of a Unit Training

Assembly/Multiple Unit Training Assembly

(UTA/MUTA), make a security check; give particular

attention to the arms room. Check that windows are

closed and locked; that no fire hazards exist; that lights

are off; and that the heat/air conditioning is properly

adjusted. Ensure completion of custodial services. Notify

your local law enforcement/police department of when the

facility is open or closed.

(3) Ensure compliance with the environmental

control program. When conducting training away from

the USAR center, seek assistance from the environmental

action coordinator (EAC) at the next higher headquarters.

6-5. Dining facility

Good food helps build morale. Poorly prepared food and

unsanitary conditions can neutralize a unit as effectively

as a successful enemy attack. If you are responsible for

feeding soldiers, appoint a unit food services officer to

assist you in overseeing the food service program. Also,

appoint a sanitation team to strictly enforce food service

sanitation policies and procedures when meals are

prepared and served in the field. The FM 10-23-1,

Commander’s Guide to Food Service Operations, covers

food service duties and responsibilities when operating a

garrison dining facility or field kitchen. The AR 30-1

contains garrison food service policies and procedures

while the requirements of AR 30-21 apply to the Army

Field Feeding System (AFFS). The USARC Supplement

1 to AR 30-1 contains guidance for the management of

USAR food service operations and clarifies USAR policies

and procedures.

a. Food service in general. Your support of garrison

or field food service operations is critical in ensuring that

your soldiers receive quality food service.

(1) Check kitchen and dining areas for cleanliness,

subsistence accountability, and sanitation requirements.

(2) Ensure the headcounter accounts for all diners

who eat and that cash and cash collection sheets are

handled properly.

(3) Ensure completion of all necessary documents

after the last meal is served for the day and that

subsistence headcount, cost, and promptly report strength

and feeder data to your MSC.

USARC Pamphlet 350-1 23

(4) Seek assistance from higher headquarters’ food

service management personnel (food advisers and

supervisors).

(5) Ensure strict compliance with appendix K,

USARC Supplement 1 to AR 30-1, whenever commercial

subsistence procurement is required.

(6) Do not allow use of meal cards within the

USAR except for unusual circumstances as outlined

within AR 600-38, paragraph 3-9.

(7) Insist that higher headquarters annually review

unit food service records for both AT and IDT food

service operations.

b. Annual training (AT) food service. Annual

training can be conducted in a field duty status, non-field

duty status, or a combination of both. The duty status

(field or non-field) determines the type of subsistence

accounting system (garrison/IDTAS or field/AFFS) to use

during AT. The AR 30-21, paragraph 1-11, deals

exclusively with reserve component AT food service. The

type of accounting system used will determine whether the

Finance and Accounting Office (FAO), IAW AR 600-38,

collects payment for meals from officers. The FAO

recoups a portion of the basic allowance for subsistence

(BAS) for AC and AGR enlisted when these soldiers

attend AT with their assigned units.

(1) When using the IDTAS system, no FAO action

is authorized for AC, AGR, and RC officers. Officers

must pay the appropriate fee for all meals consumed. If

using the AFFS, FAO action is mandatory.

(2) The importance of discussing and determining

AT food service requirements during your pre-camp

conferences cannot be overstressed.

(a) What is the availability of food service support

from the supporting AC installation?

(b) What is the installation Troop Issue

Subsistance Activity (TISA) or ration breakdown point

(RBP) issue cycle, i.e., request, issue, and turn-in

schedule?

support of a Food Management Assistance Team

(FMAT)?

(d) What are the installation veterinary service

requirements?

(e) What are the installation’s requirements for

disposal of trash and food waste, and environmental

concerns?

(f) Have you planned for pre-AT training and

equipment support? For instance, only licensed soldiers

may operate field kitchen equipment. You may need to

order spare parts for some equipment several months

before AT. Some installations require that vehicles

transporting foodstuffs have complete canvas covers, and

cannot be used for transporting certain other materials,

such as petroleum products.

(3) Food service sanitation is of the utmost

importance. Instruct all food service personnel in the

principles and practices of preventing food-borne illness.

They should receive continuous training in food sanitation

and safety. The Food Service Sergeant (FSS) and senior

personnel should teach food sanitation. The unit FSS

must administer mandatory sanitation training to the unit

during an IDT assembly, 60 days prior to departure for

AT.

c. Catered meals. The procedures for units to subsist

using catered meals are outlined in AR 30-1, with

USARC Supplement 1, appendix K. Contracts for catered

meals should be flexible enough to meet the special needs

of each unit served. By regulation, the bottom line is that

payment for meals is based upon meals actually

consumed, not estimated. The written agreement between

the vendor and the unit should reflect any special

requirements (i.e., monthly/quarterly changes on number

of requested meals) and the willingness of the vendor to

support the unit’s requirements. Whenever possible,

especially for small units, the cafeteria style facility is

preferred, whereby the unit travels to the vendor for

meals. Also remember that vendors have regulatory menu

requirements for catered meals. Figure K-1 of USARC

Supplement 1 to AR 30-1 outlines these requirements.

These menus must be included within the vendor’s bid

solicitation to allow for determination of contracted meal

prices. Again, units are to pay for meals actually

consumed, not the estimated number.

Chapter 7

Readiness

7-1. Overview

a. The Army is responsible for providing an agile and

lethal force capable of executing the National Command

Strategies. To keep a finger on the pulse of America’s

Army, the Army, in conjunction with the Joint Chiefs of

Staff, has established standards to measure the readiness

of units. The standards, guidelines for determining

readiness and reporting procedures are in AR 220-1 and

supplemented by FORSCOM Supplement 1.

b. The U.S. Army Reserve units account for nearly

35% of the total Army force and the majority of the

combat service support (CSS) units. With the current

trend towards greater dependence on the USAR to meet

the needs of the National Command Strategy, it is

becoming increasingly more evident that the USAR CSS

units are vital in ensuring the Army can deploy and meet

operational requirements. With this in mind, it is

imperative that USAR commanders report unit readiness

accurately and in a timely manner.

7-2. Responsibilities

As unit commanders, you are responsible for the accurate

and timely submission of your unit’s status report. You

should--

a. Comply with AR 220-1, paragraph 1-4e.

b. Prepare their Unit Status Report (USR) IAW AR

220-1 and FORSCOM Supplement 1 to AR 220-1.

USARC Pamphlet 350-124

7-3. Unit Status Reports

The tool used for reporting unit level readiness to the

National Command Authority is the Unit Status Report,

DA Form 2715. Reports submitted on DA Form 2715

satisfy the requirements of the Army portions of JCS

Publication 1-03.3 and JCS Memorandum of Policy

(MOP) 11, as well as HQDA needs for timely operational

and management information. The Unit Status Report

provides unit data information, as well as data pertaining

to personnel, equipment on hand (EOH), equipment

serviceability (ES) and training.

a. “Unit data” includes information derived from the

unit’s permanent orders and constitute the base for which

the unit will report. “Unit data” includes such items as

the unit identification code (UIC), MTOE, effective date

(EDATE) of the MTOE and the Command and Control

Number (CCNUM) of the MTOE.

b. “Personnel data” portrays the percentage fill of the

unit, based on the MTOE. The percentage fill considers

total assigned strength, available strength, military

operational skill qualifications, senior grade strength and

personnel turnover rate.

c. “Equipment on hand (EOH)” bases figures on the

percentage fill based on the MTOE. The EOH data looks

at each LIN assigned to the MTOE and compares that

with the actual on-hand figure, thereby developing a level

for each. The EOH level is then based on the total

numbers of LINs at each level.

d. “Equipment serviceability (ES) levels” are

calculated using fully mission capable (FMC) rates for all

equipment. Follow the procedures in AR 220-1, Unit

Status Report, for calculating the various separate levels

and then determining your unit’s overall equipment

serviceability level for readiness reporting.

e. “Training readiness” is the one area of the USR that

is purely subjective based on your judgment. The primary

purpose of the unit training level is to indicate the current

ability of the unit to perform assigned wartime missions.

A secondary purpose of the unit training level is to show

resource shortfalls that prevent attainment of a training

tempo necessary to achieve or maintain proficiency.

7-4. Readiness levels

AR 220-1 breaks down the readiness level or C-level as

follows:

a. C-1: The unit possesses the required resources and

is trained to undertake the full wartime mission(s) for

which it is organized or designed. The resource and

training area status will neither limit flexibility in

methods of mission accomplishment nor increase

vulnerability of unit personnel and equipment. The unit

does not require any compensation for deficiencies.

b. C-2: The unit possesses the required resources and

is trained to undertake most of its wartime mission(s) for

which it is organized or designed. The resource and

training area status may cause isolated decreases in

flexibility in methods for mission accomplishment, but

will not increase the vulnerability of the unit under most

envisioned operational scenarios. The unit would require

little, if any, compensation for deficiencies.

c. C-3: The unit possesses the required resources and

is trained to undertake many, but not all, portions of the

wartime mission(s) for which it is organized or designed.

The resource or training area status will result in a

significant decrease in flexibility for mission

accomplishment and will increase the vulnerability of the

unit under many, but not all, envisioned operational

scenarios. The unit would require significant

compensation for deficiencies.

d. C-4: The unit requires additional resources or

training to undertake its wartime mission(s); but it may be

directed to undertake portions of its wartime mission(s)

with resources on hand.

e. C-5: The unit is undergoing a service-directed

resource action and is not prepared, at this time, to

undertake the wartime mission(s) for which it is organized

or designed. The C-5 units are restricted to the following:

(1) Units undergoing reorganization or major

equipment conversion or transition.

(2) Units placed in cadre status by HQDA.

(3) Units which are being activated or reactivated.

(4) Units which are not manned or equipped, but

are required in the wartime structure.

(5) Units tasked as training units that are likely to

be tasked to perform a wartime mission.

(6) Units within 365 days of inactivation or that

have drawn down to the point where the unit is no longer

capable of accomplishing its wartime mission(s).

f. C-6: By-Service direction (HQDA), one or more of

the individual resource areas are not measured (for

example, ES of a unit cannot be measured because

maintenance is performed by a civilian contractor or the

unit is an OPFOR unit at a Combat Training Center

(CTC), which has no organic reportable equipment). The

C-6 is not used as an overall category level.

Chapter 8

Mobilization

8-1. Mobilization

Mobilization is defined as the ordering of units and

members to active duty in preparation for war or

operations other than war (OOTW).

a. The possibility always exists for a unit to be

mobilized. In a moment’s notice, it could be called to

active service. Can everyone in the unit respond to the

call? Personnel depend upon you, the commander, to tell

them where to go, what to do, and when to do it. Be sure

unit personnel are fully aware of all mobilization

requirements. Develop a mobilization plan; it is a vital

source of information in a time of crisis.

b. As unit commander, you must be concerned with

mobilization. You must be familiar with both FORSCOM

USARC Pamphlet 350-1 25

Reg 500-3-3, RC Unit Commander’s Handbook

(RCUCH), and the appropriate mobilization plans of

higher headquarters.

c. You need to appoint and train a mobilization officer

and movement officer/NCO. You will need to work

closely with both of these personnel in order to get the

unit moving to the mobilization station.

d. You should be familiar with the mobilization data

that would directly affect your unit, such as those elements

listed below:

(1) Mobilization Date (MDATE). The day after

the official mobilization day (M-Day) the unit is projected

to mobilize.

(2) Mobilization Station (MS). The unit’s

assigned mobilization station/site. [NOTE: Unit

commanders are required to visit their MS within 6

months of taking command.]

(3) Mobilization Day (M-Day). The day the

Secretary of Defense directs that mobilization commences,

based on a decision by the President, the Congress, or

both. All mobilization planning is based on this date.

(4) Ready-to-Load Date. The date a unit is

projected as capable of departing home station.

(5) Estimated Date of Departure (EDDA/EDDS).

A projected date after M-Day when a unit expects to

depart from the MS enroute to the port of embarkation

(POE). Movement to an air POE is labeled EDDA; a sea

POE is labeled EDDS.

e. The information described in the preceding

paragraph is available from your MSC, from the

Mobilization Troop Basis Stationing Plan (MTBSP), and

from FORSCOM Reg 500-3-3, RCUCH.

f. Become familiar enough with your unit

mobilization file to be able to turn to all pertinent data

upon request. Ensure that your unit mobilization file is

complete IAW higher headquarters and FORSCOM Reg

500-3-3, RCUCH. You should also be familiar with the

MSC Mobilization Plan. List your next higher

headquarters and MSC points of contact and phone

numbers for mobilization.

g. Units must move to their mobilization stations,

complete administrative processing, and conduct critical

training required before deployment. Time is a constraint.

Be sure to develop the post-mobilization training schedule

during the long-range planning period. Coordinate this

schedule with the mobilization station to resolve potential

scheduling conflicts. Accomplish this coordination by

submitting a Post-mobilization Training and Support

Requirements (PTSR) Report annually to your

mobilization station.

8-2. Mobilization procedures

a. Alert Phase.

(1) Authenticate the alert message with a return

telephone call to higher headquarters. Begin

administrative processing as quickly as possible following

the alert order or call to active duty. Schedule additional

unit assemblies as authorized by the alert message to

accomplish the processing. Upon alert notification,

immediately request your higher headquarters authorize

bringing your key personnel on active duty prior to

mobilization to expedite transition.

(2) Notify unit members of the alert as rapidly as

possible, consistent with security requirements, and

implement applicable portions of the unit alert/assembly

plans. Announce the unit assembly location to unit

members.

(3) If previously designated by the MSC, appoint a

Class “A” Agent (CAA) and/or Mobilization Purchasing

Authority (MPA) to be effective the date the unit is

alerted. Have CAA and MPA kits preassembled and

ready to use IAW appendices B and C of FORSCOM Reg

500-3-3, RCUCH.

(4) Notify the Joint Uniform Military Pay

System-RC input system by order or telephonically to

initiate conversion to active duty status.

(5) Review and update the PTSR, FORSCOM

Form 319-R.

b. Alert receipt acknowledgement. Unit members

should report to home station or alternate assembly area

on the specified date. Those unable to report for any

reason must inform you, as the unit commander, or have

someone report it by telephone or telegraph, so you know

before midnight on the date the unit enters on active duty.

c. Your actions.

(1) Notify your MSC of the key personnel ordered

to active duty in advance of the unit to help prepare the

unit for active duty.

(2) Terminate all excused absences to ensure

attendance at home station on effective date of active duty.

(3) Order unit members to active duty.

(4) After receipt of the order to active duty, prepare

and issue unit orders, by name, to all members of the unit.

(a) Prepare unit orders in accordance with

FORSCOM Reg 500-3-3.

(b) Distribute orders in accordance with

FORSCOM Reg 500-3-3, chapter 2, Phase II, Task 8.

(5) Provide members with copies of orders as

quickly as possible. Each member is required to sign and

date one copy to be filed in their MPRJ. Send by certified

mail, restricted delivery, with return receipt requested, if

not given in person.

(6) Send the records of those not being mobilized

to your MSC. Unit members awaiting IET will be

reassigned to training centers after the effective date of the

order to active duty.

(7) Notify your MSC of unit members on IET or

ADT. Process no prior service (NPS) personnel awaiting

IET or still at basic combat training (BCT) IAW Table

2-1, Rule 1, FORSCOM Reg 500-3-3.

(8) Transfer individual records to the MSC for all

“no show” personnel and those authorized a delay beyond

the unit’s deployment date. Prepare individual summary

statements for all “no shows” and put them in their

MPRJs.

USARC Pamphlet 350-126

(9) Review, amend as necessary, and forward the

Record of Emergency Data (DD Form 93) for each

member IAW AR 600-8-1.

(10) Notify members who could be authorized

individual travel to make their own arrangements to

comply with the reporting date at HS or MS as directed in

the orders. Members authorized individual travel at

government expense are those who are authorized delayed

entry or need to travel as individuals. Some categories

are:

(a) Sick/injured but able to travel.

(b) Granted delay in reporting for active duty.

unit.

(d) Located at a place other than permanent home

address and cannot meet unit’s movement timing.

(e) Attached to other units for training purposes

and who do not reside within commuting distance of

HS/MS to which called or ordered to active duty.

(11) Determine commuting distance by local

practice such as distance, travel time, and available

modes. This is the distance a member may be expected to

travel from home to his/her first duty station when

departing at a reasonable hour on reporting date and

arriving when the normal duty begins.

(12) Review rules which may require personnel

actions during mobilization processing and establish

personnel action procedures.

(13) Update security clearance roster for assigned

members, initiate required clearance requests not

completed during planning phase, and conduct security

orientation briefing. Contact your regional security team

telephonically and request immediate security clearance

verification for AGR and AC personnel (MS will require

verification). The regional security team will provide

guidance on procedures to follow if clearance requests

have not previously been processed or there are any other

requirements.

(14) Delay. If necessary, use the delay

authorization letter in the format as shown in AR 610-25.

(15) Review or complete the application for

Dependent ID Cards (DD Form 1172) or issue the ID

Card (DD Form 1173) prior to departing for the MS if

possible. The MSC DCSPER, through the RAPIDS

terminal, can assist with this action. If not, provide the

DD Form 1172 for issue of the DD Form 1173 from the

nearest military installation. If none are nearby, complete

DD Form 1173 at MS and mail it back to family

members. (Follow the mail-in procedures given in

FORSCOM Reg 500-3-3.)

(16) Submit Post Office Change of Address Order

(PS Form 3575) to Pinpoint Distribution, Baltimore MD

21220.

(17) Prepare Duty Roster (DA Form 6) IAW AR

220-45.

(18) Prepare OERs and NCOERs IAW ARs

623-105 and 623-205.

(19) Prepare Change of Address Card (DA Form

3955) for all members.

(20) Explain the required articles of the UCMJ to

all enlisted personnel IAW Article 137, UCMJ.

(21) Read and explain the Code of Conduct, AR

350-30, to all unit members.

(22) Conduct Subversion and Espionage Directed

Against the Army (SAEDA) briefing for all personnel and

explain security requirements established for facilities and

personnel.

(23) Make final coordination for HS support plans:

lodging, subsistence, POL, and maintenance.

(24) Prepare to physically inventory unit property

and to conduct a showdown inspection. Conduct

inventory and showdown inspection at the lowest possible

hand receipt level or supervisory level.

(25) Review and coordinate the Unit Mobilization

Plan, the Unit Retrieval Plan, and the Automated Unit

Equipment List.

Chapter 9

Medical

9-l. General

As the commander, you are responsible for all aspects of

health, wellness, and the enhancement of preventative

medicine measures in the unit. You can and should make

command decisions concerning the health of the unit.

9-2. Emergency Medical System (EMS)

a. An SOP should be in place to facilitate emergency

medical care at each reserve center. This SOP should

address both routine and after duty hour procedures.

Telephone numbers of the area emergency medical

services and/or local hospitals should be readily available

and posted.

b. If you are a remote site commander, you should

consider alternative transport methods for soldiers

needing emergency medical care. Many local

communities have established helicopter or air assets on

call to support remote locations. Include telephone

numbers and how to make appropriate requests in your

SOP.

9-3. Sick call

a. Sick call hours will not be held during IDT

assemblies. However, if a reservist becomes ill or injured

while in a drill status and a military facility is within

commuting distance, the first sergeant/commander can

provide the soldier with a DD Form 669, Sick Slip, and

refer the soldier for treatment. If the soldier requires

inpatient treatment, then transfer the soldier to the nearest

civilian facility or refer him/her to their family physician.

USARC Pamphlet 350-1 27

b. All AC and/or AGR soldiers are eligible to report

for sick call at a military facility. These soldiers are

eligible for medical care based upon their active duty

status. The first sergeant/commander or the individual’s

immediate supervisor can sign the sick slip. If any of

these individuals are determined to be medically

unsuitable for duty, they will be admitted to a Medical

Treatment Facility (MTF) or confined to quarters. When

local military facilities are not available, these soldiers

may seek treatment from civilian sources. The total cost

for non-emergency medical treatment may not exceed

$500 without prior authorization from the supporting

health service area MTF.

9-4. Medical care entitlements

a. For weekend drills, reservists receive limited

military health care; their families receive none at all.

b. If a unit member suffers an injury, you should

initiate an informal investigation (known as a "line of

duty" (LOD) determination) and provide assistance to the

soldier to gain medical treatment. If the investigation

determines the injury was incurred during training or in

the line of duty, the military will pay for emergency

medical treatment and follow-up. Should the soldier be

unable to perform his/her civilian job, he/she may be

eligible for incapacitation pay. If the injury resulted from

the member’s negligence or misconduct, care will not be

provided at the government’s expense.

c. Illnesses are different. If a reservist becomes ill

while training on a weekend, a military hospital or clinic

can treat the symptoms, but only for the period of training.

d. Dental care is provided only in an emergency, such

as an injury incurred in the line of duty. An example is

breaking a tooth. All other dental problems require the

reservist to seek treatment from a civilian dentist, without

financial help from the military.

e. Reservists are only authorized to receive care at

military clinics and hospitals during AT or extended

active duty (more than 30 days). Family care is available;

space permitting. Dental care is available as needed to

prepare the soldier for deployment.

f. All AC/AGR soldiers are entitled to medical care at

Army expense. Care is provided at the nearest military

facility. Where there are no Federal MTFs, a civilian

medical care provider may be chosen with authorization

from the immediate commander after determining that the

total cost for the entire course of non-emergency medical

treatment for a specific condition will not exceed $500.

The military will pay for emergency life-threatening

procedures without regard to dollar limitations. This also

applies to dental treatment for the AC/AGR soldier.

g. Once reservists are activated, the treatment they

and their families receive is the same as their active duty

counterparts. That equal benefit is in U.S. Code, Title l0.

9-5. Immunizations and chemoprophylaxsis

Review individual immunization records to ensure

soldiers meet the requirements of AR 40-562, plus any

additional immunizations required by the immediate

mobilization scenario.

a. Schedule administration of required immunizations

by appropriate medical units or facilities. Preventative

medicine agencies maintain current health threat

assessments based on disease prevalence in specific

geographical regions. Provide additional specific vaccines

to soldiers deploying to areas where there is an incidence

of disease and likelihood of exposure.

b. Immunization/reimmunization requirements for AC

and RC soldiers are prescribed in AR 40-562.

Requirements differ based on the category of unit.

Specific categories are as follows:

(l) Personnel assigned to units with a latest arrival

date (LAD) of C to C+30. (C-day is defined as unnamed

day on which a deployment operation commences or is to

commence.) These units are otherwise referred to as

"alert forces."

(2) Personnel assigned to units with a latest arrival

date (LAD) of C+31 or later, referred to as “non-alert

forces.”

c. Medical personnel will document immunizations on

SF 601 in the soldier's health record and the member's

PHS Form 731.

9-6. Physical examinations

It is the responsibility of each individual reservist to

maintain their medical fitness. This includes correcting

remedial defects, avoiding harmful habits, and controlling

weight. It also includes seeking medical advice when

their physical well-being is in question.

a. All officers, warrant officers and enlisted personnel

of the Army, regardless of component, require a periodic

medical examination. Army reservists require a medical

examination every 5 years. Individuals who want to enter

ADT or active duty may require additional physical

examinations. As a commander, you can request a "fit for

duty" evaluation, if an individual service member’s

(SM’s) physical fitness is being evaluated.

b. Examinations may be done at Active Component

Army Medical Treatment Facilities (MTF), at Army

Reserve Medical Examination Facilities (MEF), or by a

contracted civilian physician.

c. Soldiers qualify for retention if they meet military

standards (AR 40-50l). Refer soldiers who appear to be

medically unfit for a medical board (AC/AGR) or process

them for separation action (USAR).

d. The cardiovascular screening program (CVSP)

becomes a part of each soldier’s physical after reaching

his/her 40th birthday.

(1) Conduct the initial CVSP screening on the

periodic physical examination coinciding with the 40th

birthday for all AC/AGR personnel.

(2) During the CVSP screening, if a reservist does

not pass Phase I, refer him/her to his/her civilian

USARC Pamphlet 350-128

physician for further diagnosis and treatment; schedule

AC/AGR soldiers at an MTF for further diagnosis and

clearance.

9-7. Profiles

The physical profile serial system is based primarily upon

the function of body systems and their relation to military

duties.

a. The parts affected and the function involved are:

(1) P - Physical capacity or stamina.

(2) U - Upper extremities.

(3) L - Lower extremities.

(4) H - Hearing and ears.

(5) E - Eyes.

(6) S - Psychiatric.

b. Four numerical designations are assigned for

evaluating the individual’s capacity:

(1) 1 - Possesses a high level of medical fitness.

(2) 2 - An individual possesses some medical

condition or physical defect which may impose some

limitations on classification and assignment.

(3) 3 - The individual has one or more medical

conditions or physical defects that require certain

assignment restrictions. The individual should receive

assignments commensurate with his/her physical

capability for military duty.

(4) 4 - The individual has one or more medical

conditions or physical defects of such severity that

performance of military duty must be drastically limited.

c. Profiles may be permanent or temporary.

(1) PERMANENT (P) - The medical condition or

physical defect is not expected to change. Permanent 3

profiles and permanent 2 profiles requiring major

assignment limitations require the signatures of a

minimum of two profiling officers.

(2) TEMPORARY (T) - The condition is

considered temporary; the correction or treatment of the

condition is advisable; and correction usually will result in

a higher physical capacity. The "T" modifier is normally

granted for 90 days. Temporary profiles not requiring

major assignment limitations require only the signature of

one profiling officer.

d. Use DA Form 3349, Physical Profile, to record

both permanent and temporary profiles.

e. When issuing a permanent profile to a reservist, you

must complete the DA Form 3349. As the commander,

you should assess the soldier’s capability of performing

their military duty. If the soldier requires a change in

MOS or duty assignment to one that is no longer available

within the unit, forward the soldier’s records to the

MACOM for consideration of a new assignment. Should

this not be possible, initiate separation action.

f. An AGR soldier issued a permanent profile of "3"

or higher in one or more of the PULHES factors is

mandatorily referred for evaluation to an MOS/Medical

Retention Board (MMRB). The MMRB determines if the

soldier is fit to perform the duties of his/her primary

MOS, requires reclassification, should be placed in a

probationary status for 6 months and then reevaluated, or

should be referred to a Medical Evaluation Board

(MEB)/Physical Evaluation Board (PEB).

g. The use of private physician sick slips as a

temporary profile is authorized for our reservist personnel.

These profiles are only valid for 90 days. The note should

state the reason for the excuse, any limitations, and the

expected duration. A military physician must confirm

conditions expected to last beyond 90 days or requests to

extend the excuses. This provides you the flexibility to

use valid documentation of illness/injury occurring

between drill assemblies that affects the soldier’s duty

performance. However, as the commander, you should

refer soldiers with repetitive excuses for a fitness for duty

evaluation.

9-8. Preventative medicine issues

Preventative medicine measures (PMM) are simple,

common sense actions that any soldier can perform and

every leader must know. Soldiers perform individual

preventive medicine measures. The chain-of-command

plans for and enforces PMM. Field sanitation teams train

soldiers in PMM and advise you on implementation of

unit level PMM. As commanders, you should ensure the

best and safest water, food, equipment, shelter, sanitation

and sleep possible under the circumstances of the mission

for all the unit’s members.

a. Heat injuries.

(1) Work in high environmental temperatures can

easily result in heat injuries that include heat cramps, heat

exhaustion, and heat stroke. All require medical

treatment; however, heat stroke is a very serious injury

that can result in permanent injuries and fatalities in

many of those who receive even proper medical treatment.

(2) Use your medical subject matter experts and

field sanitation team to train individuals and their leaders

in the different types of heat injuries, their prevention,

recognition, and treatment.

(3) Obtain weather forecasts for the time and area

of training, as it pertains to the projected missions.

Remember to take sufficient water and enforce regular

consumption to help prevent injury in a hot climate.

(4) Acclimate personnel by having them work

through increasing activities and amounts in hot

environmental temperatures.

(5) Have a medical plan in case individuals require

treatment for possible heat injuries. Watch them all for

worsening conditions, which can be life threatening

should symptoms develop. When there is reason for

concern, seek medical help early.

(6) Obtain and use wet bulb globe dry temperature

(WBGT) to determine permissible physical activities for a

given environment. Periodically monitor these values, as

they change throughout the day.

(7) Recognize the risks posed by mission-oriented

protection posture (MOPP) gear and other equipment that

USARC Pamphlet 350-1 29

reduces the ability of the body to cool itself through the

evaporative cooling of sweat.

(8) Modify wear of the uniform to enhance loss of

heat from the body and reduce its accumulation.

(9) Identify and modify training/activities for

soldiers with a prior history of heat injury; those who are

ill; those who have become fatigued and sore from

vigorous physical training and long work hours; or those

who are taking medications. An individual with a

hangover is susceptible to heat injury due to dehydration

and the associated insult of alcohol.

b. Cold injuries.

(1) Cold weather operations increase safety risks

and pose a significant threat for causing a serious injury.

(2) Cold weather injuries can occur at relatively

warm temperatures when the threat is not apparent.

When immersed in water below a temperature of 68

degrees Fahrenheit, heat loss from the body begins to

exceed the capacity to generate it and body temperature

begins to fall. If immersed for a sufficient time period in

cold water, hypothermia develops. It can become rapidly

fatal if the temperature of the body drops sufficiently.

Trenchfoot and immersion foot represent tissue damage

associated with exposure of tissue to temperatures below

50 degrees for a sufficient time. Frostbite and freezing

destroy tissue and result in a loss of body structures.

(3) Obtain weather forecasts for the time and area

of training and correlate with the intended missions.

Determine and use wind-chill factors. Give proper

training and clothing to all soldiers involved.

(4) Rotate guards or other soldiers performing

inactive duties.

(5) Enforce individual preventive medicine

measures. Training in recognition of signs and symptoms

of cold injuries such as chilblain, frostbite, hypothermia,

immersion, and trenchfoot are essential. While some

injuries are superficial and not serious enough to require

evacuation, others can cause permanent injury or death.

(6) Regular water intake is essential in cold

environmental conditions due to increased moisture losses

through the lungs.

(7) Take specific measures to preserve body heat

and maintain the effectiveness of protective clothing

throughout the entire mission.

(8) Identify soldiers who might have particular

susceptibility to cold injury, such as those having a tall

and thin body build, circulatory problems, or previous

injuries and illness.

(9) Refer to USARC Pamphlet 385-1 for detailed

guidance on the prevention of cold weather injuries.

9-9. Deployment preparedness

a. Schedule soldiers for periodic physicals.

b. Soldiers over 40 must receive or have

documentation of additional cardiovascular screening.

c. Ensure issue of Medical Warning Tags and that DA

Labels l62 are on health records.

d. Ensure immunizations are current. Individuals

need to have health records posted and have an up-to-date

PHS Form 73l.

e. Identify personnel who wear spectacles and/or

hearing aids. Require each soldier to provide a copy of

the latest civilian prescription for spectacles/hearing aid

and file it in their medical record.

f. Identify personnel requiring lens inserts for

protective masks. Personnel with biocular visual acuity of

20/70 or worse and riders of military vehicles with visual

acuity of 20/40 or worse must have lens inserts.

g. Ensure personnel have a 60-day supply of

medications required for medical conditions/diseases.

h. Recommend individuals with prosthetic devices

bring appropriate maintenance items and/or substitution

devices.

i. Ensure all soldiers have complete dental health

records. A panographic film (PANOREX) must be within

the dental record and a copy on file at the central storage

facility. Have dental personnel evaluate any soldier

wearing dental appliances/devices prior to deployment.

j. Ensure screening of unit members at least every 24

months for HIV. Transfer individuals who are confirmed

HIV antibody positive to a non-deploying unit.

Chapter 10

Safety

10-1. General

The Army’s policy is to minimize accidental loss of

personnel and other resources to provide more efficient

use of resources and enhance combat readiness. Safety is

a command responsibility in which every unit member

takes part. You should develop a safety program that will

reduce accidents without adversely affecting the assigned

mission or training. Review the following points.

10-2. Safety program

Suggested steps to organize a good safety program:

a. Formulate a policy for accident prevention.

b. Integrate safety factors into all operations and

training activities.

c. Appoint a unit safety officer to assist you.

d. Request engineering revision to eliminate unsafe

design, hazardous layout, or inadequate maintenance of

facilities and equipment.

e. Train personnel in safe habits, practices, and skills.

Enforce all standards.

f. Inaugurate remedial training programs for persons

involved in accidents.

g. Be responsive to unsafe acts and unsafe conditions

during all unit activities. Correct them immediately.

h. Develop a pre-accident plan that ensures immediate

reporting and investigation of accidents, IAW AR 385-40

and higher headquarters’ guidance.

i. Appoint an officer to quickly investigate and

determine the causes of accidents and to make line of duty

USARC Pamphlet 350-130

determinations. Expeditiously report accidents to the next

higher headquarters.

j. Investigate minor accidents even when they do not

require an accident report. Correcting causes of minor

accidents may help prevent more serious accidents. Look

for trends; e.g., same driver or same kind of equipment

failure.

k. Require unit officers and NCOs to implement

accident prevention measures, safety inspections, and

follow-up supervision on a regular basis. Spot check,

follow-up, then spot check again.

l. Ensure equipment/vehicle operators are properly

selected, trained, and licensed.

10-3. Risk management program

Develop a risk management program to identify risks in

all activities; to assess the risk; to develop means to

eliminate or control the risks; and to ensure risk decisions

are made at the appropriate level of command. Risk

management is the cornerstone of an effective safety

program and allows the commander to make informed

risk decisions. It also allows commanders to conduct high

risk training while minimizing the risk of accidental

injury or property damage.

Chapter 11

Military Support to Civil Authority

11-1. Immediate response

a. Immediate response is that action taken by a

military commander or by responsible officials of other

DOD agencies to provide support to civil authorities to

save lives, prevent human suffering or mitigate great

property damage when imminently serious conditions

exist and time does not permit prior approval from higher

headquarters. The established procedures and guidance

for commanders to provide military support to civil

authorities (MSCA) under the immediate response

authority within the 48 contiguous states, District of

Columbia, Puerto Rico and the U.S. Virgin Islands are

summarized below.

b. Immediate response may include DOD assistance to

civil agencies in meeting the following types of needs as

outlined in DODD 3025.1. As commanders, you need to

be aware that this is not a blanket provision to provide

assistance.

(1) Rescue, evacuation, and emergency medical

treatment of casualties, maintenance or restoration of

emergency medical capabilities, and safeguarding the

public health.

(2) Emergency restoration of essential public

services (including fire-fighting, water, communications,

transportation, power, and fuel).

(3) Emergency clearance of debris, rubble, and

explosive ordnance from public facilities and other areas

to permit rescue or movement of people and restoration of

essential services.

(4) Recovery, identification, registration, and

disposal of the dead when serious health concerns exist.

(5) Monitoring and decontaminating radiological,

chemical and biological effects, controlling contaminated

areas, and reporting through national warning and hazard

control systems.

(6) Roadway movement control and planning.

(7) Safeguarding, collecting, and distributing food,

essential supplies and material on the basis of critical

priorities.

(8) Damage assessment.

(9) Interim emergency communications.

(10) Facilitating the re-establishment of civil

government functions.

c. Be cognizant of the funding and legal impacts in

providing immediate response. The USARC can provide

funding and/or legal advice without delay.

d. You should request that civil authorities reimburse

DOD for support provided. However, do not delay or

deny immediate response because of the inability or

unwillingness of the requester to reimburse DOD.

Accordingly, because FEMA is not obligated to reimburse

DOD for support that it does not request or validate, the

costs incurred in an immediate response may not be

reimbursed.

e. There are numerous legal issues to consider in

providing immediate response. Application of common

sense and good judgment will usually resolve most

situations and avoid legal difficulties. You should consult

with your servicing staff judge advocate or other

appropriate legal advisers, if available, prior to providing

immediate response.

(1) Consider the personal liability of the

commander for conduct that may damage property or

injure persons. If the immediate response is beyond the

scope of the commander’s authority, then the commander

may face personal liability for his/her actions.

(2) Immediate response will not include the

performance of civil law enforcement functions. The

Posse Comitatus Act, U.S.C. Section 1385, prohibits

enforcement of civilian laws.

f. As USAR commanders, you may provide immediate

response when in an Active Duty (AD) or active duty for

training (ADT) status. If you receive a request for

immediate response when your unit is not on AD or ADT

status, you may place your unit on ADT status under the

rescheduling of AR 140-1, paragraph 3-12. However, you

may not provide disaster assistance beyond the immediate

response conditions without approval from HQ, USARC.

11-2. Presidential disaster declaration procedures

a. Prior to a Presidential disaster declaration.

(1) Military operations always have priority over

MSCA, unless otherwise directed by the Secretary of

Defense. As a commander or official acting under the

immediate response authority of DODD 3025.1, you must

consider the impact that providing immediate response

USARC Pamphlet 350-1 31

would have on your military mission and the survival of

your unit.

(2) Notify USARC, through your

chain-of-command to the Regional Support Command

(RSC) senior commander, by the most expeditious means,

and seek USARC guidance for continuing assistance

whenever DOD resources are committed under immediate

response circumstances.

b. Following a Presidential disaster declaration.

(1) Whenever possible, route all requests from civil

authorities for military support through FEMA for review

and authorization before providing the requested support.

Whenever military support is provided without direct

authorization or tasking by FEMA, seek approval from

FEMA as soon as possible. You should submit the

authorization request through your chain-of-command to

HQ, USARC for coordination and action.

(2) When requests from civilian authorities for

immediate response occur after a Presidential disaster

declaration, route a request for approval through your

chain-of-command to FEMA (at the same time immediate

response is being provided) for FEMA to provide a

mission number and possible relief by other assets.

Chapter 12

Historical Programs

12-1. Unit history

Proud soldiers form the backbone of any successful

military organization. Skillfully used by the commander,

unit history can be most valuable in instilling a strong

sense of pride in the members of an Army Reserve unit.

Because the use of incorrect history could damage the

morale of a unit, determine the authenticity of existing

histories through careful examination before acceptance.

The Office of the Command Historian (OCH), USARC, is

the best place to start your search for unit history.

a. Historical documents. Many units, especially

smaller ones, have no written histories, but some

historical information about them is usually available.

Unit records, such as muster rolls, operations or

after-action reports, morning reports, and other similar

documents can be invaluable for tracing a unit’s past.

b. Heraldic symbols. The history of a unit manifests

itself in many ways other than in written form---tangibly

in such symbols as flags, colors, and standards, streamers

for campaigns and decorations, distinctive insignia,

shoulder sleeve insignia, and organizational historical

property. For Army Reserve organizations, the lineage

and honors function is coordinated through the USARC

Command Historian and performed by the Organizational

History Branch, United States Army Center of Military

History (CMH).

c. Lineage and honors. The basic document showing

a unit’s history is the official Lineage and Honors

Certificate, which is prepared and issued by CMH to all

flag, color, and separate guidon-bearing units that are

organized under a TOE. The original certificate is

suitable for framing and prominent display within the

unit’s area.

d. Coats of arms. The United States Army Institute of

Heraldry uses the historical data provided by the

certificates in creating coats of arms displayed on unit

colors and unit insignia worn on uniforms.

e. Written history. While Lineage and Honors

Certificates are not intended to be full histories of units,

they do form the framework around which more complete

histories can be written. The CMH pamphlet,

Organizational History: Its Preparation and Use,

suggests content and format for unit histories and provides

references and sources for information about Army

organizations.

f. Ceremonies. The CMH furnishes other certificates

that assist in fostering esprit de corps--those for unit days,

special designations, and memorial awards.

g. History files. Units down to the separate company,

troop, or battery are required to establish an

Organizational History File for items such as unit

histories, photographs, copies of lineage and honors

certificates, correspondence about unit lineage and

honors, and other material relating to the unit’s history

and traditions. Only retire this file when the unit is

inactivated.

h. Unit history has many uses. It can help you, the

commander, in inspiring members of the unit to excel in

garrison or in the field. Heraldic symbols are tangible

illustrations of a rich heritage. A sense of community

pride may even stem from an Army Reserve unit having

been raised or having served in an area. Veterans use unit

history in reminiscing about their service with relatives

and friends.

i. Your unit historical activities can be guided by

information available in AR 840-10, Flags and Guidons;

AR 870-5, Military History Responsibilities, Policies, and

Procedures; and AR 870-15, Army Art Collection

Program.

12-2. Historical artifacts

Historical artifacts can create a strong sense of kinship

with the unit’s past. In fact, displays of unit historical

artifacts may provide your soldiers continuity with

military life in earlier times, as well as with the honored

members and veterans of the unit. Some Army Reserve

units display objects related to their military history in

trophy rooms, while others display their memorabilia in

organized “historical holding” rooms.

a. Collection. As commanders of Army Reserve units,

you should locate and identify historically significant and

lineage-related artifacts of particular significance to your

organizations. Acquiring and/or assembling a historical

collection obligates not only you, but all successors as

well, to preserve and employ the collection in the interest

of history, the Army, and the American people.

USARC Pamphlet 350-132

b. Accessioning. The CMH must approve, in writing,

acquisition of historical artifacts by uncertified Army

museums and historical holdings. You may maintain

historical collections under the custody of an Army

historical holding recognized by the CMH. Establish

accountability of historical artifacts within 24 hours of

receipt. The USARC OCH may provide assistance in

coordinating these matters.

c. Donations. Individuals, private associations and

organizations, and municipal, state, and foreign

governments may donate artifacts to Army museums.

Complete DA Form 5572-R for such items, have the

donor or authorized representative sign the form, and

maintain it in the historical holding files.

d. Accountability. Catalog each artifact within 30

days on a DA Form 2609, which constitutes the primary

record of all historical artifacts, and send a copy to CMH.

If you have historical holdings, conduct a biennial

inventory of your collections in the odd-numbered years,

using these property catalog cards. Send a statement that

the inventory has been completed, together with an

explanation of any shortages or damages through the

chain-of-command to HQDA (DAMH-HSM).

e. Transfers. You feel that your unit historical holding

facility should not or cannot accept custody of a historical

artifact, coordinate with the CMH for instructions.

Contact the USARC OCH, for assistance with this type of

action. Complete all transfers of this kind within 60 days.

f. The artifact has unlimited power in teaching

military history. Although historical holding area

restrictions prohibit treating any subject in great depth, a

well-executed historical exhibit may stimulate the soldier

to learn more about the unit and the subject encountered

from available written history. On the other hand, some

of the artifacts seen in an exhibit may not actually broaden

the soldier’s knowledge but will reinforce and clarify what

is already known.

g. Additional guidance and procedures are available

from the following sources:

(1) AR 870-20 Museums and Historical Artifacts

(2) AR 735-5 Basic Policies and Procedures for

Property Accounting

(3) AR 1-100 Gifts and Donations

Chapter 13

Special Interest Items

13-1. Physical fitness and weight control

A basic element of readiness is the physical condition of

unit members. Place command emphasis on and take a

personal interest in physical fitness. Enforce the tenets of

the Army Weight Control Program. Review and test all

personnel to comply with established standards. Conduct

the weight control program safely and correctly IAW AR

600-9. Take immediate action on those who fail to meet

program goals. Set the pace and the example.

13-2. Total Army Performance Evaluation System

(TAPES)

The Civil Service Reform Act of 1978 outlines specific

guidance for federal employee training and job

performance evaluation. Use TAPES as you supervise the

unit’s civilian employees. The unit’s civilian employee

program will succeed only when critical job elements and

performance standards follow the duties and

responsibilities in employee job descriptions.

13-3. Dedicated Procurement Program (DPP)

The DPP is a program initiated by Congress that

specifically dedicates funds or equipment to the USAR to

improve equipment-on-hand readiness of units. The

USARC DCSLOG serves as the executive agent and

annually provides OCAR Logistics Division a listing of

items to be procured. The Office of the Chief, Army

Reserve releases funds to the Army Materiel Command

and the Army Medical Materiel Agency who then execute

contracts for major end items and components (if

applicable). Once items are procured, the MSCs are

notified of any pending fieldings of items that they will

receive through this program. The MSC then informs

unit commanders of items that they will receive through

this program. AR 700-140, Reserve Components

Dedicated Equipment Distribution Program, contains

additional information and special accounting

requirements.

13-4. Force modernization

a. Distribution, funding, documentation, fielding and

training of Force Modernization in the USAR remains a

management priority. Systems are fielded to the USAR as

“Total Package Fielding” and contain the end item,

support items, publications and essential training.

b. Force Modernization distribution plans are

available to the MSC and reflect UIC level of detail for

planned fieldings of equipment. Part of the fielding

process includes preliminary briefings and meetings that

take place in preparation for receipt of new equipment.

Such activities should usually include unit commanders,

as they are the focal point for ensuring soldiers are

available for the new equipment training.

13-5. Order of Precedence of Awards & Decorations

See table 13-1 below.

USARC Pamphlet 350-1 33

Table 13-1. Award and Decoration Precedence

PRECEDENCE AWARD

1 Medal of Honor

2 Distinguished Service Cross

Service Medal

3 Defense Distinguished Medal

4 Distinguished Service

5 Silver Star

6 Defense Superior Service Medal

7 Legion of Merit

8 Distinguished Flying Cross

9 Soldier’s Medal

10 Bronze Star Medal

11 Purple Heart

12 Defense Meritorious Service

Medal

13 Meritorious Service Medal

14 Air Medal

15 Joint Service Commendation

Medal

16 Army Commendation Medal

17 Joint Service Achievement

18 Army Achievement Medal

19 POW/MIA Medal

20 Good Conduct Medal

21 Army Reserve Components

Achievement

22 Army of Occupation Medal

23 National Defense Service Medal

24 Korean Service Medal

25 Antarctica Service Medal

26 Armed Forces Expeditionary

Medal

27 Vietnam Service Medal

28 Southwest Asia Service Medal

29 Humanitarian Service Medal

30 Armed Forces Reserve Medal

31 NCO Professional Development

Ribbon

32 Army Service Ribbon

33 Overseas Service Ribbon

34 Army Reserve Components

Overseas Training Ribbon

35 United Nations Service Medal

36 Inter-American Defense Board

Medal

37 United Nations Medal

38 Multinational Force and

Observers Medal

39 Republic of Vietnam Campaign

Medal

40 Kuwait Liberation Medal

13-6. Seven “Sins Of Leadership”

Stand in front of a mirror and try these on for size. These

seven “sins of leadership” cancel out cooperation.

a. Trying to be liked rather than respected.

(1) Don’t accept favors from subordinates or do

special favors trying to be liked.

(2) Don’t substitute popular decisions for the right

ones.

(3) Don’t be soft about discipline.

(4) Don’t party or socialize with subordinates.

(5) Have a sense of humor.

b. Failing to ask subordinates for their advice and

help.

(1) Make them believe a problem is their problem,

too.

(2) Encourage individual thinking.

(3) Make it easy for them to communicate their

ideas to you.

(4) Follow through on their good ideas.

c. Failing to develop a sense of responsibility in

subordinates.

(1) Allow freedom of expression.

(2) Give each person a chance to learn his/her

superior’s job.

(3) When you give responsibility, give authority

too.

(4) Hold subordinates accountable for results.

d. Emphasizing rules rather than skill.

(1) Give a person a job to do—and then let

him/her do it.

(2) Let soldiers improve their own job methods.

e. Failing to keep criticism constructive.

(1) When something goes wrong, do you tend to

assume who’s at fault?

(2) Do your best to get all the facts first.

(3) Do you control your temper?

(4) Do you praise before you criticize?

(5) Do you listen to both sides of a story?

(6) Do you allow a person to retain dignity?

(7) Do you suggest specific steps to prevent

recurrence of the mistake?

(8) Do you forgive and forget?

f. Not paying attention to soldier gripes and

complaints.

(1) Make it easy for them to come to you.

(2) Get rid of red tape.

(3) Explain the grievance machinery.

(4) Help people voice their own complaints.

(5) Always grant a hearing.

(6) Practice patience.

(7) Ask a complainer what he/she wants you to do.

(8) Don’t render a hasty or biased judgment.

(9) Get all the facts.

(10) Let the complainer know what your decision

is.

(11) Double-check your results; learn from

mistakes.

(12) Be concerned.

USARC Pamphlet 350-134

g. Failure to keep soldiers informed.

(1) Let people know where they stand with you.

(2) Praise people properly.

(3) Let your close assistants in on your plans early.

(4) Let people know as early as possible of changes

that will affect them.

(5) Let them know of changes that will NOT affect

them about which they may worry.

13-7. Ten tips for commanders

As commanders, you hold the key to good relations.

Maintaining good relations is an important element of

success. Its importance is evidenced by the number of

books and articles that have been published about it.

Their contents, however, can be summed up in ten short

sentences:

a. Give clear directions—ahead of time.

b. Never criticize within hearing of third parties.

c. Commend a soldier for a job well done.

d. Speak politely to soldiers.

e. Listen to them attentively without interrupting.

f. Give top attention every day to any soldier

communications that require a reply.

g. Exchange ideas with subordinates; enlist their

cooperation and suggestions toward developing better

methods and procedures.

h. Within the limits of your responsibility, delegate as

much as you can.

i. Give every worker a chance to train for promotion.

j. Make all soldiers feel they belong and are valued

members of your team. Allow them to learn from their

mistakes.

13-8. Handouts and lists

The Army Reserve Readiness Training Center (ARRTC)

staff may give you, or provide upon request, the following

handouts and lists.

a. Acronym and Abbreviation List.

b. Information about the Classes of Supply.

c. Supply Terminology.

d. List of Commonly Used Forms.

e. Summary of OPMS-USAR.

Appendix A

References

Section I

Required Publications

AR 30-1 (The Army Food Service Program). Cited in

para 6-5.

37-104-10

(Military Pay and Allowances Procedures for

Reserve Components of the Army

(JUMPS-RC-Army)). Cited in para 3-12.

AR 40-501 (Standards of Medical Fitness). Cited in

para 3-5.

AR 135-7 (Incentive Programs). Cited in para 3-12.

AR 140-1 (Mission, Organization and Training). Cited

in paras 3-8, 3-12, 11-1.

AR 140-185 (Army Reserve Training and Retirement

Point Credits and Unit Strength Accounting

Records). Cited in paras 3-8.

AR 190-11 (Physical Security of Weapons, Ammunition

and Explosives). Cited in para 4-2.

AR 190-14 (Carrying of Firearms and Use of Force for

Law Enforcement and) Security Duties).

Cited in para 4-2.

AR 220-1 (Unit Status Reporting). Cited in paras 7-1,

7-2, 7-4.

AR 360-81 (Command Information Program). Cited in

para 3-19.

AR 385-40 (Accident Reporting and Records). Cited in

para 10-2.

AR 600-8-1 (Army Casualty and Memorial Affairs and

Line of Duty Investigations) Cited in para

8-2.

AR 600-9 (The Army Weight Control Program). Cited

in para 13-1.

AR 600-38 (The Mealcard Management System). Cited

in para 6-5.

AR 623-105 (Officer Evaluation Reporting System).

Cited in para 8-2c(18).

AR 623-205 (Enlisted Evaluation Reporting System).

Cited in para 8-2c(18).

AR 710-2 (Supply Policy Below Wholesale Level).

Cited in para 6-2.

DA Pam

25-30

(Consolidated Index Army Pubs and Forms).

Cited in para 3-11.

DA Pam

710-2-1

(Using Unit Supply System (Manual

Procedures)). Cited in para 6-2.

FORSCOM

Reg 140-4

(USAR Retention Program). Cited in para

3-2.

FORSCOM

Reg 350-3

(Specialized Training in FORSCOM Active

Army and Reserve Component Units). Cited

in para 8-2c(21).

FORSCOM

Reg

500-3 -XX

(FORSCOM Mobilization and Planning

Execution System (FORMDEPS) (Vol.

1-10)). Cited in paras 3-5, 3-11, 8-1, 8-2.

FORSCOM

Reg 500-3-3

(Reserve Component Unit Commander’s

Handbook (RCUCH)). Cited in paras 8-1,

8-2.

FORSCOM

Pam 25-30

(Index of FORSCOM Publications and

Blank Forms). Cited in para 3-11.

USARC Pam

25-30

(Index of USARC Publications and Blank

Forms). Cited in para 3-11.

USARC Pam

37-1

(Joint Uniform Military Pay System -

Reserve Components/Joint Service Software

(JUMPS-RC/JSS)). Cited in para 3-12.

FM 10-23-1 (Commander’s Guide to Food Service

Operations). Cited in para 6-5.

FM 25-101 (Battle Focus Training). Cited in para 5-8.

TC 25-30 (A Leader’s Guide to Company Training

Meetings (Apr 94)). Cited in para 5-8.

USARC Pamphlet 350-1 35

Section II

Related Publications

AR 1-100 (Gifts and Donations)

AR 1-201 (Army Inspection Policy)

AR 5-9 (Intraservice Support, Installation

Area Coordination)

AR 11-1

w/FORSCOM

Suppl 1

(Command Logistics Review

Program)

AR 11-7 (Internal Review and Audit

Compliance)

AR 11-22 (Mutual Support and Equipment

Sharing Programs)

AR 11-30 (Army CAPSTONE Program)

AR 20-1

w/FORSCOM

Suppl 1

(Inspector General Activities and

Procedures)

AR 25-1

w/FORSCOM

Suppl 1

(The Army Information Resources

Management Program)

AR 25-11 (Record Communications and the

Privacy Communications System )

AR 25-30 (The Army Integrated Publishing and

Printing Program)

AR 25-50 (Preparing Correspondence)

AR 25-400-2 (Modern Army Records Keeping

System)

AR 30-18 (Army Troop Issue Subsistence

Activity Operating Procedures)

AR 36-2 (Audit Reports and Follow-up)

AR 36-5 (Auditing Services in the Department

of the Army)

AR 37-104-3 (Military Pay and Allowances

Procedures Joint Uniform Military Pay

System (JUMPS Army))

AR 40-5 (Preventive Medicine)

AR 40-25 (Nutritional Allowances)

AR 58-1 (Management, Acquisition, and

Administrative Use of Motor

Vehicles)

AR 135-2 (Full-Time Support Program)

AR 135-18 (The Active Guard/Reserve (AGR)

Program)

AR 135-91 (Service Obligations, Methods of

Fulfillment, Participation

Requirements, and Enforcement

Procedures)

AR 135-133 (Ready Reserve Screening

Qualification Records System and

Change of Address Reports)

AR 135-155 (Promotion of Commissioned Officers

and Warrant Officers other than

General Officers)

AR 135-178 (Separation of Enlisted Personnel)

AR 135-180 (Qualifying Service for Retired Pay

Non-Regular Service)

AR 135-205 (Enlisted Personnel Management)

AR 140-10 (Assignments, Attachments, Details,

and Transfers)

AR 140-111 (Army Reserve Enlistment and

Reenlistment)

AR 140-158 (Enlisted Personnel Classification,

Promotion and Reduction)

AR 140-192 (Organization, Training, Assignment

and Retention Criteria for Military

Intelligence, Electronic Warfare, and

Signal Security Units)

AR 140-315 (Employment and Utilization of

USAR Technicians)

AR 165-1 (Duties of Chaplains and

Commanders Responsibilities)

AR 190-13 (The Army Physical Security

Program)

AR 190-40

w/USARC Suppl 1

(Serious Incident Report)

AR 190-51 (Security of Unclassified Army

Property (Sensitive and Nonsensitive))

AR 215-1 (The Administration of Army Morale,

Welfare, and Recreation Activities and

Nonappropriated Fund

Instrumentalities)

AR 215-5 (Nonappropriated Funds Accounting

Policy and Reporting Procedures)

AR 335-15 (Management Information Control

System)

AR 340-3 (Official Mail Cost Control Program)

AR 350-1 (Army Training)

AR 350-3 (Tactical Intelligence Readiness

Training)

AR 350-17 (Noncommissioned Officer

Development Program)

AR 350-35 (Army Modernization Training)

AR 350-41 (Training in Units)

AR 385-10 (Army Safety Program)

AR 385-15 (Water Safety)

AR 385-30 (Safety Color Code Markings and

Signs)

AR 385-55 (Prevention of Motor Vehicle

Accidents)

AR 523-13 (The Army Terrorism Counteraction

Program)

AR 600-8-3 (Unit Postal Operations)

AR 600-8-22 (Military Awards)

AR 600-8-101 (Personnel Processing (In-and

Out-and Mobilization Processing))

AR 600-8-104 (Military Personnel Information

Management/Records)

AR 600-8-105 (Military Orders)

AR 600-20 (Army Command Policy—Chapter 6:

Equal Opportunity in the Army)

AR 608-2

(Servicemen’s Group Life Insurance

(SGLI), Veteran’s Group Life

Insurance (VGLI), US Govt Life

Insurance (USGLI), and National

Service Life Insurance (NSLI))

USARC Pamphlet 350-136

AR 601-210 (Regular Army and Army Reserve

Enlistment Program)

AR 611-101 (Commissioned Officer Specialty

Classification System)

AR 611-112 (Manual of Warrant Officer MOSs)

AR 611-201 (Enlisted Career Management Fields

and MOSs)

AR 612-11 (Army Sponsorship Program)

AR 670-1 (Wear and Appearance of Army

Uniforms and Insignia)

AR 680-30 (Army Reserve Retirement Point

Credit System)

AR 690-400 (Total Army Performance Evaluation

System)

AR 700-4 (Logistics Assistance Program)

AR 700-84 (Issue and Sale Of Personal Clothing)

AR 700-138 (Army Logistics Readiness and

Sustainability)

AR 700-142 (Materiel Release, Fielding, and

Transfer)

AR 710-3 (Asset and Transaction Reporting

System)

AR 725-50 (Requisitioning, Receipt, and Issue

System)

AR 735-5 (Policies and Procedures for Property

Accountability)

AR 750-1 (Army Maintenance Policies)

AR 840-10 (Flags and Guidons)

AR 870-5 (Military History: Responsibilities,

Policies, and Procedures)

AR 870-15 (Army Art Collection Program)

AR 870-20 (Museums and Historical Artifacts)

DODD 3025.1 (Use of Military Resources During

Peacetime Civil Emergencies within

the United States, its Territories and

Possessions)

DA Pam 5-25 (Army Modernization Information

Memorandum)

DA Pam 25-33 (STARPUBS)

DA Pam 135-2 (Briefing on Reemployment Rights of

Members of the Army National Guard

and the US Army Reserve)

DA Pam 140-8 (Information Pamphlet for Career

Development of Enlisted Members of

the USAR)

DA Pam 190-51 (Risk Analysis for Army Property)

DA Pam 360-829 (Total Army Readiness)

DA Pam 385-1 (Unit Safety Management)

DA Pam 570-560 (Staffing Guide for USAR

Technicians)

DA Pam 600-2 (The Armed Forces Officer)

DA Pam 600-3 (Commissioned Officer Professional

Development and Utilization)

DA Pam 600-8 (Military Personnel Management and

Administrative Procedure)

DA Pam 600-11 (Warrant Officer Professional

Development)

DA Pam 600-67 (Effective Writing for Army Leaders)

DA Pam 672-5 (A Supervisor’s Guide to the Incentive

Award’s Program)

DA Pam 690-400 (Total Army Performance Evaluation

System (TAPES))

DA Pam 700-142 (Instructions for Materiel Release,

Fielding, and Transfer)

DA Pam 738-750 (The Army Maintenance Management

System)

DA Pam 750-1 (Maintenance Guide for Leaders)

FORSCOM Reg

71-1 (with

CONUSA & MSC

suppls)

(Force Modernization)

FORSCOM Reg

135-3

(United States Army Reserve Forces

(USARF) Schools)

FORSCOM Reg

140-3

(USAR Training Divisions, USAR

Training Brigades, and USAR

Reception Stations Training Policies)

FORSCOM Reg

140-12

(USAR REQUEST)

FORSCOM Reg

220-3

(Training Assessment Model)

FORSCOM/ARNG

Reg 350-2

(Training in America’s Army)

FORSCOM Reg

350-4

(AC/RC Training Association

Program)

FORSCOM Reg

350-21

(Visits to FORSCOM Active

Component and Reserve Component

Installations, Centers, and Units)

FORSCOM Reg

385-1

(FORSCOM Safety Program)

FORSCOM Reg

601-67

(USAR/USAREC Referral Program)

FORSCOM Pam

135-3

(Evaluation Guide)

USARC Reg 25-1 (Information Resources Management

Program)

USARC Reg 140-3 (Processing Incapacitation Claims)

USARC Pam 20-1 (Readiness Workbook)

USARC Pam 55-1 (Unit Movement Officer’s Handbook)

USARC Pam 385-1 (Prevention of Cold Weather Injuries)

FM 10-14-1 (Commander’s Handbook for Property

Accountability at Unit Level)

FM 10-25 (Preparation and Serving of Food in

the Garrison Dining Facility)

FM 19-30 (Physical Security)

FM 21-10 (Field Hygiene and Sanitation)

USARC Pamphlet 350-1 37

FM 21-20 (Physical Fitness Training)

FM 22-100 (Military Leadership)

FM 22-101 (Leadership Counseling)

FM 22-102 (Soldier Team Development)

FM 25-100 (Training the Force)

FM 29-2 (Organization Maintenance

Operations)

FM 43-5 (Unit Maintenance Operations)

FM 100-5 (Operations (How to Fight))

FM 101-5 (Staff Organizations and Operations)

DODD 3025.1

DODD 4525.6-M (DOD Postal Manual Vol. 2)

USPS Poster 103 (Mail Cost)

JFTR Vol. 1 (Joint Federal Travel Regulations -

Uniformed Service Members)

STP 21-1-SMCT (Soldier’s Manual of Common Tasks,

Skill Level 1)

STP 21-24-SMCT (Soldier’s Manual of Common Tasks,

Skill Level 2, 3, and 4)

TC 22-6 (The Army Noncommissioned

Officer’s Guide)

TC 25-20 (Leader Guide to AAR (Oct 93))

CTA 8-100 (Army Medical Department

Expendable/Durable Items)

CTA 50-900 (Clothing and Individual Equipment

(Active Component, Reserve

Components, and DA Civilian

Employees))

CTA 50-909 (Field and Garrison Furnishings and

Equipment)

CTA 50-970 (Expendable Items)

SB 10-263 (Fourteen Day US Army Reserve

Component Menu)

SB 700-20 (DA Supply Bulletin)

TM 10-412 (Armed Forces Recipe Service)

TM 10-415 (Dining Facility Equipment:

Operation and Operator Maintenance)

TM 38-L03-19 (Functional User’s Manual for

Standard Army Intermediate Level

Supply Systems (SAILS))

TB MED 501 (Occupational And Environmental

Health, Hearing Conservation)

TB-MED-530 (Occupational and Environmental

Health Food Service Sanitation)

Glossary

AAR...............after action report

AC..................Active Component

AD .................active duty

ADARS..........Automated Drill Attendance Reporting

Software

ADP ...............automated data processing

ADT...............active duty for training

AFFS..............Army Field Feeding System

AGR...............Active Guard/Reserve

ANCOC..........Advanced Noncommissioned Officer

Course

AR..................Army Regulation

ARG...............Aviation Readiness Group

ARMS ............Army Resource Management Survey

ARNG ............Army National Guard

ART ...............Army Reserve Technician

ARTEP...........Army Training and Evaluation Program

AT..................annual training

ATRRS...........Army Training Requirements and

Resources System

BAQ...............basic allowance for quarters

BAT ...............Branch Assistance Team

BBS................Bulletin Board System

BNCOC..........Basic Noncommissioned Officer Course

CLRP..............Command Logistics Review Program

CLRP-SPT......Command Logistics Review

Program-Special Projects Team

CLRT .............Command Logistics Review Team

CLRT-X .........Command Logistics Review

Team-Expanded

CMH ..............Center of Military History

CONUS..........Continental United States

CONUSA .......Continental U.S. Army

CRI.................Command Readiness Inspection

CSS................combat service support

CTA ...............common table of allowances

CVSP .............Cardiovascular Screening Program

DA .................Department of Army

DCSCOMPT ..Deputy Chief of Staff, Comptroller

DCSIM...........Deputy Chief of Staff, Information

Management

DCSLOG........Deputy Chief of Staff, Logistics

DCSPER.........Deputy Chief of Staff, Personnel

DCSRM..........Deputy Chief of Staff, Resource

Management

DEPMEDS.....Deployable Medical Systems

DJMS-RC.......Defense Joint Military Pay

System-Reserve Component

DOD...............Department of Defense

EMS...............Emergency Medical System

EOH...............equipment on hand

ES ..................equipment serviceability

USARC Pamphlet 350-138

ETM...............extension training materiel

ETS................expiration of term of service

FAO ...............Finance and Accounting Office

FEMA ............Federal Emergency Management Agency

FM..................Field Manual

FORSCOM.....US Army Forces Command

FTM...............full-time manning

FTS ................full-time support

FTUS..............full-time unit support

FY..................fiscal year

HIV ................Human Immunodeficiency Virus

HQDA............Headquarters, Department of the Army

HS ..................home station

IDS.................Intrusion Detection System

IDT.................inactive duty training

IDTAS............Inactive Duty Training Accounting

System

IET.................initial entry training

IG...................Inspector General

IRAC..............Internal Review, Audit, and Compliance

LES ................leave and earnings statement

LIN.................line item number

LOD ...............line of duty

MACOM ........Major U.S. Army Command

MARKS..........Modern Army Recordkeeping System

METL.............Mission Essential Task List

MI ..................military intelligence

MMRB ...........MOS/Medical Retention Board

MOS...............military occupational specialty

MPRJ..............Military Personnel Records Jacket

MQS...............Military Qualification Standards

MS..................mobilization station

MSCA ............Military Support to Civil Authority

MTF...............Medical Treatment Facility

MTOE............modification table of organization and

equipment

MTT...............mobile training team

MSC...............Major US Army Reserve Command

MWR..............morale, welfare and recreation

NAF ...............nonappropriated fund

NCO...............noncommissioned officer

NCOA ............Noncommissioned Officer Academy

NCOER..........Noncommissioned Officer Evaluation

Report

OCAR.............Office of the Chief, Army Reserve

OCH...............Office of Command Historian

OCIE..............organizational clothing and individual

equipment

OER ...............Officer Evaluation Report

OPFOR ...........opposing forces

OPM...............Office of Personnel and Management

OPMS.............Officer Personnel Management System

POC................point of contact

POE................port of embarkation

POL ................petroleum, oils, and lubricants

PTSR ..............Post-Mobilization Training and Support

Requirements

RCUCH...........Reserve Component Unit Commander’s

Handbook

REQUEST ......Recruit Quota System

RG..................Readiness Group

RTD................Resident Training Detachment

RTS-I..............Regional Training Site - Intelligence

RTS-M............Regional Training Site - Maintenance

RTS-MED.......Regional Training Site - Medical

SKO................sets, kits and outfits

SLAC..............Support List Allowance Card

SM..................soldier’s manual; service member

SMCT.............Soldier’s Manual of Common Tasks

SOP ................standing operating procedure

SRAA .............Senior Army Adviser

SRIP ...............Selected Reserve Incentive Program

STP.................Soldier Training Publication

STX................Situational Training Exercise

TADSS ...........Training aids, devices, simulators and

simulations

TAM...............Training Assessment Model

TAMMS .........The Army Maintenance Management

System

TC ..................Training Circular

TDA................table of distribution and allowances

TEC................Training Extension Course

TEWT.............Tactical Exercise Without Troops

TM..................Technical Manual; Training Manual

TOE................table of organization and equipment

TSC ................Training Support Center

UCMJ .............Uniform Code of Military Justice

UIC.................unit identification code

UPAR .............Unit Public Affairs Representative

USAR .............United States Army Reserve

USARC...........United States Army Reserve Command

USAREC.........United States Army Recruiting Command

USARF ...........United States Army Reserve Forces

School

USR................Unit Status Report

UTA................Unit Training Assembly

VI ...................visual information