United States Army Reserve Company Commander'S Handbook

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 Forms) directly to Commander, USARC, ATTN:
Pamphlet 350-1. AFRC-OPT-I, 3800 North Camp Creek Parkway SW,
Atlanta, GA 30331-5099.
Applicability. This pamphlet applies to USAR units
assigned or attached to the United States Army Reserve FOR THE COMMANDER:
Command (USARC) or its subordinate commands. This
pamphlet impacts on unit readiness and mobilization. ZANNIE O. SMITH
Local reproduction is authorized. Colonel, GS
Chief of Staff
Interim changes. Interim changes to this pamphlet are
not official unless they are authenticated by the Deputy OFFICIAL:
Chief of Staff, Information Management, (DCSIM),
USARC. Users will destroy interim changes on their
expiration dates unless superseded or rescinded.
SIGNED
Suggested improvements. The proponent agency of this CAROLYN E. RUSSELL
pamphlet is the Deputy Chief of Staff, Operations Colonel, GS
(DCSOPS), USARC. Users are invited to send Deputy Chief of Staff,
comments and suggested improvements on DA Form Information Management
2028 (Recommended Changes to Publications and Blank
DISTRIBUTION: A
CONTENTS (Listed by paragraph number) Chapter 3

Personnel and Administration
Chapter 1
Scope 3-1
General Civilian job requirements and employee protection for
Purpose 1-1 reservists 3-2
References 1-2 Retention and recruiting support 3-3
Explanation of abbreviations 1-3 Full-time support (FTS) 3-4
Introduction 1-4 Personnel management 3-5
So you want to command? 1-5 Unit administration 3-6
Record of Attendance and Status (DA Form 1379) 3-7
Chapter 2 Participation points 3-8
Command Management Correspondence 3-9
Mail 3-10
General 2-1 Publications 3-11
Assumption of command 2-2 Pay administration 3-12
Commanding a unit 2-3 Military orders 3-13
Actually leading 2-4 Modern Army Recordkeeping System (MARKS) 3-14
The commander as counselor 2-5 Unit Morale, Welfare and Recreational (MWR) Support
Relating to people 2-6 Fund 3-15
Measure your progress 2-7 Awards and decorations 3-16
Evaluations 2-8 Duty roster 3-17
Assistance visits 2-9 Casualty reporting 3-18
* This pamphlet supersedes FORSCOM Pamphlet 350-10, 1 October 1989

Media relations, command information, and community Chapter 9
relations 3-19 Medical
Discipline, law, and order (DLO) 3-20
Free exercise of religion 3-21 General 9-1
Emergency Medical System (EMS) 9-2
Chapter 4 Sick call 9-3
Security Medical care entitlements 9-4
Immunizations and chemoprophylaxsis 9-5
General 4-1
Physical examinations 9-6
Procedures 4-1
Profiles 9-7
Chapter 5 Preventative medicine issues 9-8
Training Deployment preparedness 9-9
Training management 5-1 Chapter 10

Training meetings 5-2 Safety
WARTRACE 5-3
General 10-1
Mission Essential Task List (METL) 5-4
Safety program 10-2
Planning 5-5
Risk management program 10-3
Long-range planning 5-6
Short-range planning 5-7 Chapter 11
Near-term planning 5-8 Military Support to Civil Authority
Training assessment 5-9
Training sources 5-10 Immediate response 11-1
Training publications 5-11 Presidential disaster declaration procedures 11-2
Training aids, devices, simulators and simulations
Chapter 12
(TADSS)/visual information (VI) 5-12
Historical Programs
Advisory and training resources 5-13
Training during mobilization 5-14 Unit history 12-1
Historical artifacts 12-2
Chapter 6
Supply, Maintenance, and Facilities Chapter 13
Special Interest Items
Supply 6-1
Supply records 6-2 Physical fitness and weight control 13-1
Maintenance 6-3 Total Army Performance Evaluation System
Facilities management 6-4 (TAPES) 13-2
Dining facility 6-5 Dedicated Procurement Program (DPP) 13-3
Force modernization 13-4
Chapter 7 Order of precedence of awards and decorations 13-5
Readiness Seven “Sins of Leadership” 13-6
Overview 7-1 Ten tips for commanders 13-7
Responsibilities 7-2 Handouts and lists 13-8
Unit Status Reports 7-3
Appendix A
Readiness levels 7-4
References
Chapter 8 Glossary
Mobilization
Mobilization 8-1
Mobilization procedures 8-2
ii USARC Pamphlet 350-1

Chapter 1 (3) Are you able to do many things “concurrently,”
General or are you a “consecutive doer”? Can you manage a
complex job?
1-1. Purpose (4) Can you receive and carry out orders? Are you a
This handbook provides you, as newly selected Reserve good “follower” as well as a “leader”?
company commanders, with a variety of tips on the various (5) Can you stand tough competition from like-units
facets of command, from pre-command joint property in your outfit and still retain a spirit of cooperation and
inventory to current special interest items. These tips are teamwork with them?
designed to serve as a springboard to help you to develop (6) Are you physically and emotionally fit to carry
planning, management, and leadership techniques. This the load?
handbook is a guide for you to build on and to tailor to your (7) Do you have the courage to make and stand by
unique command needs. Your goal is to promote a tough decisions?
command environment where subordinates are inspired (8) Are you still enthusiastic and cheerful when
with feelings of trust, confidence, loyalty, and commitment confronted with seemingly impossible tasks to be performed
to every required peacetime or wartime task. with inadequate means?
(9) Are you willing to take responsibility yourself
1-2. References
when things go wrong in your unit and correct a bad
Related publications are listed in appendix A.
situation rather than blame it on the staff, a higher
1-3. Explanation of abbreviations headquarters, or a subordinate?
Abbreviations used in this pamphlet are explained in the (10) Are you willing to do your best with “what you
glossary. have” even though it apparently is inadequate?
(11) Are you confident you can produce a superior
1-4. Introduction unit with the ordinary run of manpower? Can you inspire
a. We prepared this handbook to help you, as USAR personnel to produce outstanding accomplishments?
company/detachment commanders, function successfully. It (12) As a citizen soldier, are you ready to commit
provides guidelines, suggestions, helpful hints, and yourself and your family to the standards noted above?
references. It provides information covering a wide range
of USAR topics-information basic to the duties of a USAR b. If your answer to each of these questions is “Yes,”
company/detachment commander. you should fight to get a command. And, if you hear an
b. The task of a commander is to continually improve officer say “I want a command,” you should confront him or
the capability of his/her unit to perform its mobilization her with these questions. If they answer “Yes,” they are
mission. He/she will have to lead people and manage the undoubtedly sincere and you should make every effort to see
resources of time and material to effectively accomplish the that he or she gets a command. No assignment will ever
mission. It is a challenging and rewarding job. give greater satisfaction or enable an officer to contribute
c. The success of the unit depends upon the commander more to the Army and our country.
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 Chapter 2
references. The references will provide the specifics on Command Management
completing premobilization tasks. These resources will
help make those tasks easier, and they will serve as 2-1. General
references in the future. You, the commander, set the standard for the unit. Your
attitude about yourself and your responsibility impacts on
1-5. So you want to command? those around you. From the assumption of command to the
a. We hear many officers say, “I’d do anything to get a final day, you are the center of attention. You alone
command.” If you are one of these, do you really mean it? command the unit. This section provides guidance on
Are you suited for command? Have you really considered handling many of your wide range of responsibilities.
what having a command entails? What are your answers to
the following questions? 2-2. Assumption of command
(1) Are you willing to take the hard knocks that Listed below are a few guidelines a new commander needs
come from carrying responsibility for the failure of your to keep in mind:
subordinates? a. Execute assumption of command memorandum.
(2) Can you juggle, at the same time, all the balls of b. Execute change of command ceremony.
training, maintenance, tests, administration, inspections, c. Talk with the outgoing commander to determine the
communications, mess operations, supply, athletics, status of--
marksmanship, discipline, public relations, without (1) Pending reports and suspense actions.
dropping any of them? (2) Major upcoming events.
(3) Operational readiness.
(4) Mobilization requirements.
USARC Pamphlet 350-1 1

(5) Unit files, records, classified documents. (2) Survey functional areas (personnel,
(6) Unit strengths and weaknesses, including key administration, training and operations, maintenance and
personnel. supply).
d. Conduct joint inventory of all property. Don’t sign (3) Use formal and informal reports.
for anything not physically present. (4) Know traditional leadership indicators (see para
e. Talk with your next higher commander, your 2-4c below).
supervisor. Get guidance, policies, and priorities. Initiate (5) Inventory and isolate both strong and weak
DA Form 67-8-1. areas.
f. Be aware command responsibilities include-- (6) Use Readiness Group branch assistance teams.
(1) Table(s) of organization and equipment (TOE) (7) Develop a comprehensive mission/task list.
mission. (8) Develop a mission essential task list.
(2) Organizational records. (9) Initiate an organizational profile (personnel
(3) Classified documents. turbulence, MOS qualifications, MOS mismatches).
(4) Unit property. c. Planning hints:
g. Study higher headquarters reports; e.g., Inspector (1) Be quiet, watch, and listen.
General/Command Readiness Inspections (IG/CRI), annual (2) Relate to reality with a simple, workable plan.
training (AT) Evaluations, Army Training and Evaluation (3) Recognize and establish priorities.
Program (ARTEP) results, and Inactive Duty Training (4) Plan ahead. Warn ahead.
(IDT) Evaluations. Use these as indicators of conditions in (5) Establish objectives but remain flexible.
your unit. (6) Set standards. Communicate them.
h. Study the Standing Operating Procedures (SOPs). (7) Install controls to monitor progress; watch for
i. Verify personnel figures by name on U.S. Army variances.
Reserve Component Unit Record of Reserve Training (DA d. Organizing hints:
Form 1379). (1) Follow the chain-of-command.
j. Know the unit’s attendance and personnel retention (2) Develop potential leaders within the
records. chain-of-command.
k. Be aware that success depends upon good (3) Define the roles and functions of key
communication: subordinates.
(1) Build good working relationships with FTS (4) Train subordinates. Allow them to make
personnel. mistakes; then constructively critique. Conduct AARs.
(2) Talk to the entire unit at one time. Tell them (5) Use common sense.
what to expect. e. Directing and coordinating hints:
(3) Talk with officers, NCOs, and technicians. Find (1) Make it happen: set the pace; lead by example.
out from them what they perceive their jobs to be. (2) Be flexible; do not over-control.
(4) Talk with higher level staff; ask how you can (3) Keep a daily action list. Supervise.
help and seek their assistance. (4) Follow through; make coordinating a theme.
(5) Listen. f. Controlling and evaluating hints:
(1) Spot check; correct the problems; forgive honest
2-3. Commanding a unit mistakes.
a. COMMAND may be defined as the authority over (2) Recognize the good and reward those who make
subordinates by virtue of rank and assignment or position. it so.
A successful command, though, has more than authority (3) Make maximum, efficient use of reports.
going for it. It has a philosophy; a vision. It has a vision of
what it wants to be--articulated well enough for every 2-4. Actually leading
member to understand how to conduct business. A Leadership is what gets things done in an organization. It
command philosophy should show authority and-- is the process of influencing and directing troops in such a
(1) Encourage initiative. way as to obtain their willing obedience, confidence,
(2) State goals and objectives. respect, and loyal cooperation in accomplishing the
(3) Specify priorities. mission.
(4) Be honest and correct. a. Leadership involves you, the commander, and the
(5) Be fair and just. troops. As the commander, you should--
b. Commanding is a process of establishing and (1) Work to further subordinates’development.
attaining objectives. The responsibilities consist of (2) Explain policies and standards.
planning, organizing, directing, coordinating, controlling (3) Keep everyone informed.
and evaluating the use of people, time, money and material (4) Motivate with enthusiasm.
to accomplish the missions and tasks. To help accomplish (5) Grant recognition for a job well done.
the mission: (6) Observe the unit before making a major change.
(1) Take notes; the dullest pencil is better than the (7) Evaluate leadership problems, morale, and
sharpest memory. weaknesses of subordinate leaders.
2 USARC Pamphlet 350-1

b. Leadership by performance. As the commander, you Office for assistance. Discipline of military personnel
should-- depends on their status, such as FTS or USAR, on AD,
(1) Lead by example. ADT, or IDT. The DA Pam 27-50-135 contains information
(2) Display integrity. regarding USAR enlisted members. Contact your Staff
(3) Treat everyone as a professional. Judge Advocate for assistance.]
(4) Plan a program of training. 2-6. Relating to people
(5) Set and enforce performance standards. The Army’s policy is to provide equal opportunity and
(6) Listen to subordinates’advice. treatment for all members. Ensure that every individual in
(7) Give subordinates authority; support them. your unit is treated fairly and with respect. To better
(8) Consider capabilities when making demands. comply with policy when you make assignments, make
(9) Know each person; express genuine interest. them according to unit needs and individual capabilities. Be
c. Leadership Indicators: Morale, Esprit de Corps, sure to explain the nature, importance, and reasons for the
Discipline, and Proficiency. These are evidenced by assignments to the individual. Additional points to
the following: consider:
(1) Appearance and courtesy. a. See that all members are adequately trained.
(2) Attendance rates/absent without leave (AWOL) b. Schedule training which is directly related to the
rates. development or improvement of skills needed to accomplish
(3) Care of equipment. the military mission.
(4) Community relations. c. Give your personnel the opportunity to attend
(5) Messing, facility, and living area conditions. worship services to practice the tenets of their faith.
(6) Unit administration. d. Avoid anything that could be interpreted as unfair
(7) Personal hygiene. treatment or harassment.
(8) Awards.
(9) Punishments. 2-7. Measure your progress
(10) Retention rates. a. Inspections/Staff Visits. These visits are made to
(11) Mission efficiency. identify or recommend methods and means of improving
(12) Spirit of teamwork and belonging. noted variances. Inspections, evaluations, and assistance
visits identify noncompliance with current policy and
[NOTE. See FORSCOM Pam 600-7.] procedures and teach your people the correct methods and
practices. They also help identify the systemic (“too tough
2-5. The commander as counselor
a. Counseling is giving advice or instruction to direct to handle”) problems that may be traced to higher
the judgment or conduct of another by an interchange of headquarters. The Chief of Staff of the Army (CSA) has
opinions. Counseling ranges from “a pat on the back” to a emphasized the importance of the chain-of-command in
“chewing out.” Use counseling for fact-finding, informing, conducting inspections, specifically in the areas of training,
opinion altering, airing of feelings, and modifying behavior. maintaining, leading, and caring. These are especially
Counseling may be necessary because of unsatisfactory important in today’s Army. The CSA encourages
performance or personal problems. Gain knowledge about commanders at all levels to get more directly involved with
each individual. Keep a record of all counseling sessions their troops through command inspections, with company
and give troublesome individuals a chance to shape up and and battalion commanders leading the way. However, the
change undesirable work habits. Provide specific frequency of inspections and staff visits should be held to
directions. Do not neglect specific, honest, and genuine the minimum necessary; they should complement each
praise. Maintain an open-door policy. Use individual other and clearly support mission accomplishment.
sessions or group counseling. Respect the confidences b. Command inspections:
expressed to you. (1) Should be general in nature, taking into
b. Use support from these other sources: consideration the CSA’s guidance, but they may address
(1) Subordinate leaders. specific areas if desired.
(2) Chaplain. (2) Formal Inspections. Advance notice with
(3) Red Cross. pertinent information (date, time, location, uniform, etc.).
(4) Community services. Give the unit time to prepare.
(5) Army Medical Department (AMEDD) personnel. (3) Informal Inspections. No notice, any time; walk
(6) Social workers. through and observe. See how the unit really “does
(7) Equal Opportunity Advisers. business.”
(8) Inspector General. (4) Plan inspections thoroughly, especially your part.
(9) Other specialists. (5) Conduct inspections fairly and thoroughly. Be
tough but consistent.
[NOTE: Discipline of a civilian employee is governed by (6) Call it as you see it; commend the troops, but
both DA and the Office of Personnel Management (OPM) don’t hesitate to make on-the-spot corrections.
regulations. Contact your servicing Civilian Personnel

(7) Follow-up. Require corrections, but allow a (6) Use the results of IG inspections to better
reasonable time for them to be made. accomplish your mission, not to better “prepare” for the
(8) Use inspection results to make your unit better. next inspection. An IG inspection is a management tool;
Inspections for inspections’sake waste your time and your not an end in itself or a method to reward or penalize units
troops’time; inspections should benefit everyone. or individuals. The objective is not to “pass” the IG
c. Inspector General (IG). The IG, a member of your inspection but to use the results obtained from it as an
personal staff, holds a position of extraordinary trust and indicator of your unit’s capability to go to war and win.
confidence. However, no secrecy or cover up should be e. Internal Review (IR). Commanders at FORSCOM,
construed in this relationship. Rather, units should consider USARC, and MSC have IR offices in their headquarters to
the IG to be an extension of your eyes, ears, voice, and provide a professional auditing service for the command.
conscience. The IG’s mission is to assess and report, in an (1) The IR office conducts internal audits to assist in
unbiased and objective manner, on all aspects of mission accomplishing the unit’s mission and in safeguarding,
performance, readiness, resources, economy, efficiency, accounting for, and ensuring the proper use of resources.
discipline, morale, and esprit de corps of the command. This office also serves as the focal point for all auditors
(1) The IG inspects your unit to see if it is in external to the command, such as the General Accounting
compliance with existing policies and procedures directed Office (GAO) and the U.S. Army Audit Agency (USAAA).
by higher headquarters. But, more importantly, the IG is The IR performs audit follow-up and tracking of
there to assist and to teach. management actions to correct problems identified in
(2) The IGs at all headquarters (HQDA, FORSCOM, internal and external audit reports.
USARC, CONUSA, MSC, etc.) inspect USAR units. They (2) Your role as the commander during audits is to
conduct general, special, functional, technical, and coordinate with higher headquarters when external auditors
follow-up inspections. Some CONUSA commanders have arrive in your command, verify their identity and authority
augmented their IGs with experts in training, logistics, and to conduct audit work, and to make all applicable accounts,
other functional areas. Their IGs conduct a single integrated books, records, documents, and papers available for
general inspection called a Command Readiness Inspection examination by authorized auditors.
(CRI). (3) Additional information is available in AR 11-7,
(3) Using inspection results competitively or AR 36-2, and AR 36-5.
comparatively is diametrically opposed to the purpose of the
IG system. They are not designed to reward or penalize 2-8. Evaluations
units or individuals. In fact, AR 20-1 specifically prohibits a. All ARTEP, AT, and IDT evaluations of USAR units
the use, in any manner, of IG inspection results to are conducted by various elements in the FORSCOM and
determine unit competition awards or to compare units and USARC command, control, and supervision structure. Use
organizations. the feedback from evaluations to make corrections to unit
(4) The IG also conducts investigations and inquiries training programs so required leader, individual, and
and assists soldiers with a myriad of individual problems collective task proficiency can be improved and sustained.
that usually can’t be handled through normal channels. Evaluators also provide assistance and advice by giving unit
d. Your role in an IG inspection. commanders the benefit of their knowledge, expertise, and
(1) Do not “prepare” extensively just for the IG experience.
inspection. Your unit should be ready for an IG inspection b. The Command Logistics Review Program (CLRP) is
at any time, just as it should be ready to go to war at any part of the Army’s Logistics Readiness Program. It is an
time. “Preparation for an IG Inspection” is not a valid assessment and assistance program which reviews unit and
training schedule item. installation logistics operations. Its purpose is to identify
(2) The IG is not interested in whitewash, new paint and resolve problems adversely affecting readiness and
on everything, or excessive “spit and polish.” Don’t have logistics postures. Three types of CLRP Teams conduct the
“GI parties”, remake all the records, or require other reviews:
“make-work” efforts. However, if a weapon doesn’t work or (1) Command Logistics Review Team (CLRT).
required records are nonexistent, the IG will want to know (2) Command Logistics Review Team-Expanded
why (and so should you). (CLRTX).
(3) Ensure all of your people are aware of the (3) Command Logistics Review Program-Special
inspection and that they have the right to present any Projects Team (CLRP-SPT).
complaint or request for assistance to the IG. c. Aviation Resource Management Surveys (ARMS) are
(4) Have qualified, trained, and knowledgeable HQDA-directed evaluations of USAR aviation units which
people responsible for their specific functional areas assess the management of aviation-unique functional areas
available during the inspection and for the exit briefing. and programs, identify areas requiring additional emphasis,
(5) The IG may be there to check on your unit for and provide staff assistance as necessary. All USAR
your higher headquarters’commander, but the IG is also aviation units can expect a regularly scheduled FORSCOM,
there to help you. 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

the CONUSA General Inspection, conducted in lieu of an Program, and it has a toll free number to contact the
IG General Inspection. The ARMS report consists of-- National Committee for Employer Support of the Guard
(1) A transmittal document summarizing the (NCESGR) and Reserve. General recommendations are as
evaluations assigned, commendable items, recurring follows:
deficiencies from prior ARMS, and items requiring a. Ensure that employer support of your soldiers is
command emphasis. recognized through the NCESGR ‘My Boss is a Pro’awards
(2) A formal report addressing each functional area program and through local initiatives.
surveyed with commendations, deficiencies, and b. Brief unit members on civilian job requirements and
recommendations; other comments and observations may be reemployment rights annually.
included. c. Learn the legal obligations and specific state laws
(3) An enclosure with copies of all flight evaluation which implement the federal statute.
grade reports. d. Contact local employers on behalf of your unit
members, should any problems arise.
2-9. Assistance visits e. Maintain a relationship with the state employer
a. Readiness Groups (RGs) and Aviation Readiness support committee and support their efforts on behalf of the
Groups (ARGs) are Active Component (AC) organizations, soldiers in your unit.
subordinate to a CONUSA, who provide external assistance
and advice to Army Reserve and National Guard units. 3-3. Retention and recruiting support
They are described in more detail in chapter 5, paragraph Turnover is disruptive; much is lost when trained people
5-13a and b. Their function is to provide operational, leave the unit. If skilled individuals leave, you have to
administrative, training, logistical, and technical assistance. replace them with the people available to you. Often this
They provide liaison to CONUSA, FORSCOM, other means you will have to train new people to do the jobs.
MACOM, and HQDA. Have NCOs, officers, and technicians work together to
b. The RG and Aviation Readiness Group (ARG) team retain good personnel.
visits usually generate a “trip report” detailing their a. Building a quality training program and using
activities. You will receive a copy, along with the soldiers effectively during IDT and AT reduces turnover.
CONUSA, and the full-time support personnel. You may b. Select, appoint, and train a unit retention manager.
also request specific RG and ARG assistance through your c. Prepare and revise annually a Unit Strength
chain-of-command. Maintenance SOP. It should include the following:
(1) Commander’s orientation.
(2) Schedule for retention/reenlistment interviews.
Chapter 3 (3) Duties of a unit retention manager.
Personnel and Administration (4) Unit referral program.
(5) Unit enlisted promotion and transfer policies.
3-1. Scope (6) Guidance on immediate reenlistment/extension;
As commander, you must care for any people assigned to bars to reenlistment; and Selected Reserve Incentive
your unit, whether military or civilian. Their records, pay, Program (SRIP) eligibility.
and morale are important. To a large extent, their morale (7) Programs to encourage both family and employer
will determine the effectiveness of the unit. This section support.
describes those matters of personnel and administration that d. Establish a sponsorship program for new personnel.
affect unit readiness. Both military and civilian matters e. Report all recruitable vacancies to the MSC strength
need attention. The fact that they intermingle may provide management office for advertisement on the USAR Recruit
some of the most challenging management opportunities. Quota System (REQUEST). Use REQUEST reservation
Work at it. Your efforts will really pay off. information received from your MSC strength management
office to determine pending gains for sponsorship programs.
3-2. Civilian job requirements and employee protection
f. Know your responsibilities and those of the U.S.
for reservists
Army Recruiting Command (USAREC) for processing
Most reservists need leave from their civilian employment
applicants for enlistment and transfer into reserve units.
for part or all of their IDT or AT, so plan training to avoid
g. Establish and maintain liaison with the supporting
last minute changes. Tell reservists to keep their employers
recruiting battalion.
informed about conflicts between their reserve duty and
h. Know the current monetary incentives offered for
regular work. Absences from employment require
enlistment and reenlistment under the SRIP.
adjustments by both the reservist and the employer. Private
i. Ensure soldiers know about the MSC Transfer
employers, for example, are not required to pay employees
Program; contact the MSC transfer agent at the MSC
for time off for military training. Enhance
strength management office to assist in transfers.
employer-reservist relationships by giving employers
j. Identify unit members qualified to serve in strength
information about the reserve. Read USARC Regulation
management efforts.
140-6. It provides guidance for the Employer Support

3-4. Full-time support (FTS) (3) Ensure prompt and accurate submission of MOS
a. As the commander, your special staff includes those qualification data reports.
FTS personnel who maintain the unit in the commander’s (4) Monitor assigned officers’/NCOs’continued
absence. The FTS personnel do most of the unit’s progression in career development schools.
day-to-day administrative workload, including schedules, (5) Ensure that all personnel are familiar with
thus freeing drill time for essential training within the unit. USAR requirements for promotion.
Various terms describe the FTS function in the Reserve (6) Brief new reservists on their obligation. Ensure
program; a few of those most pertinent to unit level they do not attend training assemblies or annual training
operations are defined below. without assignment orders.
(1) Full-Time Support (FTS). An “umbrella” term (7) Keep the Unit Manning Report (UMR) current.
encompassing all personnel who work full-time to provide Monitor reserve participation.
support to the USAR. The FTS personnel may be Active (8) Ensure unsatisfactory participants are properly
Guard/Reserve (AGR), AC, or DOD civilian employees. removed from the unit so that better quality soldiers may be
(2) Full-Time Unit Support (FTUS). An FTS recruited.
category which includes Full-Time Manning (FTM) (9) Forward personnel records of officers and senior
personnel and technicians/ unit administrators. These enlisted eligible for promotion to appropriate promotion
personnel may be AGR or Army reserve technicians boards in a timely manner. Ensure all requirements for
(ARTs); i.e., dual status civilians. boards are met and packets are complete.
(3) Full-Time Augmentation Support (FTAS). An (10) Communicate with the Major U.S. Army
FTS category consisting of personnel without USAR status. Reserve Command (MSC) Officer Personnel Management
At unit level, this includes Status Quo Technicians, and System (OPMS) coordinator.
most GS-3/GS-4 clerk-typists. Senior Army Advisers (11) Develop and publish NCOER and OER rating
(SRAA) and many installation and higher headquarters’ schemes by name.
personnel are also included in this category. (12) Establish procedures for timely submission of
(4) Full-Time Manning (FTM). A category of FTUS evaluation reports.
consisting of either AC or AGR personnel aligned against a (13) Ensure timely submission of personnel
slot on your manning table. requisitions with a complete description of position
b. Most FTUS personnel, except those employed above requirements.
MSC, are mobilization assets. Unit administrators, both (14) Ensure timely submission of personnel
AGR and civilian ARTs, and all FTM personnel mobilize discharge/expiration of term of service (ETS) actions.
with their assigned USAR unit. The ART personnel, (15) Advise all personnel of military education
however, do not mobilize with your unit if not assigned to it opportunities, schools, correspondence courses, residence
in a reserve capacity. You should know whether your unit’s courses.
FTUS personnel are mobilization assets of your unit or of (16) Require each unit member to review his/her or
another unit. her Military Personnel Records Jacket (MPRJ; 20l file),
c. The Office of Personnel Management (OPM) and Finance Record, DA Form 2 ( Personnel Qualification
Department of the Army Regulations govern the selection, Record), and Personnel Mobilization Packets (PMP),
reassignment, discipline, training, and promotion of civilian annually.
personnel. (Also see Total Army Performance Evaluation (17) Be sure that individual 201 files are maintained
System (TAPES) in chapter 13 of this handbook.) and that statements for personnel completing 20 years of
d. Some additional points to remember about FTS satisfactory service are forwarded to Army Personnel Center
personnel: Use FTUS personnel as trainers in TOE/TDA (ARPERCEN) for preparation of their 20-year letter.
positions. Counsel FTS personnel. Review job b. The physical well-being of all assigned soldiers is
descriptions. Render annual performance ratings for FTS critical to your unit’s performance of its mission. Although
personnel and reward them accordingly. Support requests you do not have access to soldiers’medical records, you can
for schooling. appoint a Unit Medical Records Custodian. The custodian
can provide you with rosters covering dates of last physical,
3-5. Personnel management date of HIV test, date of panograph, shot records, and
a. People-managing in a unit must be done effectively requirements for optical inserts.
and wisely to have a successful command; i.e., (1) Ensure that soldiers stay current in completing
administering such things as MOS classification, physical exam and panographic X-ray requirements (AR
assignments, evaluations, transfers, promotions, reductions, 40-501).
reclassifications, and separations. (2) Ensure adequate time is scheduled for required
(1) Ensure that unit members are assigned to duty HIV testing and education for your soldiers (AR 600-110).
positions for which they meet (or can eventually meet) the (3) Require each soldier to review and keep current
MOS prerequisites. Request a timely award of the MOS medical and dental records to include immunizations during
once all requirements have been met. yearly Personal Mobilization File reviews (FORSCOM Reg
(2) Implement an Individual Training and 500-3-3, Vol. III).
Evaluation Program (ITEP).

(4) Request assistance from U. S. Army Medical (ATA), or Readiness Management Assembly (RMA)
Command (USAMEDCOM) for medical records performed.
administration and health counseling for soldiers. (3) Correspondence course completion. One
participation point for each 3-hour correspondence course
3-6. Unit administration completed.
Proper administration of unit records is vital to the success (4) See Table 2-1, AR 140-185 for additional ways
of the unit. The paperwork of the company must be timely to earn participation points.
and accurate. Duty rosters, pay mistakes, and missed c. Members must earn a minimum of 50 participation
promotion opportunities cause most complaints. Even points (from all sources) during their retirement year (from
though the unit technician, clerk, first sergeant, and retirement year ending (RYE) date to RYE date) for that
executive officer perform administrative actions, they must year to be a creditable retirement year. A soldier who
be supervised. attends 48 IDT periods in the retirement year receives 63
3-7. Record of Attendance and Status (DA Form 1379) inactive duty points (48 + 15 for membership), but only 60
The DA Form 1379, U.S. Army Reserve Components Unit of those IDT points can be credited for retired pay.
Record of Reserve Training, is an important form you will Nevertheless, record all IDT points earned.
sign as the commander. It is the primary document for 3-9. Correspondence
reporting unit level events. This form is the official record Your professionalism is reflected by the way you write. For
of personnel attendance and status. When you sign the DA standardization, military writing follows a set pattern.
Form 1379, you are certifying the accuracy of the a. Use the formal memorandum for correspondence
information. It is the only form which relates in a single between military organizations.
source document exactly how your unit performed for both b. Use the informal memorandum for correspondence
IDT and ADT/AT within the reporting period. It is a within military organizations.
record of all authorized training except attachment to c. Use the endorsement for a reply added to a
another unit for administration and training for periods of memorandum.
90 days or more. Other points about the DA Form 1379 are d. Use the nonmilitary style for correspondence with
as follows: civilians, civilian agencies, and other government agencies.
a. It is the source document for auditing reserve e. Use the letter for official business with all non-DOD,
component pay. with DOD civilians, and with military members addressed
b. It is the record of attendance of attached and assigned by name.
personnel.
c. It determines eligibility for line of duty (LOD) 3-10. Mail
benefits. The mail must go through! Since the days of the Pony
d. It is the permanent record of retirement points Express, mail has been a high priority item. It still is.
earned. a. During AT, mail service is required to ensure that
e. It is the basic report for monthly status of USAR mail is received and dispatched promptly and efficiently.
troop program unit (TPU) personnel. b. Appoint a postal officer on a memorandum.
f. It is the unit training historical record; record all c. Appoint a unit mail clerk and alternate on DD Form
regularly scheduled training (RST) performed. 285. Check “Official All” and “Personal All” in block 9 of
g. It is the annual training (AT) attendance record. the DD Form 285.
h. Use DA Form 1380 to support individual IDT. d. Make provisions for the use of a government vehicle.
i. Submit requests for man-day space on DA Form 1058 e. Maintain change of address forms.
or other MSC authorized 1058s.
3-11. Publications
3-8. Participation points Having the proper publication may be critical when detailed
You should have a working knowledge of the participation information is needed. The right Army Regulation,
points system. Unit members look to you to explain how Technical or Field Manual, or other publication may be
they may earn points and how the system works. vital.
Participation points are used to validate the military a. Appoint your unit’s publication control officer. This
activities that support the retirement system. Review the will be the unit’s central POC for ordering publications and
information below so that you can convey the basics of the forms.
system to your unit members. b. Ensure that missing publications are requisitioned.
a. Active. One participation point for each day of active c. Establish and maintain publication accounts with:
duty. Any ADT, ADSW, and AT are all credited in this (1) U.S. Army Publication Distribution Center,
category. Baltimore, MD.
b. Inactive. Earned from several sources: (a) Stay current: Use DA Pam 25-30 regularly.
(1) Membership. Fifteen participation points per (b) Know DA Pam 310-10 procedures on the
retirement year. Publication Distribution System.
(2) IDT. One participation point for each Unit (c) Review the DA Form 12 series yearly.
Training Assembly (UTA), Additional Training Assembly (2) U.S. Army Reserve Command, Atlanta, GA

(a) To obtain USARC & FORSCOM publications F&A BBS for RPA users. The manual includes instructions
and forms. on initial set-up, dialing the BBS, obtaining access, reading
(b) Follow procedures in USARC Pam 25-30 and messages, writing messages, enclosing files, and exiting the
FORSCOM Pam 25-30. BBS.
(3) Your supporting publications/forms stockroom to e. You should monitor status of the following:
requisition DA, DD, and SF blank forms. (1) Ensure all soldiers have valid Personal Financial
d. Maintain the supply of forms needed for mobilization Records (PFR). The PFR should contain pay documents
(FORSCOM Reg 500-3-3, RC Unit Commander’s outlined in AR 37-104-10 and USARC Pam 37-1.
Handbook (RCUCH), Annex I). (2) Ensure use of rescheduled training to increase
flexibility in scheduled training activities that directly affect
3-12. Pay administration the unit’s training status (see AR 140-1).
a. As a unit commander, you must be involved with the (3) Ensure that Automated Drill Attendance
payment of soldiers assigned to your unit. This Reporting Software (ADARS) sign-in and sign-out
involvement affirms your role as a commander. Pay procedures comply with appendix J, USARC Pam 37-1. As
impacts on retention, as well as the morale of soldiers, and commanders, you may delegate this responsibility to others
both can deter a unit’s ability to train and mobilize. by memorandum. You are responsible for the security of
b. Every MSC has a pay point of contact. This staff the ADARS system.
section is normally part of the Office of the Deputy Chief of (4) Ensure certification of duty performance
Staff, Resource Management or Deputy Chief of Staff, following completion of all soldier’s duty. You will find
Comptroller (DCSRM/DCSCOMPT). Each pay POC is instructions in USARC Pam 37-1.
responsible for reserve pay management within the MSC. (5) Ensure soldiers are paid accurately and on time.
This includes coordinating pay problem resolution with Occasionally, soldiers are paid for duty not performed and,
each Reserve Component Pay Support Office (RCPSO) and in some cases, not paid for duty that they do perform.
fielding new pay systems within the command. You should (6) Ensure soldiers do not exceed their annual drill
not accept poor pay service. You should ensure your MSC limits. Prior approval by OCAR is required to exceed drill
pay POC knows about and is acting on pay problems that limits.
are over 30 days old. (7) Ensure authentication of entitlements to Basic
c. The Unit Commander’s Pay Management Report is Allowance for Quarters (BAQ) by the unit. You may have
produced monthly by Defense Finance and Accounting soldiers receiving BAQ entitlements who are not entitled, or
Office-Indianapolis (DFAS-IN) and mailed directly to units they may be entitled and not receiving them. Review source
from files maintained in the Defense Joint Military Pay documents that support BAQ entitlements.
System - Reserve Component (DJMS-RC) database. The (8) Ensure all soldiers entitled to SRIP bonuses are
information is provided to assist commanders in monitoring receiving pay in the manner prescribed by AR 135-7. The
reserve pay. The report contains six sections. USAR troop program units have many pay problems
(1) Section 1 - Status Data. This contains associated with SRIP.
administrative data for each soldier in your unit. (9) Ensure your unit pay administrator performs a
(2) Section 2 - Drill Authorization/Performance monthly review of the UH022-2405 History Report. This
Data. Drill authorization limitations by type for each report replaces the unit copy of soldier’s LES. These
soldier and performance data for the current month and the monthly reviews ensure accuracy of the soldier’s master
total for the fiscal year (FY). military pay account.
(3) Section 3 - Bonus Payment Data. This is a list of
bonus payment data for each soldier, by name, in 3-13. Military orders
your unit. Everybody gets orders in the military. Formal orders
(4) Section 4 - Reenlistment Data. This is a list of provide the authority to act. We are moved from place to
the soldiers who are due to separate within the 2 months place, given new positions, promoted or reduced with
following the current month reported. orders. Some points to remember about orders are as
(5) Section 5 - Collection Data. This identifies any follows:
collection actions that have appeared on DJMS-RC during a. Permanent orders. Used for unit organization,
the current month. reorganization, and awards actions.
(6) Command Actions - Validate Pay Status. This b. Orders. Used for promotion, some personnel
section identifies accounts for which drills have not been actions, separations, travel (AT), and man-day spaces.
reported that have been on the system in an active pay status c. Informal memorandum. Used for additional duties
for 3 consecutive months. This section identifies and similar unit assignments.
unsatisfactory IDT participants.
3-14. Modern Army Recordkeeping System (MARKS)
d. The USARC Electronic Bulletin Board System
Knowing how to find documents in the company files is
(BBS). Use the BBS to communicate with your MSC point
important. The MARKS defines how to organize files and
of contact. You can send detailed messages outlining
provides uniformity. Review AR 25-400-2 to learn how this
specific pay problems in need of resolution. The USARC
BBS Manual explains how to set up and use the USARC -

standard filing system works. Some additional points are as b. Coordinate in advance with the casualty processing
follows: office at the AT site (normally the installation Adjutant or
a. The Records Management Officer (RMO) must Adjutant General) to learn procedures for handling
establish and approve a file plan. casualties enroute to or from the AT site.
b. Become familiar with the unit filing system. Ensure
that records are filed accurately and are current. Know how 3-19. Media relations, command information, and
to dispose of records. Some records are retired; others may community relations
be destroyed. a. Media relations.
(1) Appoint a Unit Public Affairs Representative
3-15. Unit Morale, Welfare, and Recreational (MWR) (UPAR) for your unit and give the UPAR the time and
Support Fund assets to execute your Public Affairs (PA) program.
Proper handling of the unit MWR funds is an essential issue (2) Establish a working relationship with your local
as nonappropriated fund (NAF) support broadens. U.S. newspapers, radio, and television stations.
Army Forces Command, AFPI-CFN, provides AT and FTS (3) Ensure preparation of news releases about all
dividends. Funding in support of Family Support significant individual soldier and unit accomplishments.
Volunteers is filtered through U.S. Army Forces Command, When possible, provide black and white photographs.
the USARC, and your local MSC. Additional NAF funding (4) When the situation permits, invite local media to
may be present depending upon location and other cover unit events at home station, during field training
circumstances. exercises, and at AT.
a. The general rule is that units should use MWR NAF (5) When in doubt, contact your MSC Public Affairs
funds for the benefit of the unit as a whole. Use may be Officer for guidance and assistance. The Public Affairs
expanded to personnel of other units or service branches, (PA) office or detachment journalists and broadcast
should they be responsible for generating the NAF funds journalists can provide print, photographic, and
provided to your unit. audio-visual support to major activities and events.
b. Appoint a unit fund council consisting of a council b. Command information (CI).
recorder, a fund custodian, and at least two other members (1) Establish effective communications within your
representative of the unit composition. Be sure that you unit. Creating a climate of understanding will help
know the correct procedures to request funds, and operate motivate each member to achieve the highest levels of
the fund according to guidance in AR 215-1 and AR 215-5. performance. Use face-to-face communications with the
troops through an organized Commander’s Call or at unit
3-16. Awards and decorations formations and scheduled orientations. Invite family
Recognition of a job well done is always a great motivator. members and keep them advised of unit activities.
Develop an early, consistent program recognizing (2) Post information on a unit bulletin board. Use
excellence. Use certificates and letters of commendation photographs of individuals and action shots of training
and appreciation. during IDT and AT periods. Position bulletin boards in
a. Start a USAR Awards Program; exercise good clear view, preferably near the entrance of the reserve
judgment to preserve the dignity and prestige of awards. center. Update the bulletin board periodically.
b. Ensure prompt awarding of the Army Reserve (3) Develop a unit newsletter (in accordance with
Components Achievement Medal (ARCAM) and Armed AR 360-81) to forward with training schedules, Leave and
Forces Reserve Medal (AFRM). Earnings Statements (LES), and other materials to the
3-17. Duty roster soldier at home. In accordance with AR 360-81, your
The first sergeant maintains the duty rosters, DA Form 6, to UPAR should be able to develop an interesting newsletter
ensure equal distribution of duty tasks. There are separate that can be reproduced locally.
rosters for each duty such as meal headcount or CQ. Carry c. Community relations.
AT duty rosters forward to the next AT period to ensure the (1) Ensure your unit has a community relations plan
same personnel do not always get the first rostered duty and execute the program.
each succeeding AT. (2) Inform the community of the value and purpose
of your unit.
3-18. Casualty reporting (3) Support speaking engagements by your personnel
Correct and timely reporting of information concerning any in the community (social, civic, or government
injury or death is important to the soldier’s family. Family organizations).
member notification, pay and benefits, and proper medical (4) Hold frequent public events, such as open house,
care could be affected. family and employer days, etc.
a. Understand your responsibility as the commander and (5) Support community events on national holidays
follow procedures in paragraph 9-4b if a member of your such as Armed Forces Day, Memorial Day, etc. Provide
unit becomes a casualty. These may include initiation of color guards, marching units and equipment displays when
LOD investigations. appropriate.

(6) Coordinate all public events with your MSC Chapter 4
public affairs office. Security
(7) Recognize community supporters with
certificates or memorandums of appreciation. 4-1. General
(8) Conduct regular employer recognition programs Security has been a vital function of the military unit from
and present DOD Employer Support Awards at those the very beginning of military history. It is just as vital
events. Invite state and local employer support today. You must safeguard personnel, arms and
representatives to participate. ammunition, classified information, equipment, and
d. The ESGR fact sheet 9-9105 (Awards for Employers) physical facilities. Although doing this today is more
and 10-9102 (Presenting the DOD Certificate of complicated than in the past, your predecessor probably
Appreciation) are available from your MSC PAO to assist developed a security plan and standing operating procedures
you in developing your local program. to implement it. Study them (if they exist), then implement
your changes if you desire. If none are in place, develop
3-20. Discipline, law, and order (DLO) them as soon as possible. Take this responsibility seriously;
Maintaining discipline is a primary responsibility of it will save you a lot of headaches later. Security awareness
command. You must ensure that you know your is a vital part of all activities.
responsibilities and how and when to use administrative
measures to deal with problems. You should be aware of 4-2. Procedures
the most pertinent DLO actions. a. Classified information. Handle, store, and transmit
a. Commander’s Report of Disciplinary Action (DA classified documents in accordance with AR 380-5.
Form 4833). On occasion, you may receive this report with b. Develop and implement operations security (OPSEC)
the Military Police Report (DA Form 3975). You will measures to safeguard sensitive information.
receive this report if one or more of your soldiers were c. Automated systems security. With the introduction of
involved in an offense while on a military installation. more automated data processing (ADP) equipment
b. Occasionally, incidents occur that you must report to throughout the Army, security personnel must become more
the chain-of-command. Serious and reportable incident aware of requirements to protect sensitive defense
reporting is covered in USARC Supplement 1 to AR information against espionage, sabotage, fraud,
190-40. Ensure your full-time staff is cognizant of these misappropriation, and misuse or inadvertent or deliberate
reporting requirements. compromise. Computers, word processors, etc., must be
identified by serial number, bar code, and location; rated as
3-21. Free exercise of religion to sensitivity level; and accredited.
a. Ensuring the free exercise of religion for your d. Monitoring and recording conversations. Listening
soldiers is another important task. In fact you are, through in on conversations on telephone extensions or speaker
a chaplain, required by public law to conduct religious phones, as well as to face-to-face conversations, is
services for personnel of the command. This is a prohibited by AR 381-10, unless all parties give consent.
requirement of AR 165-1, paragraph 2-2. e. Subversion and espionage. The U.S. Army is a prime
b. Your battalion chaplain can perform several target for foreign intelligence and sympathizers of foreign
functions, such as: governments. It is vulnerable to subversion and espionage,
(1) Advise you and your subordinate leaders on both in the Continental U.S. (CONUS) and overseas. You
matters of religion, morals, and morale as affected by must establish positive programs to indoctrinate all
religion. personnel on the methods of subversion or entrapment.
(2) Coordinate, integrate, and supervise all chaplain f. Acquiring, storing, reporting, or processing data
activities, religious services, ministries or observances, and about people or organizations not affiliated with the
the use of facilities, as approved by you. Department of Defense is prohibited by AR 381-10.
(3) Establish and maintain liaison with staff g. Design and take measures to safeguard personnel and
chaplains of higher and equal headquarters, the other to prevent unauthorized access to equipment, facilities,
military services, Government agencies, the armed forces of materials, and documents.
allied nations, and officials of civilian churches and other h. Based on the physical security plan published by
religious organizations. higher headquarters, develop and maintain detailed
c. As a special staff officer on both the personal and center/unit physical security SOP.
special staffs of the battalion commander, you can count on i. Verify the following items daily and do this especially
your battalion chaplain to listen carefully to any concerns after IDT assemblies (a good job to delegate to your security
you have. The chaplain is also ready to assist you in officer):
counseling soldiers and families, teaching classes, and (1) Ensure all windows and doors are closed and
general problem solving. You will find him or her a locked before leaving.
valuable asset in fulfilling your mission requirements. (2) Give particular attention to the arms room.
(3) Check for fire hazards.

(4) Ensure all petroleum, oils, and lubricants (POL) understand the principles, concepts and procedures relevant
and vehicles are locked or secured in the motor pool area, to training. The objective of all Army training is unit
and that gates to the reserve center are locked or secured. readiness. Training of soldiers and leaders enhances the
j. Know which serious incidents require formal ability of units to perform to standard.
reporting. a. The principles of training.
k. Practice energy conservation by turning off lights (1) Train as combined arms and services teams. The
(except security and safety) and by turning down heat. greatest combat power results when leaders synchronize
l. Become familiar with Level I (mandatory) combat, combat service, and combat service support systems
requirements to secure government property at to complement and reinforce one another.
unit/installation level. (2) Train as you fight. Accept less than perfect
m. Coordinate with local law enforcement agencies for results initially and strive for realism in training.
periodic checks of the reserve center. (3) Use appropriate doctrine such as FM 100-5,
n. Where installed, ensure Intrusion Detection Systems “Operations,” Mission Training Plans (MTPs), and other
(IDS) are operational; display signs announcing IDS. supporting doctrinal manuals. When Army standards are
o. Request a physical security inspection from higher not published, leaders must develop standards that are
headquarters or your support installation provost marshal to challenging, attainable, and easily evaluated.
help locate any needed additional security measures. (4) Use performance-oriented training. Soldiers
p. Arms and ammunition. Make security of arms and learn best by doing; using a hands-on approach. Soldiers
ammunition your top priority. train better and faster, and to a higher degree of proficiency,
(1) Individually-assigned weapons must be stored in when they know the tasks, conditions, and standards. As
an approved arms room having triple barriers. leaders you must enforce the standards.
(2) Conduct required serial number inventories and (5) Train to challenge. Challenging training
physical counts of weapons, ammunition, night vision inspires excellence by fostering initiative, enthusiasm, and
devices and other sensitive items. eagerness to learn.
(3) Appoint a security manager, key/lock custodian, (6) Train to sustain proficiency. Sustainment
and alternates. training prevents skill decay, maintains high standards, and
(4) Establish weapons and key/lock registers, allows training of new people.
accountability and control records, etc., including IDS, key, (7) Train using multi-echelon techniques. You must
and arms room access rosters. simultaneously train individuals, leaders, and units at each
(5) Prepare an SOP for operation of the arms echelon. It is the most effective way to train and sustain
room/vault. each echelon within the unit. As a commander, you must
(6) Permit only authorized persons in the arms maintain a focus on your unit’s wartime mission to
room. determine those multi-echelon events to train the units.
(7) Know the status of the IDS at all times. (8) Train to maintain. Maintenance training
(8) Ensure you are prepared to implement the armed designed to keep equipment in the fight is of equal
guard requirements of AR 190-11 (with USARC Suppl 1) importance to soldiers as being expert in its use.
when transporting Category II weapons off an installation (9) Make commanders the primary trainers. The
or if the IDS fails. Use AR 190-14 as a guide. 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
Chapter 5 training requirements from wartime missions. Commanders
Training use Battle focus to allocate resources for training based on
wartime mission requirements. The illustration at figure
5-1. Training management 5-1 (below) shows the Training Management Cycle. It
The Army’s basic mission is to fight and win in combat. begins with the wartime mission. Derive your Mission
The goal of training is to produce a force trained to Essential Task List (METL) from this mission. With the
mobilize, deploy, fight, and win anywhere in the world. shortage of training time available to USAR units, the unit
“Training the Force” (FM 25-100), “Battle Focused training programs do not attempt to address proficiency of
Training” (FM 25-101), and “Training in Units” (AR soldiers, leaders, and units in all MOS or collective tasks.
350-41) are the Army’s standardized training doctrine and Your battle focus determines the training requirements.
are applicable throughout the force. An effective training The USARC battle focus is for USAR units to become
program affects retention, readiness, and mission proficient in their technical METL tasks and sustain that
performance. As junior officers, specifically as proficiency.
commanders, you are leaders, trainers and training
managers. To successfully accomplish these roles, you must

WARTIME TRAINING
MISSION RESPONSIBILITY
METL
ESTABLISH
DEVELOPMENT
MISSION ESSENTIAL
TASK LIST
PREPARE
TRAINING
ASSESSMENT
A
CONDUCT
PREPARE LEADER P
S LONG-RANGE TRAINING
UNIT
PLAN
L
S ASSESSMENT
SOLDIER A
E TRAINING N
S TAM
PRE-MOB N
S TRAINING I
M FEEDBACK
USR
POST-MOB
N
E PREPARE
EVALUATE SHORT-
TRAINING G
N TRAINING RANGE
T PLAN
PREPARE
EXECUTE
TRAINING NEAR-TERM
PLAN
EVALUATION & ASSESSMENT

ASSIST IN PLANNING & EXECUTION
ASSOCIATED AC UNIT
ASSOCIATED TRAINING TEAMS
REGIONAL TRAINING BRIGADES
REGIONAL TRAINING TEAMS
FIELD EXERCISE BRIGADES EXECUTION RESIDENT TRAINING DETACHMENTS
BATTLE COMMAND STAFF TRAINING
READINESS GROUPS
BRIGADE COMMAND & BATTLE STAFF
FIELD TRAINING GROUPS
TRAINING
RELATIONSHIPS AMONG MISSIONS, METL, AND BATTLE TASKS
COMMANDER’S GUIDANCE
CORPS
MISSION
CORPS
METL
DIVISION
MISSIONS
CORPS
BATTLE SELECTED
TASKS DIVISION BRIGADE
METL METL MISSIONS
TASKS
BATTALION
DIVISION SELECTED BRIGADE MISSIONS
BATTLE METL
TASKS METL
TASKS
BRIGADE
BATTLE SELECTED
BATTALION COMPANY
TASKS METL MISSIONS
METL
TASKS
BATTALION SELECTED
BATTLE COMPANY
TASKS METL METL
TASKS
Figure 5-1. Training management cycle illustration

c. The training management cycle is also displayed in (7) Maintenance team chiefs coordinate the
chapters 2, 3, 4, and 5 of FM 25-100. maintenance efforts of the company and work with you
d. As commanders you must-- and the XO to ensure timely support whenever necessary.
(1) Understand your unit’s mission and doctrine. (8) Supply sergeants advise you on supply-related
(2) Understand your unit’s capabilities. issues, inspections, and inventories.
(3) Understand the doctrine of the units you e. When in garrison, conduct training meetings on the
support. same day and at the same time each month. Selection of a
(4) Understand your threat’s capabilities. particular day to conduct the meeting depends on when
(5) Train your subordinates. the battalion conducts its training meeting. Logically, the
(6) Excuse allow honest mistakes. company training meeting should follow the battalion
(7) Allow open communications and training meeting by not more than 2 days. This allows
disagreements. incorporation of information gleaned from this meeting
(8) Be actively involved in your unit’s training. into the company meeting before it becomes outdated.
f. Main considerations for selection of a day and time
5-2. Training meetings to conduct the meetings are--
a. Objectives. Review completed training, deconflict (1) Enabling attendees to make the meeting.
training issues, plan and prepare future training, and (2) Minimizing training disruptions.
exchange timely information. (3) Allowing subordinate leaders time to brief their
b. Phases: soldiers without delaying their normal release time.
(1) Assessment of completed training.
(2) Coordination. 5-3. WARTRACE
(3) Future planning. The terms CAPSTONE and DTA were eliminated. There
c. Attendance. The company training meeting is a is no one special term or acronym for AC/RC training
high priority mission for the leadership of the company. associations. Training and planning are separate and
Attendance for selected leaders is mandatory. Leaders distinct programs. The term WARTRACE applies to
who normally attend company training meetings are: wartime planning alignments. WARTRACE is defined as
(1) Company commander. the deliberate alignment of Army forces (AC and RC)
(2) Executive officer. under a single commander for wartime planning to
(3) First sergeant (1SG). achieve national strategic goals.
(4) Platoon leaders. a. RC units often operate under two chains of
(5) Platoon sergeants. command: wartime and peacetime.
(6) Master gunner/chief of firing battery/shop (1) The wartime chain provides wartime mission
supervisor. guidance and approves the RC METL. Due to the limited
(7) Maintenance team chief. training time available to reserve units during peacetime,
(8) Supply sergeant. the WARTRACE commander assigns missions that are as
(9) NBC NCO. specific as possible. With specific missions, METL tasks
(10) Food service sergeant. become limited.
(11) Slice leaders and attachments. (2) The peacetime commander (your RC next
(12) Others as designated by the commander. higher headquarters) should review and coordinate your
d. Attendee’s responsibilities: METL training. The peacetime commander provides the
(1) You are responsible for the efficient conduct of training resources, and ensures that the planned training
the training meeting. Although all leaders participate in is battle focused, executed to standard, and evaluated.
the training discussion, it is you, as the commander, who The two chains work together and remain coordinated by
leads the meeting and provides direction and focus. focusing on the METL.
(2) The XO is the second in command, and as b. Once approved, the senior wartime commander
such, runs the training meeting in your absence. breaks the METL into Battle Tasks. A battle task is a
(3) The 1SG is the senior enlisted soldier in the command group, staff, or subordinate organization
company and your personal adviser on all issues that mission essential task that is so critical that its
affect individual soldier training in the unit. accomplishment will determine the success of the next
(4) Platoon leaders brief the collective task higher headquarters’mission essential task. Battle tasks
proficiency of their platoon during the assessment phase allow the senior commander to define the training tasks
of the training meeting. that--
(5) Platoon sergeants are prepared to brief (1) Integrate the Battlefield Operating Systems
individual soldier task proficiency during the assessment (BOS).
phase of the meeting, if required by you, the commander. (2) Receive the highest priority for resources such
(6) Master gunners or other key staff NCOs attend as ammunition, training areas, facilities, materiel, and
training meetings to advise you on specialist training. funds.

(3) Receive emphasis during evaluations directed the METL, the unit will update the METL on the Center
by higher headquarters (HQ). Level Administration System (CLAS).
c. After establishing the METL, the battle focus (2) Units without a WARTRACE, units entering
process continues with the development of supporting the force structure, or units redesignated as a different
platoons, squad, section, leader and soldier tasks. At each organization will use the appropriate base METL as their
subordinate level, the leaders develop leader books that approved METL. The USARC is the sole METL
contain all the tasks at their level and those of subordinate approving authority in the USAR for units without a
levels. These books track training that has been WARTRACE.
accomplished and assist leaders in planning training to
overcome weaknesses while sustaining strengths. (Refer 5-5. Planning
to Figure 2-23 of FM 25-101.) a. Assessment.
(1) The assessment starts the training planning
5-4. Mission Essential Task List (METL) process. Use your subordinates to assess the training level
a. The METL-- on mission essential tasks. Rely on subordinate leaders’
(1) Is not affected by resource availability. feedback to determine your unit’s training proficiency
(2) Is not prioritized; however, training is level. External evaluations also help in your assessment.
prioritized by you, the commander. However, evaluations only portray portions of total
(3) Must apply to the entire unit. proficiency and only measure it at a specific point in time.
(4) Must support and complement the METL of The unit leadership, on the other hand, can provide a
the next higher wartime headquarters. It does not support wealth of expertise and input about the unit’s capabilities.
or complement the METL of an unrelated peacetime (2) Assessment begins with the first line leaders
higher headquarters’METL. gauging the proficiency of their subordinates in
(5) Must be understood by the 1SG/CSM and key accomplishing individual tasks, as well as supporting
NCOs so that they can integrate supporting soldier tasks. leader tasks identified at their level. Each successive
b. Battle tasks. leader assesses the ability of his/her level of organization
(1) During the review of a subordinate’s METL, to accomplish their supporting collective tasks and
higher headquarters’commander selects METL tasks that documents this assessment in the leader books and the
must be accomplished by your unit for your headquarters Training Assessment Model (TAM).
to accomplish its mission. Those battle tasks of the higher (3) Assessment links the evaluation of training
headquarters that apply should be the battle focus of the executed to the planning of training.
subordinate unit. b. Planning.
(2) The selection of battle tasks allows your (1) Once the assessment is accomplished, develop
headquarters to focus on those tasks that need emphasis a training strategy with assistance from the unit
during training and evaluation. The battle tasks allow you leadership, to build the proficiency of some mission
to allocate and focus resources. essential tasks while ensuring sustainment of others.
c. Supporting soldier and leader tasks. Determine the best way to build and sustain proficiency in
(1) Proficiency of soldiers and leaders is the mission essential tasks. As USAR commanders, you must
foundation of unit proficiency. As the commander, you develop a training strategy that ensures the unit can
must plan training to build and sustain proficiency in perform at least its technical wartime mission prior to
soldier and leader tasks that support the mission essential mobilization. This strategy leads to setting training
task. priorities and training plans.
(2) During the METL development, the 1SG/CSM (2) Training plans come in three types:
and other key NCOs identify soldier and NCO leader tasks long-range, short-range, and near-term. They have the
that support the performance of the METL tasks. following common denominators:
Commissioned officers also identify officer leader tasks (a) Maintain a consistent battle focus.
that support performance of the mission essential task. As (b) Are coordinated between associated combat,
with the battle focus of the METL tasks, due to limited combat support, and combat service support
time and resources, the commander must not attempt to organizations.
train on every supporting soldier and leader task. (c) Focus on the correct time horizon. In the
Reduce the list of supporting soldier and leader tasks to USAR, long-range plans extend at least 2 years out;
those that are essential to the leaders’or soldiers’duty short-range plans cover 1 year; and near-term plans focus
position and responsibilities. on the next 4 months.
d. METL approval. (d) Focus on attaining stated training objectives.
(1) Units with a WARTRACE will forward their (e) Cause organizational stability.
base METL to the next higher headquarters in the priority (f) Make the most efficient use of resources.
WARTRACE chain-of-command. Pending WARTRACE
METL approval, use the base METL as the unit’s interim,
approved METL. Once the WARTRACE has approved

(3) A comparison of long-range, short-range, and commanders project activities such as AT, Overseas
near-term training plans is provided in table 5-1, below, Deployment Training (ODT), and externally supported
for your review. training. Combat Training Centers, like Fort Irwin, CA,
for example, provide excellent externally supported
Table 5-1. Training plan comparison training. This information also provides you with the
LONG-RANGE SHORT-RANGE NEAR-TERM means for establishing long-range training objectives.
Disseminate Refine and Refine and Table 5-2 outlines the long-range planning cycles for
METL and battle expand upon expand upon various echelons. Notice that your training guidance at
tasks. appropriate short-range plan
company level is not in the cycle outline.
portions of through conduct of
long-range plan. training meetings. Table 5-2. Reserve Component (RC) long-range
Establish training Cross reference Determine best planning cycle
objective for each each training sequence for
mission essential event with training. ACTION LATEST FUTURE
task. specific training PUBLICATION PLANNING
(Note 1,2)
objectives. DATE (Note 3) HORIZON
RC Div/Sep 12 mos prior to FY CTG at least 2
Schedule Identify and Provide specific
Bde/Grp level start years. Calendar at
projected major allocate short lead guidance for
publish command least 5 years.
training events. time resources trainers.
training guidance
such as training
(CTG) and
facilities.
long-range
Identify long lead Coordinate Allocate training
calendar. (Note 4)
time resources short-range devices such as
RC Bde/Grp/Sep 10 mos prior to FY At least 5 years.
and allocate major calendar with all simulators to
Bn publish CTG start
resources such as support agencies. specific trainers.
and long-range
major training
calendar.
areas.
RC Bn/Sep Co 6 mos prior to FY At least 3 years.
Coordinate Publish Publish detailed
publish long-range start.
long-range short-range training
calendar.
calendars to guidance and schedules.
eliminate planning calendar. NOTES:
distractors. (1) These actions also apply to similar command level TDA
Publish Provide input to Provide basis for organizations or activities. For example, an ARCOM follows
long-range unit training executing and the same planning cycle as a division.
guidance and meetings. evaluating (2) Intermediate headquarters provide training guidance and
planning calendar. training. scheduling information in sufficient time to allow subordinate
Provide basis for units to meet required publication dates.
command (3) Each HQ follows this time line to allow subordinates
operating budget adequate time to prepare their plans.
input. (4) RC commanders of Div/Sep Bde/Sep Grp normally brief to
Provide and receive approval from the next higher headquarters in the
long-range peacetime chain-of-command, no later than 8 to 10 months
training input to prior to FY start.
higher
headquarters. 5-7. Short-range planning
Short-range planning refines portions of the long-range
(4) Formats vary for the training plans, but planning calendar. It provides the time lines for small
examples are available in appendix A of FM 25-101. Of unit leaders to prepare near-term training schedules.
course, you must still prepare monthly training schedules. a. Details included in short-range planning may
Just remember that during near-term planning, look 4 address:
months out. Don’t get locked into calendar or training (1) Collective tasks to be trained during major
year quarters when planning or preparing your training training events.
schedules. (2) Other mandatory training.
5-6. Long-range planning (3) Significant events or activities that require
Long-range planning usually occurs at battalion and consideration when scheduling training.
above; however, separate companies also do long-range b. During this phase of planning, senior commanders:
planning. While you at the company level do not practice (1) Identify wartime-mission-related scenarios,
these skills, the results do affect your unit. Unless you collective training objectives, required resources, and
command a separate company, you will usually follow the initiate coordinating instructions.
lead of your next higher headquarters for the long-range (2) Protect subordinate units from training
planning cycle. During long-range planning, senior distractors by tenaciously enforcing the “lock in” of major

events approved with short-range plans and contained in commanders then lock in and execute the approved
the signed training schedules. training plan.
(3) Set the standard for safety, provide guidance
for risk acceptance decisions, and conduct training risk Table 5-4. Training briefing topics
assessments. PRESENTED BY BN/BDE CDRs PRESENTED BY BN/BDE CSM
c. Multi-echelon training also comes into play at this A review of accomplishments/ Individual training proficiency
time. It is the most effective way of training and shortcomings of last feedback received about
sustaining a manageable number of essential tasks within short-range planning period. previous short-range period.
limited periods of training time. Table 5-3 outlines a The unit’s METL and Assessment of the unit’s
multiechelon exercise. assessment of proficiency current individual training
levels. proficiency.
Table 5-3. Selected tasks planned to be executed during The unit’s training focus and Individual training events
a multiechelon supply and service company exercise objectives for next training planned for upcoming
RESPONSI- PARTICIPANTS ACTIVITY TASKS period. short-range planning period
BILITY
and strategy for preparing
Company Platoon TEWT · Plan Company
Commander/ Leaders/Platoon soldiers for the evaluation.
Movement
1SG Sergeants (63-2-0001). Presentation of the unit’s Description of METL-derived
· Reorganize short-range planning calendar. individual tasks to be
Defense integrated into collective
(63-2-0003). mission essential tasks.
Platoon Supply Platoon STX · Set up Supply A description of upcoming Marksmanship and physical
Leader/PSG Material Platoon training events. fitness programs.
Handling (63-2-0005). The unit’s leader development The unit’s education program.
NCOICs · Supervise Class II, program with emphasis on
III (Pkg), IV, V, officer METL supporting
and VII Operations tasks/warfighting skills.
(10-2-0008).
The approach planned for The NCO leader development
· Supervise Class I
and Water
preparing trainers and program with emphasis on
Operations evaluators. senior soldier METL
(10-2-0012). supporting tasks and
· Defend Company improving warfighting skills.
Sector (62-2-0021). Force integration plans for the
Material Soldier STX · Provide Class II, III upcoming period.
Handling (Pkg), IV, and VII Resource allocations.
NCOIC Supplies
(10-2-0009). 5-8. Near-term planning
· Perform External a. This is the company level of training planning.
Slingload Supply During this planning stage, do the following:
Functions (1) Conduct training meetings to coordinate and
(55-02-0002-R). finalize all training events, activities, and resources.
· Defend Against a (2) Schedule and execute training to meet
Level I Attack objectives in the short-range plan to Army standard.
(63-2-0030).
(3) Protect the unit training from training
· Perform Unit
distractors by tenaciously enforcing the “lock in” of
Level Maintenance
(63-3-0011). training events contained in the signed training schedules.
(4) Make final coordination for the allocation of
resources.
d. Refining training activities during the short-range (5) Provide specific guidance to trainers.
planning process requires coordination and input. (6) Schedule rehearsal times for training and
Short-range training briefings provide some of this determine pre-execution checks.
coordination. Although separate company, battalion, and (7) Complete coordination with other units
group commanders present these briefings, the topics they participating in this training as part of the combined arms
address rely upon input from you and other subordinate and services slice.
commanders. Table 5-4 shows training briefing topics. (8) Prepare detailed training schedules.
These briefings result in a training contract between your b. All of these activities take place 4 months before
commander and senior commanders. The senior the training occurs.
commanders provide resources and protects subordinate
units from unprogrammed taskings. The subordinate

c. Table 5-5 below shows the near-term planning As a professional discussion, it has the following
cycle for the USAR. advantages over a critique:
(1) It focuses directly on key METL-derived
training objectives.
Table 5-5. USAR near-term planning cycle (2) It emphasizes meeting Army standards rather
LATEST FUTURE
FREQUENCY ACTION PUBLICATION PLANNING than determining success or failure.
OR BRIEFING HORIZON (3) It makes use of leading questions to encourage
DATE participants to self-discover important lessons from the
Monthly RC Bn/Company 4 months prior 4 months activity.
training meetings to execution. (4) It includes a large number of individuals and
and subsequent
draft training
leaders in an effort to recall and share as many lessons
schedules. about the training as possible.
RC BN/Company 3 months prior 3 months c. Conduct the AAR at all levels, depending upon the
publishes training to execution. echelons involved in the training. Evaluators play a key
schedules. role in the AAR process. They generally lead or facilitate
the review, regardless of whether external or internal
d. The input for this cycle and resultant detailed evaluation occurred.
training schedules come from monthly training meetings. d. The evaluation of training then leads to an updated
Platoons, companies, and battalions conduct training unit assessment. Document this updated assessment in
meetings. At the battalion level, meetings revolve around leader books and the unit’s TAM. The outcome of the
training management issues. At company level, you assessment may refocus the unit’s strategy. This then
should use meetings to discuss the specifics of conducting starts the training management cycle again.
the training. Both FM 25-101 and TC 25-30 discuss the 5-10. Training sources
conduct of training meetings. While training schedule Train soldiers as individuals and then collectively as
formats may vary, they must all include the following: members of a team. Excellent training opportunities are
(1) When and where training starts. available from the following sources:
(2) Specific individual, leader, and collective tasks a. Army Training Centers.
to be trained. b. Service Schools.
(3) Topics of concurrent training for efficient use c. U.S. Army Reserve Forces (USARF) Schools.
of available training time. d. Correspondence Courses and other Self-study
(4) Who conducts the training and who receives it. Programs.
(5) Proper allocation of time (including time to e. Supervised On-the-Job-Training (OJT) programs.
correct deficiencies) and administrative information f. Contract Training.
pertaining to uniform, weapons, equipment, references, g. Unit Schools.
and safety. h. LANES Training.
e. This then is the sequence of effective training i. Regional Training Sites— Medical, Maintenance, or
planning through its three cycles: long-range, short-range Intelligence.
and near-term. It is your responsibility to execute. You
5-11. Training publications
are responsible for unit collective training. First line
The Army Training System offers the following
leaders are responsible for individual training and
publications:
supporting collective training at their echelon.
a. Soldier’s Manual (SM). The SMs describe tasks a
5-9. Training assessment soldier must be able to perform in a given MOS and skill
The last segment of training presented is the assessment level (SL). The SMs are also called Soldier Training
phase. Although listed last, this phase does not end the Publications (STP).
training cycle. Training is not a sequential process. In b. Trainer’s Guide (TG). Guides which complement
maintaining a current assessment of your unit, evaluate all SMs for all supervisors to use to plan training in a
training. Proficiency is the key; Army standard is the particular MOS.
yardstick. c. Soldier’s Manuals of Common-Tasks (SMCT). The
a. To achieve standards, make use of training and STP 21-1-SMCT contains tasks common to all soldiers at
evaluation outlines, mission training plans, soldier’s skill level 1. The STP 21-24-SMCT contains tasks
manuals, drill books, standing operating procedures, and common to soldiers in skill levels 2, 3, and 4.
similar references. d. U.S. Army Military Qualification Standards
b. One of the main tools for collective training (MQS). These are manuals of common tasks and skills
evaluation, one that provides feedback to and from for officers. Manual STP 21-II-MQS applies to the grades
everyone, is the After Action Review (AAR). During the of LT and CPT, while STP-21-III-MQS applies to MAJ
review, the participants themselves analyze what and LTC grades. There are also Branch Specific MQS
happened, why, and how it could have been done better. Manuals.

e. Mission Training Plan (MTP). An MTP provides a 5-13. Advisory and training resources
descriptive mission-oriented program for training the unit a. Readiness Groups (RG) are AC organizations,
to perform its critical wartime mission. subordinate to a CONUSA, who provide external
f. How-To-Fight and How-To-Support Manuals. assistance and advice to Army Reserve and National
These manuals explain how to fight the air-land battle, Guard units. The RGs provide branch/functional area;
describing battle and battle support doctrine. doctrinal/technical; strength maintenance; and readiness,
Commanders use the manuals to help plan and execute mobilization, and deployment assistance through four
operations and training activities. sections:
g. Extension Training Materials (ETM) Catalogs. (1) Operations and Training Section: Coordinates
The ETM catalogs list ETM that supports training in all RG Team visits. Develops and conducts training and
units, including field manuals, training devices, TEC training management programs and courses. Conducts
lessons, and videotapes. These DA Pamphlet 350-series mobilization/deployment instruction and assistance and
catalogs are referenced by the table of organization and coordinates Army Domestic Emergency Plans for the
equipment (TOE) units that use the same ARTEP. The reserves.
DA Pam 350-100 supports TDA organizations and (2) Branch Assistance Teams: Assist, advise, and
education centers. These pamphlets provide a instruct in all aspects of branch (less Aviation) doctrine,
consolidated list of the ETM supporting individual techniques, and training.
training as well. (3) Functional Teams: Assist, advise, and instruct
in all aspects of unit administration, personnel
5-12. Training aids, devices, simulators and management, finance, postal operations, food service
simulations (TADSS)/Visual Information (VI) activities, and supply and property accountability
a. Training and Audiovisual Materials. Learning functions.
Centers get most of their training and audiovisual b. Aviation Readiness Groups (ARGs) are Aviation
materials from their Training Support Center (TSC). The Branch Assistance Teams (BAT) consolidated from
TSCs can usually supply, on either short or long-term Readiness Group (RG) aviation personnel and equipment
loan, the following items: assets. Their function is similar to other RG BAT,
providing aviation-unique doctrinal, operational,
TADSS VI administrative, training, logistical, and technical
§ Training aids § TEC projectors assistance, and elements of non-aviation units. However,
§ Training devices § Portable screens they are separate organizations reporting directly to a
§ Cassette players § Video monitors CONUSA HQ. The ARG Teams assess aviation
§ Subcaliber devices § Motion readiness, identify weaknesses, and assist commanders in
pictures/projectors developing Yearly Training Plans (YTP) and other
§ Battle simulations § Slide or graph projectors activities. They also coordinate aviation branch and other
§ Engagement simulations § Video/Audio tapes functionally-oriented assistance from other sources, such
§ Opposing Forces (OPFOR)
materialsTelevision trainers as service schools, USAR schools, and technical agencies.
§ Multiple Integrated Laser They provide liaison to CONUSA, FORSCOM, other
Engagement System (MILES) MACOM, and HQDA.
c. Resident Training Detachments (RTDs) are also
b. Graphic Training Aids (GTA). The GTAs come in AC organizations that provide external assistance and
a variety of sizes, shapes, and formats, such as charts, advice to priority USAR units. These detachments focus
show cards, booklets, decals, posters, games, and even on a specific unit for assistance. They are collocated or
decks of cards. Those printed as charts are also produced stationed close to the supported unit and may be under the
as 35mm slides and graphs. command of an RG or an AC unit associated with the
c. Training Devices. Garrisons and other training supported USAR unit.
areas use training devices to help achieve and maintain d. Regional Training Teams (RTTs) are a third type of
individual and collective proficiency at reduced costs. AC organization with the mission of providing advice and
Some devices are MOS-unique; others are for general use. assistance to USAR units. These teams are extensions of
Commanders and staffs should publicize and facilitate the the RGs and their mission is to assist specific types of
use of these devices. high priority units in a geographic area. These AC teams
d. The TSCs have catalogs available that contain the primarily assist the multi-disciplined combat
TADSS and VI available to you as a supported unit. support/combat service support (CS/CSS) units where the
Additionally, your supporting TSC should acquire, either dedication of an RTD would not be practical.
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.

e. Senior Army Advisers (SRAAs) are AC MSC (b) Sustainment training focuses on requirements
personnel who advise and assist USAR units in all aspects identified by the commander in the unit’s METL.
of military endeavor. They provide the benefit of their Training is tailored for each unit and is conducted entirely
knowledge, expertise, and experience in doctrine, policy, in a field environment.
procedures, and technology. The SRAA personnel may (c) Mobile Training Teams are available to
visit USAR units during scheduled training periods or commanders who have identified training requirements.
when only full-time personnel are available. They are one (d) The RTS-MEDs are responsible for providing
of the MSC commander’s most valuable assets, providing direct support (DS) biomedical maintenance support for
USAR commanders with a wealth of advice and all USAR medical units within their geographical area of
assistance. operation.
f. Mobile Training Teams (MTTs) are special purpose (e) Central locations for TRI-SERVICE education
teams, selected from assets outside the chain-of-command programs. The AC and RC of all services receive training
(AC or RC), designed to assist USAR units in specific at the RTS-MEDs.
areas of training. The MTTs provide instruction and i. The USAR training institutions that conduct
training primarily to train the trainer. The MTTs will not individual training include USAR Noncommissioned
provide players, evaluators, personnel or equipment Officer Academies; USAR Forces Schools (USARF); and
augmentation, new equipment training, validation, or any Regional Training Sites-Maintenance (RTS-M). As part
other support that does not directly involve instruction or of the Total Army School System (TASS), the USARF are
training designed to assist unit combat readiness training. being reorganized into Functional School Battalions.
Obtain MTT support through your chain-of-command to (1) The USAR NCOAs conduct training in PLDC,
MSC HQ. the common leader portion of BNCOC and ANCOC, and
g. Divisions (Exercise) are USAR TDA organizations the First Sergeant’s Course. When the course material is
that provide simulation supported Command and Staff available, the NCOAs will also teach the Senior NCO
Training Exercises for ARNG and USAR units. They Battle Staff Course. All NCOA courses are conducted in
plan, conduct, and assist in training exercises, including an ADT or AT status. The USAR NCOAs are at Fort
small unit collective training for combat, combat support, Dix, NJ; Fort McCoy, WI; Fort Chaffee, AR; and Fort
and combat service support units. Upon mobilization, Lewis, WA.
they also provide dedicated training assets to assist the (2) The RTS-Ms conduct refresher and
mobilization station commander in validating that sustainment training tailored to the needs of the unit
mobilized units are ready for deployment. commander. They also conduct the second phase of
h. Other collective training organizations are the selected MOS and Noncommissioned Officer Education
Regional Training Sites- Intelligence and Regional System (NCOES) courses. These courses are conducted
Training Sites - Medical. during both IDT and AT. The RTS-Ms are located at Fort
(1) Regional Training Sites - Intelligence (RTS-I) Devens, MA; Fort McCoy, WI; Fort Hood, TX; and Fort
provide a regional and national level unique military Indiantown Gap, PA. In addition, there are two very
intelligence (MI) training environment. They are specialized RTS-Ms (Hi-Tech), located at Tobyhanna
dedicated to supporting the training requirements of the Depot, PA (Army Materiel Ccommand unit) and
RC MI commands and units, as well as the enhancement Sacramento, CA (USARC unit).
of previously acquired technical or foreign language skills (3) The USARF schools are throughout the
of RC MI soldiers. The RTS-I combine full-time MI staff country. They conduct common leader training during
with state-of-the-art equipment and real-world working IDT in BNCOC/ANCOC. They also teach MOS
materials. Soldiers attend training in an IDT, AT, or reclassification courses, Combined Arms and Services
ADT status. The RTS-I are at Fort Dix, NJ; Fort Staff School (CAS3), and Command and General Staff
Sheridan, IL; Fort Gillem, GA; Fort Sam Houston, TX; Course (C&GSC). Most of these courses are in two
and Hamilton AFB, CA. phases. The student will normally attend Phase I during
(2) Regional Training Sites - Medical (RTS-MED) IDT, and then attend Phase II in ADT or as an alternate
are at Fort Devens, MA; Fort McCoy, WI; Fort Gordon, AT.
GA; Fort Chaffee, AR; and Camp Parks, CA. The ARNG (4) Your MSC will provide instructions to you on
operates two additional sites at Fort Indiantown Gap, PA; how to identify your training requirements and enroll your
and Camp Shelby, MS. The mission of the USARC soldiers in school. These procedures will require the use
RTS-MED sites is to prepare Deployable Medical Systems of both Center Level Application Software (CLAS) and
(DEPMEDS) equipped hospitals for war. The following Army Training Requirements and Resources System
programs are available to support this mission: (ATRRS) automated applications.
(a) New Equipment Training (NET) and Executive (5) The ATRRS is a database residing on a HQDA
New Equipment Training (EXNET) is the introduction of mainframe computer system. It helps manage the
medical unit personnel to the operation and maintenance Army’s school training. Access to the system is
of DEPMEDS and their associated items of equipment. controlled.

(a) The ATRRS allows you to determine the Chapter 6
availability of individual training for unit members. In Supply, Maintenance, and Facilities
addition, the system will allow the unit to make on-line
applications for training, confirm reservations and, upon 6-1. Supply
completion of training, confirm graduation. Access to To do a job right one must have the right equipment and
ATRRS is available at company/detachment level after tools. The Army has a system already in place to provide a
obtaining a logon ID and password. continuing source of proper items. Study the maintenance
(b) Army school systems use the ATRRS system to and supply system to ensure that you understand it. Put
demonstrate to their headquarters their ability to provide properly trained people in charge of it. To operate
training, to schedule classes, and as a system of record for smoothly and efficiently, materials have to be in the right
training conducted. Army staff agencies use the ATRRS place at the right time.
to determine the appropriate resources required by the a. Property, the essence of supply, is arranged by types
Army’s school systems to enable support of training to facilitate requisitioning, turn-in, and recording.
requirements. These training requirements are based in (1) Organization property includes all items
part on unit commander’s indication of need. The Army considered mission-essential. Examples include weapons,
then allocates quotas in ATRRS for training based upon vehicles, field equipment, and clothing.
available resources. (2) Installation property is considered on loan from
(6) Your chain-of-command, and staff personnel the installation to the unit. Examples include bedding,
from the USARF, will assist you in developing a training lockers, and office furniture.
strategy that makes the best use of all these training (3) The Support Installation (SI) normally issues
institutions. personal property (clothing) to enlisted personnel.
j. Staff visits are formal visits by higher headquarters’ (4) Real and installed property consists of
staff elements to provide supervision, guidance, and buildings and fixtures.
technical assistance in their functional areas. The staff b. The categories of property are:
visit normally generates a written “Trip Report” for the (1) Nonexpendable (*N). Items that are not
commander whose staff is visiting your unit. You may or consumed in use and retain their original identity during
may not be provided a copy of it. Whether your unit is use. Examples: weapons, vehicles, field equipment and
doing exceptionally well, is about average, or has clothing.
problems, your commander wants to know about it. (2) Expendable (*X). Items that are consumed in
use or that lose their identity in use and all items not
5-14. Training during mobilization consumed in use (with a unit price of less than $100) that
a. Assess your unit’s training plan using backward are not otherwise classified as nonexpendable or durable.
planning. Differentiate the tasks that can be taught at Examples include office supplies (paper, pencils, cleaning
home station from those that must be conducted supplies) and class IX repair parts.
elsewhere. Identify those mission critical tasks for which (3) Durable (*D). Items that are not consumed in
the unit must train at the mobilization station before use and do not require property book accountability, but
deployment. It is then possible to plan backwards from because of their unique characteristics require hand
the contingency area to the home station, to make the receipt control when issued to the user. Durable items
most effective use of the soldier’s and the unit’s time. include all hand tools in Federal Supply Classes (FSC)
The unit’s mobilization mission should drive the training 5100 and 5200 series with a unit price greater than $5.00;
being scheduled. nonconsumable supply class VIII (medical) items not
b. In addition to time, there will be other constraints otherwise coded with an ARC of ‘N’on the Army Master
in the mobilization environment. All units may face Data File (AMDF); and commercial and fabricated items
shortages in expendables, such as ammunition. Unit similar to those items coded with an ARC of ‘D’in the
post-mobilization training schedules must recognize these AMDF.
constraints by identifying devices, simulators, and other
substitute materials. If resources are available, use them; 6-2. Supply records
if not, then use the simulators or devices. This approach a. You, as the unit commander, have command
to planning a post-mobilization training schedule is responsibility of all unit property. Command
mandatory. responsibility is the obligation to ensure the proper care,
c. During a crisis, unit deployment dates may be custody, and safekeeping of all government property
moved up. Therefore, you must establish within the command. You are responsible for ensuring
post-mobilization training priorities. Schedule the most that--
important tasks for training first, so that if deployment is (1) All authorized equipment is on hand or on
ordered early, the unit is more likely to have trained in request.
vital tasks. Again, use backward planning. (2) Supply personnel are properly trained.
(3) All property is inventoried every 18 months,
except for sensitive items which are inventoried quarterly.

(4) Excess property is reported for disposition or (8) Ensure you review and authenticate all requests
turned in. based on urgency of need designators (UND) A and B.
b. You should-- (9) Personally review and validate all open supply
(1) Appoint a property book officer. requests 1 year old or older.
(2) Develop a unit supply SOP. (10) Inventory all property not on hand receipt
(3) Determine through frequent inspections that annually. Provide hand receipt holders a schedule for
unit property is complete and serviceable. inventorying unit property and then ensure that hand
(4) Use FM 10-27-4 for additional guidance. receipt holders conduct the required inventories.
c. Operating procedures. e. Reports.
(1) Submit AT equipment requirements. (1) Make all required periodic status reports.
(2) Ensure that reports of survey are initiated and (2) Reconcile physical inventory results with
submitted on time. property accountable records. Initiate property accounting
(3) Requisition and turn-in supplies and adjustment documents, Statement of Charges/Cash
equipment. Collection Vouchers or Reports of Survey to account for
(4) Ensure that reported deficiencies are corrected lost, damaged, or destroyed government property. Turn in
promptly. excess equipment.
(5) Maintain individual clothing and equipment (3) Submit property gain and loss documents to
records, and conduct periodic showdown inspection of update Continuing Balance System-Expanded (CBS-X).
personal and organizational clothing and equipment (4) Post adjustment document changes to the
issued to your unit. property book.
(6) Ensure that supply related documents in the f. Hand receipts.
mobilization logistics data file are kept current and (1) Assign property responsibility for all unit
accurate. property via hand receipts. Issue nonexpendable and
(7) Ensure the security of all property of the unit, durable items on DA Form 2062.
whether in use or in storage. (2) Document the issue of components of sets, kits,
(8) Enforce all security, safety, and accounting and outfits (SKOs) and other end items using component
requirements. hand receipts, hand receipt shortage annexes, or aircraft
(9) Implement a strong unit supply discipline inventory records, as applicable.
program. The AR 710-2, appendix B can provide (3) Inventory hand receipts annually or at the
assistance. frequency directed by the property book officer (PBO) and
d. Property book. upon change of the hand receipt holder. Inventory must
(1) Ensure establishment and correct maintenance include components of SKOs and other end items.
of all required property accountable records. The AR g. Organizational clothing and individual equipment
710-2 and DA Pam 710-2-1 can identify all actions (OCIE) and personal clothing.
required. (1) Issue OCIE on DA Forms 3645 and 3645-1,
(2) Ensure preparation of property book pages for and personal clothing on DA Form 4886.
all category ‘N’items listed in authorization documents to (2) Conduct annual inspections to ensure that
include common table of allowances (CTAs). soldier’s authorized OCIE and personal clothing is on
(3) Ensure all modified table of organization and hand and serviceable.
equipment/table of distribution and allowances (3) Ensure that exchange of personal clothing for
(MTOE/TDA) authorized items are on hand or on USAR personnel meets the 3-year usage criteria. Approve
requisition. Cross-check MTOE/TDA Equipment exchange or replacement of personal clothing only when
Requirement Codes (ERCs) with inventory to ensure the item becomes unserviceable due to fair wear and tear
accuracy of Unit Status Report (USR). or due to size change.
(4) Conduct a physical inventory of unit property h. Repair parts.
jointly with the former commander before assuming (1) Ensure repair parts on the unit’s prescribed
command and as often as directed by your commander. load list (PLL) consist only of demand-supported and
SEE IT BEFORE YOU SIGN FOR IT!! Initial Mandatory Parts List (IMPL) items or Support List
(5) Report excess to the next higher headquarters Allowance Card (SLAC) deck parts. All non-demand
immediately. supported items must be approved by the first general
(6) Conduct a special inventory on specific items officer staff level.
as necessary, such as weapons, ammunition, hand tools, (2) Conduct periodic inventory of repair parts.
and sensitive items. Initiate turn-in action on unauthorized/excess repair parts.
(7) Furnish the supporting installation copies of i. Storage and security of supplies and equipment
shipping documents for items received direct from the (other than arms and ammunition).
wholesale system.

(1) Ensure that necessary storage capability exists 6-4. Facilities management
to accommodate unit MTOE/TDA authorization a. The senior officer of the units assigned to a facility
equipment. is usually the USAR center commander. As unit
(2) Ensure that unit equipment is stored properly; commanders, you must coordinate with him/her for
that storage areas are neat and orderly; and that storage facility use, management, and support. You should
facilities meet minimum structural requirements. coordinate job order requests through the reserve center
(3) Conduct periodic inspections of the supply commander or facilities manager.
room, motor pool, and POL storage area. b. As the USAR center commander or facilities
j. Vehicles. manager, you should:
(1) Establish procedures to ensure that vehicles are (1) Practice energy conservation. Prepare an
used for official purposes only and check this periodically. energy conservation contingency plan for your USAR
(2) Ensure that vehicles are properly secured when center. If possible, consolidate full-time personnel into
not in use. areas that can be separately heated or cooled to save such
k. Automation. costs in the rest of the facility.
(1) Maximize automation systems to manage (2) At the completion of a Unit Training
logistics data. Assembly/Multiple Unit Training Assembly
(2) Keep qualified operators for tactical computer (UTA/MUTA), make a security check; give particular
systems. attention to the arms room. Check that windows are
closed and locked; that no fire hazards exist; that lights
6-3. Maintenance are off; and that the heat/air conditioning is properly
a. You, as commanders at all levels are responsible for adjusted. Ensure completion of custodial services. Notify
the maintenance of your equipment and material. Make your local law enforcement/police department of when the
preventive maintenance a “number one” priority. facility is open or closed.
(1) Assign maintenance responsibilities for (3) Ensure compliance with the environmental
organizational equipment to specific individuals (i.e., control program. When conducting training away from
hand receipt down to the user level) and hold them the USAR center, seek assistance from the environmental
accountable. action coordinator (EAC) at the next higher headquarters.
(2) Issue only serviceable equipment to the unit
and ensure it is properly used and maintained by the unit. 6-5. Dining facility
Prevent the abuse of equipment. Investigate any abuses. Good food helps build morale. Poorly prepared food and
(3) Ensure that unit organizational maintenance unsanitary conditions can neutralize a unit as effectively
personnel are MOS-qualified and that they both have and as a successful enemy attack. If you are responsible for
use current TMs and publications. Additionally, ensure feeding soldiers, appoint a unit food services officer to
that they keep their proficiency by performing assist you in overseeing the food service program. Also,
maintenance on at least 20% of your equipment (by type). appoint a sanitation team to strictly enforce food service
(4) Use all available technical assistance to sanitation policies and procedures when meals are
maintain your equipment at or above the DA readiness prepared and served in the field. The FM 10-23-1,
goal. The AMSAs can provide hands-on technical Commander’s Guide to Food Service Operations, covers
maintenance assistance, when needed. Request any food service duties and responsibilities when operating a
TAMMS records assistance from your chain-of-command. garrison dining facility or field kitchen. The AR 30-1
For aircraft assistance, contact your Aviation Support contains garrison food service policies and procedures
Facility (ASF). Try to forecast your unit’s needs. Advise while the requirements of AR 30-21 apply to the Army
higher commanders of equipment replacement and Field Feeding System (AFFS). The USARC Supplement
maintenance support requirements. 1 to AR 30-1 contains guidance for the management of
b. Train equipment operators to maintain their USAR food service operations and clarifies USAR policies
equipment for garrison and field. Provide adequate time and procedures.
on the training schedule to conduct PMCS on all a. Food service in general. Your support of garrison
equipment. or field food service operations is critical in ensuring that
c. Initiate a Unit Maintenance Management System your soldiers receive quality food service.
(UMMS) training package to increase unit maintenance (1) Check kitchen and dining areas for cleanliness,
efficiency. Obtain UMMS Training Circular 43-35 subsistence accountability, and sanitation requirements.
(12/88) through pinpoint distribution. (2) Ensure the headcounter accounts for all diners
d. Conduct command inspections and provide timely who eat and that cash and cash collection sheets are
and comprehensive feedback to subordinate commanders. handled properly.
Ensure that maintenance records, TAMMS reports, and (3) Ensure completion of all necessary documents
especially the Unit Status Report, are current and after the last meal is served for the day and that
accurate. subsistence headcount, cost, and promptly report strength
and feeder data to your MSC.

(4) Seek assistance from higher headquarters’food and safety. The Food Service Sergeant (FSS) and senior
service management personnel (food advisers and personnel should teach food sanitation. The unit FSS
supervisors). must administer mandatory sanitation training to the unit
(5) Ensure strict compliance with appendix K, during an IDT assembly, 60 days prior to departure for
USARC Supplement 1 to AR 30-1, whenever commercial AT.
subsistence procurement is required. c. Catered meals. The procedures for units to subsist
(6) Do not allow use of meal cards within the using catered meals are outlined in AR 30-1, with
USAR except for unusual circumstances as outlined USARC Supplement 1, appendix K. Contracts for catered
within AR 600-38, paragraph 3-9. meals should be flexible enough to meet the special needs
(7) Insist that higher headquarters annually review of each unit served. By regulation, the bottom line is that
unit food service records for both AT and IDT food payment for meals is based upon meals actually
service operations. consumed, not estimated. The written agreement between
b. Annual training (AT) food service. Annual the vendor and the unit should reflect any special
training can be conducted in a field duty status, non-field requirements (i.e., monthly/quarterly changes on number
duty status, or a combination of both. The duty status of requested meals) and the willingness of the vendor to
(field or non-field) determines the type of subsistence support the unit’s requirements. Whenever possible,
accounting system (garrison/IDTAS or field/AFFS) to use especially for small units, the cafeteria style facility is
during AT. The AR 30-21, paragraph 1-11, deals preferred, whereby the unit travels to the vendor for
exclusively with reserve component AT food service. The meals. Also remember that vendors have regulatory menu
type of accounting system used will determine whether the requirements for catered meals. Figure K-1 of USARC
Finance and Accounting Office (FAO), IAW AR 600-38, Supplement 1 to AR 30-1 outlines these requirements.
collects payment for meals from officers. The FAO These menus must be included within the vendor’s bid
recoups a portion of the basic allowance for subsistence solicitation to allow for determination of contracted meal
(BAS) for AC and AGR enlisted when these soldiers prices. Again, units are to pay for meals actually
attend AT with their assigned units. consumed, not the estimated number.
(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 Chapter 7
using the AFFS, FAO action is mandatory. Readiness
(2) The importance of discussing and determining
AT food service requirements during your pre-camp 7-1. Overview
conferences cannot be overstressed. a. The Army is responsible for providing an agile and
(a) What is the availability of food service support lethal force capable of executing the National Command
from the supporting AC installation? Strategies. To keep a finger on the pulse of America’s
(b) What is the installation Troop Issue Army, the Army, in conjunction with the Joint Chiefs of
Subsistance Activity (TISA) or ration breakdown point Staff, has established standards to measure the readiness
(RBP) issue cycle, i.e., request, issue, and turn-in of units. The standards, guidelines for determining
schedule? readiness and reporting procedures are in AR 220-1 and
(c) Have you consulted and/or requested the supplemented by FORSCOM Supplement 1.
support of a Food Management Assistance Team b. The U.S. Army Reserve units account for nearly
(FMAT)? 35% of the total Army force and the majority of the
(d) What are the installation veterinary service combat service support (CSS) units. With the current
requirements? trend towards greater dependence on the USAR to meet
(e) What are the installation’s requirements for the needs of the National Command Strategy, it is
disposal of trash and food waste, and environmental becoming increasingly more evident that the USAR CSS
concerns? units are vital in ensuring the Army can deploy and meet
(f) Have you planned for pre-AT training and operational requirements. With this in mind, it is
equipment support? For instance, only licensed soldiers imperative that USAR commanders report unit readiness
may operate field kitchen equipment. You may need to accurately and in a timely manner.
order spare parts for some equipment several months
before AT. Some installations require that vehicles 7-2. Responsibilities
transporting foodstuffs have complete canvas covers, and As unit commanders, you are responsible for the accurate
cannot be used for transporting certain other materials, and timely submission of your unit’s status report. You
such as petroleum products. should--
(3) Food service sanitation is of the utmost a. Comply with AR 220-1, paragraph 1-4e.
importance. Instruct all food service personnel in the b. Prepare their Unit Status Report (USR) IAW AR
principles and practices of preventing food-borne illness. 220-1 and FORSCOM Supplement 1 to AR 220-1.
They should receive continuous training in food sanitation

7-3. Unit Status Reports will not increase the vulnerability of the unit under most
The tool used for reporting unit level readiness to the envisioned operational scenarios. The unit would require
National Command Authority is the Unit Status Report, little, if any, compensation for deficiencies.
DA Form 2715. Reports submitted on DA Form 2715 c. C-3: The unit possesses the required resources and
satisfy the requirements of the Army portions of JCS is trained to undertake many, but not all, portions of the
Publication 1-03.3 and JCS Memorandum of Policy wartime mission(s) for which it is organized or designed.
(MOP) 11, as well as HQDA needs for timely operational The resource or training area status will result in a
and management information. The Unit Status Report significant decrease in flexibility for mission
provides unit data information, as well as data pertaining accomplishment and will increase the vulnerability of the
to personnel, equipment on hand (EOH), equipment unit under many, but not all, envisioned operational
serviceability (ES) and training. scenarios. The unit would require significant
a. “Unit data” includes information derived from the compensation for deficiencies.
unit’s permanent orders and constitute the base for which d. C-4: The unit requires additional resources or
the unit will report. “Unit data” includes such items as training to undertake its wartime mission(s); but it may be
the unit identification code (UIC), MTOE, effective date directed to undertake portions of its wartime mission(s)
(EDATE) of the MTOE and the Command and Control with resources on hand.
Number (CCNUM) of the MTOE. e. C-5: The unit is undergoing a service-directed
b. “Personnel data” portrays the percentage fill of the resource action and is not prepared, at this time, to
unit, based on the MTOE. The percentage fill considers undertake the wartime mission(s) for which it is organized
total assigned strength, available strength, military or designed. The C-5 units are restricted to the following:
operational skill qualifications, senior grade strength and (1) Units undergoing reorganization or major
personnel turnover rate. equipment conversion or transition.
c. “Equipment on hand (EOH)” bases figures on the (2) Units placed in cadre status by HQDA.
percentage fill based on the MTOE. The EOH data looks (3) Units which are being activated or reactivated.
at each LIN assigned to the MTOE and compares that (4) Units which are not manned or equipped, but
with the actual on-hand figure, thereby developing a level are required in the wartime structure.
for each. The EOH level is then based on the total (5) Units tasked as training units that are likely to
numbers of LINs at each level. be tasked to perform a wartime mission.
d. “Equipment serviceability (ES) levels” are (6) Units within 365 days of inactivation or that
calculated using fully mission capable (FMC) rates for all have drawn down to the point where the unit is no longer
equipment. Follow the procedures in AR 220-1, Unit capable of accomplishing its wartime mission(s).
Status Report, for calculating the various separate levels f. C-6: By-Service direction (HQDA), one or more of
and then determining your unit’s overall equipment the individual resource areas are not measured (for
serviceability level for readiness reporting. example, ES of a unit cannot be measured because
e. “Training readiness” is the one area of the USR that maintenance is performed by a civilian contractor or the
is purely subjective based on your judgment. The primary unit is an OPFOR unit at a Combat Training Center
purpose of the unit training level is to indicate the current (CTC), which has no organic reportable equipment). The
ability of the unit to perform assigned wartime missions. C-6 is not used as an overall category level.
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. Chapter 8
Mobilization
7-4. Readiness levels
AR 220-1 breaks down the readiness level or C-level as 8-1. Mobilization
follows: Mobilization is defined as the ordering of units and
a. C-1: The unit possesses the required resources and members to active duty in preparation for war or
is trained to undertake the full wartime mission(s) for operations other than war (OOTW).
which it is organized or designed. The resource and a. The possibility always exists for a unit to be
training area status will neither limit flexibility in mobilized. In a moment’s notice, it could be called to
methods of mission accomplishment nor increase active service. Can everyone in the unit respond to the
vulnerability of unit personnel and equipment. The unit call? Personnel depend upon you, the commander, to tell
does not require any compensation for deficiencies. them where to go, what to do, and when to do it. Be sure
b. C-2: The unit possesses the required resources and unit personnel are fully aware of all mobilization
is trained to undertake most of its wartime mission(s) for requirements. Develop a mobilization plan; it is a vital
which it is organized or designed. The resource and source of information in a time of crisis.
training area status may cause isolated decreases in b. As unit commander, you must be concerned with
flexibility in methods for mission accomplishment, but mobilization. You must be familiar with both FORSCOM

Reg 500-3-3, RC Unit Commander’s Handbook unit assemblies as authorized by the alert message to
(RCUCH), and the appropriate mobilization plans of accomplish the processing. Upon alert notification,
higher headquarters. immediately request your higher headquarters authorize
c. You need to appoint and train a mobilization officer bringing your key personnel on active duty prior to
and movement officer/NCO. You will need to work mobilization to expedite transition.
closely with both of these personnel in order to get the (2) Notify unit members of the alert as rapidly as
unit moving to the mobilization station. possible, consistent with security requirements, and
d. You should be familiar with the mobilization data implement applicable portions of the unit alert/assembly
that would directly affect your unit, such as those elements plans. Announce the unit assembly location to unit
listed below: members.
(1) Mobilization Date (MDATE). The day after (3) If previously designated by the MSC, appoint a
the official mobilization day (M-Day) the unit is projected Class “A” Agent (CAA) and/or Mobilization Purchasing
to mobilize. Authority (MPA) to be effective the date the unit is
(2) Mobilization Station (MS). The unit’s alerted. Have CAA and MPA kits preassembled and
assigned mobilization station/site. [NOTE: Unit ready to use IAW appendices B and C of FORSCOM Reg
commanders are required to visit their MS within 6 500-3-3, RCUCH.
months of taking command.] (4) Notify the Joint Uniform Military Pay
(3) Mobilization Day (M-Day). The day the System-RC input system by order or telephonically to
Secretary of Defense directs that mobilization commences, initiate conversion to active duty status.
based on a decision by the President, the Congress, or (5) Review and update the PTSR, FORSCOM
both. All mobilization planning is based on this date. Form 319-R.
(4) Ready-to-Load Date. The date a unit is b. Alert receipt acknowledgement. Unit members
projected as capable of departing home station. should report to home station or alternate assembly area
(5) Estimated Date of Departure (EDDA/EDDS). on the specified date. Those unable to report for any
A projected date after M-Day when a unit expects to reason must inform you, as the unit commander, or have
depart from the MS enroute to the port of embarkation someone report it by telephone or telegraph, so you know
(POE). Movement to an air POE is labeled EDDA; a sea before midnight on the date the unit enters on active duty.
POE is labeled EDDS. c. Your actions.
e. The information described in the preceding (1) Notify your MSC of the key personnel ordered
paragraph is available from your MSC, from the to active duty in advance of the unit to help prepare the
Mobilization Troop Basis Stationing Plan (MTBSP), and unit for active duty.
from FORSCOM Reg 500-3-3, RCUCH. (2) Terminate all excused absences to ensure
f. Become familiar enough with your unit attendance at home station on effective date of active duty.
mobilization file to be able to turn to all pertinent data (3) Order unit members to active duty.
upon request. Ensure that your unit mobilization file is (4) After receipt of the order to active duty, prepare
complete IAW higher headquarters and FORSCOM Reg and issue unit orders, by name, to all members of the unit.
500-3-3, RCUCH. You should also be familiar with the (a) Prepare unit orders in accordance with
MSC Mobilization Plan. List your next higher FORSCOM Reg 500-3-3.
headquarters and MSC points of contact and phone (b) Distribute orders in accordance with
numbers for mobilization. FORSCOM Reg 500-3-3, chapter 2, Phase II, Task 8.
g. Units must move to their mobilization stations, (5) Provide members with copies of orders as
complete administrative processing, and conduct critical quickly as possible. Each member is required to sign and
training required before deployment. Time is a constraint. date one copy to be filed in their MPRJ. Send by certified
Be sure to develop the post-mobilization training schedule mail, restricted delivery, with return receipt requested, if
during the long-range planning period. Coordinate this not given in person.
schedule with the mobilization station to resolve potential (6) Send the records of those not being mobilized
scheduling conflicts. Accomplish this coordination by to your MSC. Unit members awaiting IET will be
submitting a Post-mobilization Training and Support reassigned to training centers after the effective date of the
Requirements (PTSR) Report annually to your order to active duty.
mobilization station. (7) Notify your MSC of unit members on IET or
ADT. Process no prior service (NPS) personnel awaiting
8-2. Mobilization procedures IET or still at basic combat training (BCT) IAW Table
a. Alert Phase. 2-1, Rule 1, FORSCOM Reg 500-3-3.
(1) Authenticate the alert message with a return (8) Transfer individual records to the MSC for all
telephone call to higher headquarters. Begin “no show” personnel and those authorized a delay beyond
administrative processing as quickly as possible following the unit’s deployment date. Prepare individual summary
the alert order or call to active duty. Schedule additional statements for all “no shows” and put them in their
MPRJs.

(9) Review, amend as necessary, and forward the (18) Prepare OERs and NCOERs IAW ARs
Record of Emergency Data (DD Form 93) for each 623-105 and 623-205.
member IAW AR 600-8-1. (19) Prepare Change of Address Card (DA Form
(10) Notify members who could be authorized 3955) for all members.
individual travel to make their own arrangements to (20) Explain the required articles of the UCMJ to
comply with the reporting date at HS or MS as directed in all enlisted personnel IAW Article 137, UCMJ.
the orders. Members authorized individual travel at (21) Read and explain the Code of Conduct, AR
government expense are those who are authorized delayed 350-30, to all unit members.
entry or need to travel as individuals. Some categories (22) Conduct Subversion and Espionage Directed
are: Against the Army (SAEDA) briefing for all personnel and
(a) Sick/injured but able to travel. explain security requirements established for facilities and
(b) Granted delay in reporting for active duty. personnel.
(c) Ordered to active duty in advance of parent (23) Make final coordination for HS support plans:
unit. lodging, subsistence, POL, and maintenance.
(d) Located at a place other than permanent home (24) Prepare to physically inventory unit property
address and cannot meet unit’s movement timing. and to conduct a showdown inspection. Conduct
(e) Attached to other units for training purposes inventory and showdown inspection at the lowest possible
and who do not reside within commuting distance of hand receipt level or supervisory level.
HS/MS to which called or ordered to active duty. (25) Review and coordinate the Unit Mobilization
(11) Determine commuting distance by local Plan, the Unit Retrieval Plan, and the Automated Unit
practice such as distance, travel time, and available Equipment List.
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 Chapter 9
arriving when the normal duty begins. Medical
(12) Review rules which may require personnel
actions during mobilization processing and establish 9-l. General
personnel action procedures. As the commander, you are responsible for all aspects of
(13) Update security clearance roster for assigned health, wellness, and the enhancement of preventative
members, initiate required clearance requests not medicine measures in the unit. You can and should make
completed during planning phase, and conduct security command decisions concerning the health of the unit.
orientation briefing. Contact your regional security team
telephonically and request immediate security clearance 9-2. Emergency Medical System (EMS)
verification for AGR and AC personnel (MS will require a. An SOP should be in place to facilitate emergency
verification). The regional security team will provide medical care at each reserve center. This SOP should
guidance on procedures to follow if clearance requests address both routine and after duty hour procedures.
have not previously been processed or there are any other Telephone numbers of the area emergency medical
requirements. services and/or local hospitals should be readily available
(14) Delay. If necessary, use the delay and posted.
authorization letter in the format as shown in AR 610-25. b. If you are a remote site commander, you should
(15) Review or complete the application for consider alternative transport methods for soldiers
Dependent ID Cards (DD Form 1172) or issue the ID needing emergency medical care. Many local
Card (DD Form 1173) prior to departing for the MS if communities have established helicopter or air assets on
possible. The MSC DCSPER, through the RAPIDS call to support remote locations. Include telephone
terminal, can assist with this action. If not, provide the numbers and how to make appropriate requests in your
DD Form 1172 for issue of the DD Form 1173 from the SOP.
nearest military installation. If none are nearby, complete
DD Form 1173 at MS and mail it back to family 9-3. Sick call
members. (Follow the mail-in procedures given in a. Sick call hours will not be held during IDT
FORSCOM Reg 500-3-3.) assemblies. However, if a reservist becomes ill or injured
(16) Submit Post Office Change of Address Order while in a drill status and a military facility is within
(PS Form 3575) to Pinpoint Distribution, Baltimore MD commuting distance, the first sergeant/commander can
21220. provide the soldier with a DD Form 669, Sick Slip, and
(17) Prepare Duty Roster (DA Form 6) IAW AR refer the soldier for treatment. If the soldier requires
220-45. inpatient treatment, then transfer the soldier to the nearest
civilian facility or refer him/her to their family physician.

b. All AC and/or AGR soldiers are eligible to report 9-5. Immunizations and chemoprophylaxsis
for sick call at a military facility. These soldiers are Review individual immunization records to ensure
eligible for medical care based upon their active duty soldiers meet the requirements of AR 40-562, plus any
status. The first sergeant/commander or the individual’s additional immunizations required by the immediate
immediate supervisor can sign the sick slip. If any of mobilization scenario.
these individuals are determined to be medically a. Schedule administration of required immunizations
unsuitable for duty, they will be admitted to a Medical by appropriate medical units or facilities. Preventative
Treatment Facility (MTF) or confined to quarters. When medicine agencies maintain current health threat
local military facilities are not available, these soldiers assessments based on disease prevalence in specific
may seek treatment from civilian sources. The total cost geographical regions. Provide additional specific vaccines
for non-emergency medical treatment may not exceed to soldiers deploying to areas where there is an incidence
$500 without prior authorization from the supporting of disease and likelihood of exposure.
health service area MTF. b. Immunization/reimmunization requirements for AC
and RC soldiers are prescribed in AR 40-562.
9-4. Medical care entitlements Requirements differ based on the category of unit.
a. For weekend drills, reservists receive limited Specific categories are as follows:
military health care; their families receive none at all. (l) Personnel assigned to units with a latest arrival
b. If a unit member suffers an injury, you should date (LAD) of C to C+30. (C-day is defined as unnamed
initiate an informal investigation (known as a "line of day on which a deployment operation commences or is to
duty" (LOD) determination) and provide assistance to the commence.) These units are otherwise referred to as
soldier to gain medical treatment. If the investigation "alert forces."
determines the injury was incurred during training or in (2) Personnel assigned to units with a latest arrival
the line of duty, the military will pay for emergency date (LAD) of C+31 or later, referred to as “non-alert
medical treatment and follow-up. Should the soldier be forces.”
unable to perform his/her civilian job, he/she may be c. Medical personnel will document immunizations on
eligible for incapacitation pay. If the injury resulted from SF 601 in the soldier's health record and the member's
the member’s negligence or misconduct, care will not be PHS Form 731.
provided at the government’s expense.
c. Illnesses are different. If a reservist becomes ill 9-6. Physical examinations
while training on a weekend, a military hospital or clinic It is the responsibility of each individual reservist to
can treat the symptoms, but only for the period of training. maintain their medical fitness. This includes correcting
d. Dental care is provided only in an emergency, such remedial defects, avoiding harmful habits, and controlling
as an injury incurred in the line of duty. An example is weight. It also includes seeking medical advice when
breaking a tooth. All other dental problems require the their physical well-being is in question.
reservist to seek treatment from a civilian dentist, without a. All officers, warrant officers and enlisted personnel
financial help from the military. of the Army, regardless of component, require a periodic
e. Reservists are only authorized to receive care at medical examination. Army reservists require a medical
military clinics and hospitals during AT or extended examination every 5 years. Individuals who want to enter
active duty (more than 30 days). Family care is available; ADT or active duty may require additional physical
space permitting. Dental care is available as needed to examinations. As a commander, you can request a "fit for
prepare the soldier for deployment. duty" evaluation, if an individual service member’s
f. All AC/AGR soldiers are entitled to medical care at (SM’s) physical fitness is being evaluated.
Army expense. Care is provided at the nearest military b. Examinations may be done at Active Component
facility. Where there are no Federal MTFs, a civilian Army Medical Treatment Facilities (MTF), at Army
medical care provider may be chosen with authorization Reserve Medical Examination Facilities (MEF), or by a
from the immediate commander after determining that the contracted civilian physician.
total cost for the entire course of non-emergency medical c. Soldiers qualify for retention if they meet military
treatment for a specific condition will not exceed $500. standards (AR 40-50l). Refer soldiers who appear to be
The military will pay for emergency life-threatening medically unfit for a medical board (AC/AGR) or process
procedures without regard to dollar limitations. This also them for separation action (USAR).
applies to dental treatment for the AC/AGR soldier. d. The cardiovascular screening program (CVSP)
g. Once reservists are activated, the treatment they becomes a part of each soldier’s physical after reaching
and their families receive is the same as their active duty his/her 40th birthday.
counterparts. That equal benefit is in U.S. Code, Title l0. (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

physician for further diagnosis and treatment; schedule MOS, requires reclassification, should be placed in a
AC/AGR soldiers at an MTF for further diagnosis and probationary status for 6 months and then reevaluated, or
clearance. should be referred to a Medical Evaluation Board
(MEB)/Physical Evaluation Board (PEB).
9-7. Profiles g. The use of private physician sick slips as a
The physical profile serial system is based primarily upon temporary profile is authorized for our reservist personnel.
the function of body systems and their relation to military These profiles are only valid for 90 days. The note should
duties. state the reason for the excuse, any limitations, and the
a. The parts affected and the function involved are: expected duration. A military physician must confirm
(1) P - Physical capacity or stamina. conditions expected to last beyond 90 days or requests to
(2) U - Upper extremities. extend the excuses. This provides you the flexibility to
(3) L - Lower extremities. use valid documentation of illness/injury occurring
(4) H - Hearing and ears. between drill assemblies that affects the soldier’s duty
(5) E - Eyes. performance. However, as the commander, you should
(6) S - Psychiatric. refer soldiers with repetitive excuses for a fitness for duty
b. Four numerical designations are assigned for evaluation.
evaluating the individual’s capacity:
(1) 1 - Possesses a high level of medical fitness. 9-8. Preventative medicine issues
(2) 2 - An individual possesses some medical Preventative medicine measures (PMM) are simple,
condition or physical defect which may impose some common sense actions that any soldier can perform and
limitations on classification and assignment. every leader must know. Soldiers perform individual
(3) 3 - The individual has one or more medical preventive medicine measures. The chain-of-command
conditions or physical defects that require certain plans for and enforces PMM. Field sanitation teams train
assignment restrictions. The individual should receive soldiers in PMM and advise you on implementation of
assignments commensurate with his/her physical unit level PMM. As commanders, you should ensure the
capability for military duty. best and safest water, food, equipment, shelter, sanitation
(4) 4 - The individual has one or more medical and sleep possible under the circumstances of the mission
conditions or physical defects of such severity that for all the unit’s members.
performance of military duty must be drastically limited. a. Heat injuries.
c. Profiles may be permanent or temporary. (1) Work in high environmental temperatures can
(1) PERMANENT (P) - The medical condition or easily result in heat injuries that include heat cramps, heat
physical defect is not expected to change. Permanent 3 exhaustion, and heat stroke. All require medical
profiles and permanent 2 profiles requiring major treatment; however, heat stroke is a very serious injury
assignment limitations require the signatures of a that can result in permanent injuries and fatalities in
minimum of two profiling officers. many of those who receive even proper medical treatment.
(2) TEMPORARY (T) - The condition is (2) Use your medical subject matter experts and
considered temporary; the correction or treatment of the field sanitation team to train individuals and their leaders
condition is advisable; and correction usually will result in in the different types of heat injuries, their prevention,
a higher physical capacity. The "T" modifier is normally recognition, and treatment.
granted for 90 days. Temporary profiles not requiring (3) Obtain weather forecasts for the time and area
major assignment limitations require only the signature of of training, as it pertains to the projected missions.
one profiling officer. Remember to take sufficient water and enforce regular
d. Use DA Form 3349, Physical Profile, to record consumption to help prevent injury in a hot climate.
both permanent and temporary profiles. (4) Acclimate personnel by having them work
e. When issuing a permanent profile to a reservist, you through increasing activities and amounts in hot
must complete the DA Form 3349. As the commander, environmental temperatures.
you should assess the soldier’s capability of performing (5) Have a medical plan in case individuals require
their military duty. If the soldier requires a change in treatment for possible heat injuries. Watch them all for
MOS or duty assignment to one that is no longer available worsening conditions, which can be life threatening
within the unit, forward the soldier’s records to the should symptoms develop. When there is reason for
MACOM for consideration of a new assignment. Should concern, seek medical help early.
this not be possible, initiate separation action. (6) Obtain and use wet bulb globe dry temperature
f. An AGR soldier issued a permanent profile of "3" (WBGT) to determine permissible physical activities for a
or higher in one or more of the PULHES factors is given environment. Periodically monitor these values, as
mandatorily referred for evaluation to an MOS/Medical they change throughout the day.
Retention Board (MMRB). The MMRB determines if the (7) Recognize the risks posed by mission-oriented
soldier is fit to perform the duties of his/her primary protection posture (MOPP) gear and other equipment that

reduces the ability of the body to cool itself through the d. Ensure immunizations are current. Individuals
evaporative cooling of sweat. need to have health records posted and have an up-to-date
(8) Modify wear of the uniform to enhance loss of PHS Form 73l.
heat from the body and reduce its accumulation. e. Identify personnel who wear spectacles and/or
(9) Identify and modify training/activities for hearing aids. Require each soldier to provide a copy of
soldiers with a prior history of heat injury; those who are the latest civilian prescription for spectacles/hearing aid
ill; those who have become fatigued and sore from and file it in their medical record.
vigorous physical training and long work hours; or those f. Identify personnel requiring lens inserts for
who are taking medications. An individual with a protective masks. Personnel with biocular visual acuity of
hangover is susceptible to heat injury due to dehydration 20/70 or worse and riders of military vehicles with visual
and the associated insult of alcohol. acuity of 20/40 or worse must have lens inserts.
b. Cold injuries. g. Ensure personnel have a 60-day supply of
(1) Cold weather operations increase safety risks medications required for medical conditions/diseases.
and pose a significant threat for causing a serious injury. h. Recommend individuals with prosthetic devices
(2) Cold weather injuries can occur at relatively bring appropriate maintenance items and/or substitution
warm temperatures when the threat is not apparent. devices.
When immersed in water below a temperature of 68 i. Ensure all soldiers have complete dental health
degrees Fahrenheit, heat loss from the body begins to records. A panographic film (PANOREX) must be within
exceed the capacity to generate it and body temperature the dental record and a copy on file at the central storage
begins to fall. If immersed for a sufficient time period in facility. Have dental personnel evaluate any soldier
cold water, hypothermia develops. It can become rapidly wearing dental appliances/devices prior to deployment.
fatal if the temperature of the body drops sufficiently. j. Ensure screening of unit members at least every 24
Trenchfoot and immersion foot represent tissue damage months for HIV. Transfer individuals who are confirmed
associated with exposure of tissue to temperatures below HIV antibody positive to a non-deploying unit.
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 Chapter 10
of training and correlate with the intended missions. Safety
Determine and use wind-chill factors. Give proper
training and clothing to all soldiers involved. 10-1. General
(4) Rotate guards or other soldiers performing The Army’s policy is to minimize accidental loss of
inactive duties. personnel and other resources to provide more efficient
(5) Enforce individual preventive medicine use of resources and enhance combat readiness. Safety is
measures. Training in recognition of signs and symptoms a command responsibility in which every unit member
of cold injuries such as chilblain, frostbite, hypothermia, takes part. You should develop a safety program that will
immersion, and trenchfoot are essential. While some reduce accidents without adversely affecting the assigned
injuries are superficial and not serious enough to require mission or training. Review the following points.
evacuation, others can cause permanent injury or death.
(6) Regular water intake is essential in cold 10-2. Safety program
environmental conditions due to increased moisture losses Suggested steps to organize a good safety program:
through the lungs. a. Formulate a policy for accident prevention.
(7) Take specific measures to preserve body heat b. Integrate safety factors into all operations and
and maintain the effectiveness of protective clothing training activities.
throughout the entire mission. c. Appoint a unit safety officer to assist you.
(8) Identify soldiers who might have particular d. Request engineering revision to eliminate unsafe
susceptibility to cold injury, such as those having a tall design, hazardous layout, or inadequate maintenance of
and thin body build, circulatory problems, or previous facilities and equipment.
injuries and illness. e. Train personnel in safe habits, practices, and skills.
(9) Refer to USARC Pamphlet 385-1 for detailed Enforce all standards.
guidance on the prevention of cold weather injuries. f. Inaugurate remedial training programs for persons
involved in accidents.
9-9. Deployment preparedness g. Be responsive to unsafe acts and unsafe conditions
a. Schedule soldiers for periodic physicals. during all unit activities. Correct them immediately.
b. Soldiers over 40 must receive or have h. Develop a pre-accident plan that ensures immediate
documentation of additional cardiovascular screening. reporting and investigation of accidents, IAW AR 385-40
c. Ensure issue of Medical Warning Tags and that DA and higher headquarters’guidance.
Labels l62 are on health records. i. Appoint an officer to quickly investigate and
determine the causes of accidents and to make line of duty

determinations. Expeditiously report accidents to the next (4) Recovery, identification, registration, and
higher headquarters. disposal of the dead when serious health concerns exist.
j. Investigate minor accidents even when they do not (5) Monitoring and decontaminating radiological,
require an accident report. Correcting causes of minor chemical and biological effects, controlling contaminated
accidents may help prevent more serious accidents. Look areas, and reporting through national warning and hazard
for trends; e.g., same driver or same kind of equipment control systems.
failure. (6) Roadway movement control and planning.
k. Require unit officers and NCOs to implement (7) Safeguarding, collecting, and distributing food,
accident prevention measures, safety inspections, and essential supplies and material on the basis of critical
follow-up supervision on a regular basis. Spot check, priorities.
follow-up, then spot check again. (8) Damage assessment.
l. Ensure equipment/vehicle operators are properly (9) Interim emergency communications.
selected, trained, and licensed. (10) Facilitating the re-establishment of civil
government functions.
10-3. Risk management program c. Be cognizant of the funding and legal impacts in
Develop a risk management program to identify risks in providing immediate response. The USARC can provide
all activities; to assess the risk; to develop means to funding and/or legal advice without delay.
eliminate or control the risks; and to ensure risk decisions d. You should request that civil authorities reimburse
are made at the appropriate level of command. Risk DOD for support provided. However, do not delay or
management is the cornerstone of an effective safety deny immediate response because of the inability or
program and allows the commander to make informed unwillingness of the requester to reimburse DOD.
risk decisions. It also allows commanders to conduct high Accordingly, because FEMA is not obligated to reimburse
risk training while minimizing the risk of accidental DOD for support that it does not request or validate, the
injury or property damage. costs incurred in an immediate response may not be
reimbursed.
e. There are numerous legal issues to consider in
Chapter 11 providing immediate response. Application of common
Military Support to Civil Authority sense and good judgment will usually resolve most
situations and avoid legal difficulties. You should consult
11-1. Immediate response
with your servicing staff judge advocate or other
a. Immediate response is that action taken by a
appropriate legal advisers, if available, prior to providing
military commander or by responsible officials of other
immediate response.
DOD agencies to provide support to civil authorities to
(1) Consider the personal liability of the
save lives, prevent human suffering or mitigate great
commander for conduct that may damage property or
property damage when imminently serious conditions
injure persons. If the immediate response is beyond the
exist and time does not permit prior approval from higher
scope of the commander’s authority, then the commander
headquarters. The established procedures and guidance
may face personal liability for his/her actions.
for commanders to provide military support to civil
(2) Immediate response will not include the
authorities (MSCA) under the immediate response
performance of civil law enforcement functions. The
authority within the 48 contiguous states, District of
Posse Comitatus Act, U.S.C. Section 1385, prohibits
Columbia, Puerto Rico and the U.S. Virgin Islands are
enforcement of civilian laws.
summarized below.
f. As USAR commanders, you may provide immediate
b. Immediate response may include DOD assistance to
response when in an Active Duty (AD) or active duty for
civil agencies in meeting the following types of needs as
training (ADT) status. If you receive a request for
outlined in DODD 3025.1. As commanders, you need to
immediate response when your unit is not on AD or ADT
be aware that this is not a blanket provision to provide
status, you may place your unit on ADT status under the
assistance.
rescheduling of AR 140-1, paragraph 3-12. However, you
(1) Rescue, evacuation, and emergency medical
may not provide disaster assistance beyond the immediate
treatment of casualties, maintenance or restoration of
response conditions without approval from HQ, USARC.
emergency medical capabilities, and safeguarding the
public health.
11-2. Presidential disaster declaration procedures
(2) Emergency restoration of essential public
a. Prior to a Presidential disaster declaration.
services (including fire-fighting, water, communications,
(1) Military operations always have priority over
transportation, power, and fuel).
MSCA, unless otherwise directed by the Secretary of
(3) Emergency clearance of debris, rubble, and
Defense. As a commander or official acting under the
explosive ordnance from public facilities and other areas
immediate response authority of DODD 3025.1, you must
to permit rescue or movement of people and restoration of
consider the impact that providing immediate response
essential services.

would have on your military mission and the survival of organized under a TOE. The original certificate is
your unit. suitable for framing and prominent display within the
(2) Notify USARC, through your unit’s area.
chain-of-command to the Regional Support Command d. Coats of arms. The United States Army Institute of
(RSC) senior commander, by the most expeditious means, Heraldry uses the historical data provided by the
and seek USARC guidance for continuing assistance certificates in creating coats of arms displayed on unit
whenever DOD resources are committed under immediate colors and unit insignia worn on uniforms.
response circumstances. e. Written history. While Lineage and Honors
b. Following a Presidential disaster declaration. Certificates are not intended to be full histories of units,
(1) Whenever possible, route all requests from civil they do form the framework around which more complete
authorities for military support through FEMA for review histories can be written. The CMH pamphlet,
and authorization before providing the requested support. Organizational History: Its Preparation and Use,
Whenever military support is provided without direct suggests content and format for unit histories and provides
authorization or tasking by FEMA, seek approval from references and sources for information about Army
FEMA as soon as possible. You should submit the organizations.
authorization request through your chain-of-command to f. Ceremonies. The CMH furnishes other certificates
HQ, USARC for coordination and action. that assist in fostering esprit de corps--those for unit days,
(2) When requests from civilian authorities for special designations, and memorial awards.
immediate response occur after a Presidential disaster g. History files. Units down to the separate company,
declaration, route a request for approval through your troop, or battery are required to establish an
chain-of-command to FEMA (at the same time immediate Organizational History File for items such as unit
response is being provided) for FEMA to provide a histories, photographs, copies of lineage and honors
mission number and possible relief by other assets. 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
Chapter 12 inactivated.
Historical Programs h. Unit history has many uses. It can help you, the
commander, in inspiring members of the unit to excel in
12-1. Unit history
garrison or in the field. Heraldic symbols are tangible
Proud soldiers form the backbone of any successful
illustrations of a rich heritage. A sense of community
military organization. Skillfully used by the commander,
pride may even stem from an Army Reserve unit having
unit history can be most valuable in instilling a strong
been raised or having served in an area. Veterans use unit
sense of pride in the members of an Army Reserve unit.
history in reminiscing about their service with relatives
Because the use of incorrect history could damage the
and friends.
morale of a unit, determine the authenticity of existing
i. Your unit historical activities can be guided by
histories through careful examination before acceptance.
information available in AR 840-10, Flags and Guidons;
The Office of the Command Historian (OCH), USARC, is
AR 870-5, Military History Responsibilities, Policies, and
the best place to start your search for unit history.
Procedures; and AR 870-15, Army Art Collection
a. Historical documents. Many units, especially
Program.
smaller ones, have no written histories, but some
historical information about them is usually available.
12-2. Historical artifacts
Unit records, such as muster rolls, operations or
Historical artifacts can create a strong sense of kinship
after-action reports, morning reports, and other similar
with the unit’s past. In fact, displays of unit historical
documents can be invaluable for tracing a unit’s past.
artifacts may provide your soldiers continuity with
b. Heraldic symbols. The history of a unit manifests
military life in earlier times, as well as with the honored
itself in many ways other than in written form---tangibly
members and veterans of the unit. Some Army Reserve
in such symbols as flags, colors, and standards, streamers
units display objects related to their military history in
for campaigns and decorations, distinctive insignia,
trophy rooms, while others display their memorabilia in
shoulder sleeve insignia, and organizational historical
organized “historical holding” rooms.
property. For Army Reserve organizations, the lineage
a. Collection. As commanders of Army Reserve units,
and honors function is coordinated through the USARC
you should locate and identify historically significant and
Command Historian and performed by the Organizational
lineage-related artifacts of particular significance to your
History Branch, United States Army Center of Military
organizations. Acquiring and/or assembling a historical
History (CMH).
collection obligates not only you, but all successors as
c. Lineage and honors. The basic document showing
well, to preserve and employ the collection in the interest
a unit’s history is the official Lineage and Honors
of history, the Army, and the American people.
Certificate, which is prepared and issued by CMH to all
flag, color, and separate guidon-bearing units that are

b. Accessioning. The CMH must approve, in writing, the Army Weight Control Program. Review and test all
acquisition of historical artifacts by uncertified Army personnel to comply with established standards. Conduct
museums and historical holdings. You may maintain the weight control program safely and correctly IAW AR
historical collections under the custody of an Army 600-9. Take immediate action on those who fail to meet
historical holding recognized by the CMH. Establish program goals. Set the pace and the example.
accountability of historical artifacts within 24 hours of
receipt. The USARC OCH may provide assistance in 13-2. Total Army Performance Evaluation System
coordinating these matters. (TAPES)
c. Donations. Individuals, private associations and The Civil Service Reform Act of 1978 outlines specific
organizations, and municipal, state, and foreign guidance for federal employee training and job
governments may donate artifacts to Army museums. performance evaluation. Use TAPES as you supervise the
Complete DA Form 5572-R for such items, have the unit’s civilian employees. The unit’s civilian employee
donor or authorized representative sign the form, and program will succeed only when critical job elements and
maintain it in the historical holding files. performance standards follow the duties and
d. Accountability. Catalog each artifact within 30 responsibilities in employee job descriptions.
days on a DA Form 2609, which constitutes the primary
record of all historical artifacts, and send a copy to CMH. 13-3. Dedicated Procurement Program (DPP)
If you have historical holdings, conduct a biennial The DPP is a program initiated by Congress that
inventory of your collections in the odd-numbered years, specifically dedicates funds or equipment to the USAR to
using these property catalog cards. Send a statement that improve equipment-on-hand readiness of units. The
the inventory has been completed, together with an USARC DCSLOG serves as the executive agent and
explanation of any shortages or damages through the annually provides OCAR Logistics Division a listing of
chain-of-command to HQDA (DAMH-HSM). items to be procured. The Office of the Chief, Army
e. Transfers. You feel that your unit historical holding Reserve releases funds to the Army Materiel Command
facility should not or cannot accept custody of a historical and the Army Medical Materiel Agency who then execute
artifact, coordinate with the CMH for instructions. contracts for major end items and components (if
Contact the USARC OCH, for assistance with this type of applicable). Once items are procured, the MSCs are
action. Complete all transfers of this kind within 60 days. notified of any pending fieldings of items that they will
f. The artifact has unlimited power in teaching receive through this program. The MSC then informs
military history. Although historical holding area unit commanders of items that they will receive through
restrictions prohibit treating any subject in great depth, a this program. AR 700-140, Reserve Components
well-executed historical exhibit may stimulate the soldier Dedicated Equipment Distribution Program, contains
to learn more about the unit and the subject encountered additional information and special accounting
from available written history. On the other hand, some requirements.
of the artifacts seen in an exhibit may not actually broaden
the soldier’s knowledge but will reinforce and clarify what 13-4. Force modernization
is already known. a. Distribution, funding, documentation, fielding and
g. Additional guidance and procedures are available training of Force Modernization in the USAR remains a
from the following sources: management priority. Systems are fielded to the USAR as
(1) AR 870-20 Museums and Historical Artifacts “Total Package Fielding” and contain the end item,
(2) AR 735-5 Basic Policies and Procedures for support items, publications and essential training.
Property Accounting b. Force Modernization distribution plans are
(3) AR 1-100 Gifts and Donations 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
Chapter 13 take place in preparation for receipt of new equipment.
Special Interest Items Such activities should usually include unit commanders,
as they are the focal point for ensuring soldiers are
13-1. Physical fitness and weight control available for the new equipment training.
A basic element of readiness is the physical condition of
unit members. Place command emphasis on and take a 13-5. Order of Precedence of Awards & Decorations
personal interest in physical fitness. Enforce the tenets of See table 13-1 below.

13-6. Seven “Sins Of Leadership”
Table 13-1. Award and Decoration Precedence Stand in front of a mirror and try these on for size. These
PRECEDENCE AWARD seven “sins of leadership” cancel out cooperation.
1 Medal of Honor a. Trying to be liked rather than respected.
2 Distinguished Service Cross (1) Don’t accept favors from subordinates or do
Service Medal special favors trying to be liked.
3 Defense Distinguished Medal (2) Don’t substitute popular decisions for the right
ones.
4 Distinguished Service
(3) Don’t be soft about discipline.
5 Silver Star
(4) Don’t party or socialize with subordinates.
6 Defense Superior Service Medal (5) Have a sense of humor.
7 Legion of Merit b. Failing to ask subordinates for their advice and
8 Distinguished Flying Cross help.
9 Soldier’s Medal (1) Make them believe a problem is their problem,
10 Bronze Star Medal too.
11 Purple Heart (2) Encourage individual thinking.
12 Defense Meritorious Service (3) Make it easy for them to communicate their
Medal ideas to you.
13 Meritorious Service Medal (4) Follow through on their good ideas.
14 Air Medal c. Failing to develop a sense of responsibility in
15 Joint Service Commendation subordinates.
Medal (1) Allow freedom of expression.
16 Army Commendation Medal (2) Give each person a chance to learn his/her
17 Joint Service Achievement superior’s job.
18 Army Achievement Medal (3) When you give responsibility, give authority
19 POW/MIA Medal too.
20 Good Conduct Medal (4) Hold subordinates accountable for results.
d. Emphasizing rules rather than skill.
21 Army Reserve Components
(1) Give a person a job to do— and then let
Achievement
him/her do it.
22 Army of Occupation Medal
(2) Let soldiers improve their own job methods.
23 National Defense Service Medal e. Failing to keep criticism constructive.
24 Korean Service Medal (1) When something goes wrong, do you tend to
25 Antarctica Service Medal assume who’s at fault?
26 Armed Forces Expeditionary (2) Do your best to get all the facts first.
Medal (3) Do you control your temper?
27 Vietnam Service Medal (4) Do you praise before you criticize?
28 Southwest Asia Service Medal (5) Do you listen to both sides of a story?
29 Humanitarian Service Medal (6) Do you allow a person to retain dignity?
30 Armed Forces Reserve Medal (7) Do you suggest specific steps to prevent
31 NCO Professional Development recurrence of the mistake?
Ribbon (8) Do you forgive and forget?
32 Army Service Ribbon f. Not paying attention to soldier gripes and
33 Overseas Service Ribbon complaints.
34 Army Reserve Components (1) Make it easy for them to come to you.
Overseas Training Ribbon (2) Get rid of red tape.
35 United Nations Service Medal (3) Explain the grievance machinery.
36 Inter-American Defense Board (4) Help people voice their own complaints.
Medal (5) Always grant a hearing.
(6) Practice patience.
37 United Nations Medal
(7) Ask a complainer what he/she wants you to do.
38 Multinational Force and
(8) Don’t render a hasty or biased judgment.
Observers Medal
(9) Get all the facts.
39 Republic of Vietnam Campaign
(10) Let the complainer know what your decision
Medal
is.
40 Kuwait Liberation Medal (11) Double-check your results; learn from
mistakes.
(12) Be concerned.

g. Failure to keep soldiers informed. AR 140-185 (Army Reserve Training and Retirement
(1) Let people know where they stand with you. Point Credits and Unit Strength Accounting
(2) Praise people properly. Records). Cited in paras 3-8.
(3) Let your close assistants in on your plans early. AR 190-11 (Physical Security of Weapons, Ammunition
(4) Let people know as early as possible of changes and Explosives). Cited in para 4-2.
that will affect them. AR 190-14 (Carrying of Firearms and Use of Force for
(5) Let them know of changes that will NOT affect Law Enforcement and) Security Duties).
them about which they may worry. Cited in para 4-2.
AR 220-1 (Unit Status Reporting). Cited in paras 7-1,
13-7. Ten tips for commanders 7-2, 7-4.
As commanders, you hold the key to good relations. AR 360-81 (Command Information Program). Cited in
Maintaining good relations is an important element of para 3-19.
success. Its importance is evidenced by the number of AR 385-40 (Accident Reporting and Records). Cited in
books and articles that have been published about it. para 10-2.
Their contents, however, can be summed up in ten short AR 600-8-1 (Army Casualty and Memorial Affairs and
sentences: Line of Duty Investigations) Cited in para
a. Give clear directions— ahead of time. 8-2.
b. Never criticize within hearing of third parties. AR 600-9 (The Army Weight Control Program). Cited
c. Commend a soldier for a job well done. in para 13-1.
d. Speak politely to soldiers. AR 600-38 (The Mealcard Management System). Cited
e. Listen to them attentively without interrupting. in para 6-5.
f. Give top attention every day to any soldier AR 623-105 (Officer Evaluation Reporting System).
communications that require a reply. Cited in para 8-2c(18).
g. Exchange ideas with subordinates; enlist their AR 623-205 (Enlisted Evaluation Reporting System).
cooperation and suggestions toward developing better Cited in para 8-2c(18).
methods and procedures. AR 710-2 (Supply Policy Below Wholesale Level).
h. Within the limits of your responsibility, delegate as Cited in para 6-2.
much as you can.
i. Give every worker a chance to train for promotion. DA Pam (Consolidated Index Army Pubs and Forms).
j. Make all soldiers feel they belong and are valued 25-30 Cited in para 3-11.
members of your team. Allow them to learn from their DA Pam (Using Unit Supply System (Manual
mistakes. 710-2-1 Procedures)). Cited in para 6-2.
13-8. Handouts and lists FORSCOM (USAR Retention Program). Cited in para
The Army Reserve Readiness Training Center (ARRTC) Reg 140-4 3-2.
staff may give you, or provide upon request, the following FORSCOM (Specialized Training in FORSCOM Active
handouts and lists. Reg 350-3 Army and Reserve Component Units). Cited
a. Acronym and Abbreviation List. in para 8-2c(21).
b. Information about the Classes of Supply. FORSCOM (FORSCOM Mobilization and Planning
c. Supply Terminology. Reg Execution System (FORMDEPS) (Vol.
d. List of Commonly Used Forms. 500-3 -XX 1-10)). Cited in paras 3-5, 3-11, 8-1, 8-2.
e. Summary of OPMS-USAR. FORSCOM (Reserve Component Unit Commander’s
Reg 500-3-3 Handbook (RCUCH)). Cited in paras 8-1,
Appendix A 8-2.
FORSCOM (Index of FORSCOM Publications and
References
Pam 25-30 Blank Forms). Cited in para 3-11.
Section I USARC Pam (Index of USARC Publications and Blank
Required Publications 25-30 Forms). Cited in para 3-11.
AR 30-1 (The Army Food Service Program). Cited in USARC Pam (Joint Uniform Military Pay System -
para 6-5. 37-1 Reserve Components/Joint Service Software
AR (Military Pay and Allowances Procedures for (JUMPS-RC/JSS)). Cited in para 3-12.
37-104-10 Reserve Components of the Army FM 10-23-1 (Commander’s Guide to Food Service
(JUMPS-RC-Army)). Cited in para 3-12. Operations). Cited in para 6-5.
AR 40-501 (Standards of Medical Fitness). Cited in FM 25-101 (Battle Focus Training). Cited in para 5-8.
para 3-5.
AR 135-7 (Incentive Programs). Cited in para 3-12. TC 25-30 (A Leader’s Guide to Company Training
AR 140-1 (Mission, Organization and Training). Cited Meetings (Apr 94)). Cited in para 5-8.
in paras 3-8, 3-12, 11-1.

Section II AR 140-10 (Assignments, Attachments, Details,
Related Publications and Transfers)
AR 140-111 (Army Reserve Enlistment and
AR 1-100 (Gifts and Donations) Reenlistment)
AR 1-201 (Army Inspection Policy) AR 140-158 (Enlisted Personnel Classification,
AR 5-9 (Intraservice Support, Installation Promotion and Reduction)
Area Coordination) AR 140-192 (Organization, Training, Assignment
AR 11-1 (Command Logistics Review and Retention Criteria for Military
w/FORSCOM Program) Intelligence, Electronic Warfare, and
Suppl 1 Signal Security Units)
AR 11-7 (Internal Review and Audit AR 140-315 (Employment and Utilization of
Compliance) USAR Technicians)
AR 11-22 (Mutual Support and Equipment AR 165-1 (Duties of Chaplains and
Sharing Programs) Commanders Responsibilities)
AR 11-30 (Army CAPSTONE Program) AR 190-13 (The Army Physical Security
AR 20-1 (Inspector General Activities and Program)
w/FORSCOM Procedures) AR 190-40 (Serious Incident Report)
Suppl 1 w/USARC Suppl 1
AR 25-1 (The Army Information Resources AR 190-51 (Security of Unclassified Army
w/FORSCOM Management Program) Property (Sensitive and Nonsensitive))
Suppl 1 AR 215-1 (The Administration of Army Morale,
AR 25-11 (Record Communications and the Welfare, and Recreation Activities and
Privacy Communications System ) Nonappropriated Fund
AR 25-30 (The Army Integrated Publishing and Instrumentalities)
Printing Program) AR 215-5 (Nonappropriated Funds Accounting
AR 25-50 (Preparing Correspondence) Policy and Reporting Procedures)
AR 25-400-2 (Modern Army Records Keeping AR 335-15 (Management Information Control
System) System)
AR 30-18 (Army Troop Issue Subsistence AR 340-3 (Official Mail Cost Control Program)
Activity Operating Procedures) AR 350-1 (Army Training)
AR 36-2 (Audit Reports and Follow-up) AR 350-3 (Tactical Intelligence Readiness
AR 36-5 (Auditing Services in the Department Training)
of the Army) AR 350-17 (Noncommissioned Officer
AR 37-104-3 (Military Pay and Allowances Development Program)
Procedures Joint Uniform Military Pay AR 350-35 (Army Modernization Training)
System (JUMPS Army)) AR 350-41 (Training in Units)
AR 40-5 (Preventive Medicine) AR 385-10 (Army Safety Program)
AR 40-25 (Nutritional Allowances) AR 385-15 (Water Safety)
AR 58-1 (Management, Acquisition, and AR 385-30 (Safety Color Code Markings and
Administrative Use of Motor Signs)
Vehicles) AR 385-55 (Prevention of Motor Vehicle
AR 135-2 (Full-Time Support Program) Accidents)
AR 135-18 (The Active Guard/Reserve (AGR) AR 523-13 (The Army Terrorism Counteraction
Program) Program)
AR 135-91 (Service Obligations, Methods of AR 600-8-3 (Unit Postal Operations)
Fulfillment, Participation AR 600-8-22 (Military Awards)
Requirements, and Enforcement AR 600-8-101 (Personnel Processing (In-and
Procedures) Out-and Mobilization Processing))
AR 135-133 (Ready Reserve Screening AR 600-8-104 (Military Personnel Information
Qualification Records System and Management/Records)
Change of Address Reports) AR 600-8-105 (Military Orders)
AR 135-155 (Promotion of Commissioned Officers AR 600-20 (Army Command Policy— Chapter 6:
and Warrant Officers other than Equal Opportunity in the Army)
AR 608-2 (Servicemen’s Group Life Insurance
General Officers) (SGLI), Veteran’s Group Life
AR 135-178 (Separation of Enlisted Personnel) Insurance (VGLI), US Govt Life
AR 135-180 (Qualifying Service for Retired Pay Insurance (USGLI), and National
Non-Regular Service) Service Life Insurance (NSLI))
AR 135-205 (Enlisted Personnel Management)

AR 601-210 (Regular Army and Army Reserve DA Pam 600-11 (Warrant Officer Professional
Enlistment Program) Development)
AR 611-101 (Commissioned Officer Specialty DA Pam 600-67 (Effective Writing for Army Leaders)
Classification System) DA Pam 672-5 (A Supervisor’s Guide to the Incentive
AR 611-112 (Manual of Warrant Officer MOSs) Award’s Program)
AR 611-201 (Enlisted Career Management Fields DA Pam 690-400 (Total Army Performance Evaluation
and MOSs) System (TAPES))
AR 612-11 (Army Sponsorship Program) DA Pam 700-142 (Instructions for Materiel Release,
AR 670-1 (Wear and Appearance of Army Fielding, and Transfer)
Uniforms and Insignia) DA Pam 738-750 (The Army Maintenance Management
AR 680-30 (Army Reserve Retirement Point System)
Credit System) DA Pam 750-1 (Maintenance Guide for Leaders)
AR 690-400 (Total Army Performance Evaluation
System) FORSCOM Reg (Force Modernization)
AR 700-4 (Logistics Assistance Program) 71-1 (with
AR 700-84 (Issue and Sale Of Personal Clothing) CONUSA & MSC
AR 700-138 (Army Logistics Readiness and suppls)
Sustainability) FORSCOM Reg (United States Army Reserve Forces
AR 700-142 (Materiel Release, Fielding, and 135-3 (USARF) Schools)
Transfer) FORSCOM Reg (USAR Training Divisions, USAR
AR 710-3 (Asset and Transaction Reporting 140-3 Training Brigades, and USAR
System) Reception Stations Training Policies)
AR 725-50 (Requisitioning, Receipt, and Issue FORSCOM Reg (USAR REQUEST)
System) 140-12
AR 735-5 (Policies and Procedures for Property FORSCOM Reg (Training Assessment Model)
Accountability) 220-3
AR 750-1 (Army Maintenance Policies) FORSCOM/ARNG (Training in America’s Army)
AR 840-10 (Flags and Guidons) Reg 350-2
AR 870-5 (Military History: Responsibilities, FORSCOM Reg (AC/RC Training Association
Policies, and Procedures) 350-4 Program)
AR 870-15 (Army Art Collection Program) FORSCOM Reg (Visits to FORSCOM Active
AR 870-20 (Museums and Historical Artifacts) 350-21 Component and Reserve Component
Installations, Centers, and Units)
DODD 3025.1 (Use of Military Resources During FORSCOM Reg (FORSCOM Safety Program)
Peacetime Civil Emergencies within 385-1
the United States, its Territories and FORSCOM Reg (USAR/USAREC Referral Program)
Possessions) 601-67
DA Pam 5-25 (Army Modernization Information FORSCOM Pam (Evaluation Guide)
Memorandum) 135-3
DA Pam 25-33 (STARPUBS)
DA Pam 135-2 (Briefing on Reemployment Rights of USARC Reg 25-1 (Information Resources Management
Members of the Army National Guard Program)
and the US Army Reserve) USARC Reg 140-3 (Processing Incapacitation Claims)
DA Pam 140-8 (Information Pamphlet for Career USARC Pam 20-1 (Readiness Workbook)
Development of Enlisted Members of USARC Pam 55-1 (Unit Movement Officer’s Handbook)
the USAR)
DA Pam 190-51 (Risk Analysis for Army Property) USARC Pam 385-1 (Prevention of Cold Weather Injuries)
DA Pam 360-829 (Total Army Readiness)
DA Pam 385-1 (Unit Safety Management) FM 10-14-1 (Commander’s Handbook for Property
DA Pam 570-560 (Staffing Guide for USAR Accountability at Unit Level)
Technicians) FM 10-25 (Preparation and Serving of Food in
DA Pam 600-2 (The Armed Forces Officer) the Garrison Dining Facility)
DA Pam 600-3 (Commissioned Officer Professional FM 19-30 (Physical Security)
Development and Utilization) FM 21-10 (Field Hygiene and Sanitation)
DA Pam 600-8 (Military Personnel Management and
Administrative Procedure)

Glossary
FM 21-20 (Physical Fitness Training)
FM 22-100 (Military Leadership) AAR ............... after action report
FM 22-101 (Leadership Counseling) AC.................. Active Component
FM 22-102 (Soldier Team Development) AD ................. active duty
FM 25-100 (Training the Force) ADARS .......... Automated Drill Attendance Reporting
FM 29-2 (Organization Maintenance Software
Operations) ADP ............... automated data processing
FM 43-5 (Unit Maintenance Operations) ADT ............... active duty for training
FM 100-5 (Operations (How to Fight)) AFFS.............. Army Field Feeding System
FM 101-5 (Staff Organizations and Operations) AGR ............... Active Guard/Reserve
ANCOC.......... Advanced Noncommissioned Officer
DODD 3025.1 Course
DODD 4525.6-M (DOD Postal Manual Vol. 2) AR.................. Army Regulation
ARG ............... Aviation Readiness Group
USPS Poster 103 (Mail Cost)
ARMS ............ Army Resource Management Survey
JFTR Vol. 1 (Joint Federal Travel Regulations - ARNG ............ Army National Guard
Uniformed Service Members) ART ............... Army Reserve Technician
ARTEP........... Army Training and Evaluation Program
STP 21-1-SMCT (Soldier’s Manual of Common Tasks, AT.................. annual training
Skill Level 1) ATRRS........... Army Training Requirements and
STP 21-24-SMCT (Soldier’s Manual of Common Tasks, Resources System
Skill Level 2, 3, and 4) BAQ ............... basic allowance for quarters
TC 22-6 (The Army Noncommissioned BAT ............... Branch Assistance Team
Officer’s Guide) BBS................ Bulletin Board System
TC 25-20 (Leader Guide to AAR (Oct 93)) BNCOC.......... Basic Noncommissioned Officer Course
CLRP.............. Command Logistics Review Program
CTA 8-100 (Army Medical Department CLRP-SPT...... Command Logistics Review
Expendable/Durable Items) Program-Special Projects Team
CTA 50-900 (Clothing and Individual Equipment CLRT ............. Command Logistics Review Team
(Active Component, Reserve CLRT-X ......... Command Logistics Review
Components, and DA Civilian Team-Expanded
Employees)) CMH .............. Center of Military History
CTA 50-909 (Field and Garrison Furnishings and CONUS .......... Continental United States
Equipment) CONUSA ....... Continental U.S. Army
CTA 50-970 (Expendable Items) CRI................. Command Readiness Inspection
CSS ................ combat service support
SB 10-263 (Fourteen Day US Army Reserve
CTA ............... common table of allowances
Component Menu)
CVSP ............. Cardiovascular Screening Program
SB 700-20 (DA Supply Bulletin)
DA ................. Department of Army
TM 10-412 (Armed Forces Recipe Service) DCSCOMPT .. Deputy Chief of Staff, Comptroller
TM 10-415 (Dining Facility Equipment: DCSIM........... Deputy Chief of Staff, Information
Operation and Operator Maintenance) Management
TM 38-L03-19 (Functional User’s Manual for DCSLOG........ Deputy Chief of Staff, Logistics
Standard Army Intermediate Level DCSPER......... Deputy Chief of Staff, Personnel
Supply Systems (SAILS)) DCSRM.......... Deputy Chief of Staff, Resource
TB MED 501 (Occupational And Environmental Management
Health, Hearing Conservation) DEPMEDS ..... Deployable Medical Systems
TB-MED-530 (Occupational and Environmental DJMS-RC ....... Defense Joint Military Pay
Health Food Service Sanitation) System-Reserve Component
DOD............... Department of Defense
EMS ............... Emergency Medical System
EOH ............... equipment on hand
ES .................. equipment serviceability

ETM............... extension training materiel OPFOR ...........opposing forces
ETS ................ expiration of term of service OPM ...............Office of Personnel and Management
FAO ............... Finance and Accounting Office OPMS .............Officer Personnel Management System
FEMA ............ Federal Emergency Management Agency POC ................point of contact
FM.................. Field Manual POE ................port of embarkation
FORSCOM ..... US Army Forces Command POL ................petroleum, oils, and lubricants
FTM ............... full-time manning PTSR ..............Post-Mobilization Training and Support
FTS ................ full-time support Requirements
FTUS.............. full-time unit support RCUCH...........Reserve Component Unit Commander’s
FY .................. fiscal year Handbook
HIV ................ Human Immunodeficiency Virus REQUEST ......Recruit Quota System
HQDA ............ Headquarters, Department of the Army RG ..................Readiness Group
HS .................. home station RTD................Resident Training Detachment
IDS................. Intrusion Detection System RTS-I..............Regional Training Site - Intelligence
IDT................. inactive duty training RTS-M............Regional Training Site - Maintenance
IDTAS............ Inactive Duty Training Accounting RTS-MED.......Regional Training Site - Medical
System SKO................sets, kits and outfits
IET ................. initial entry training SLAC..............Support List Allowance Card
IG ................... Inspector General SM..................soldier’s manual; service member
IRAC .............. Internal Review, Audit, and Compliance SMCT .............Soldier’s Manual of Common Tasks
LES ................ leave and earnings statement SOP ................standing operating procedure
LIN................. line item number SRAA .............Senior Army Adviser
LOD ............... line of duty SRIP ...............Selected Reserve Incentive Program
MACOM ........ Major U.S. Army Command STP.................Soldier Training Publication
MARKS.......... Modern Army Recordkeeping System STX ................Situational Training Exercise
METL............. Mission Essential Task List TADSS ...........Training aids, devices, simulators and
MI .................. military intelligence simulations
MMRB ........... MOS/Medical Retention Board TAM...............Training Assessment Model
MOS............... military occupational specialty TAMMS .........The Army Maintenance Management
MPRJ.............. Military Personnel Records Jacket System
MQS............... Military Qualification Standards TC ..................Training Circular
MS.................. mobilization station TDA................table of distribution and allowances
MSCA ............ Military Support to Civil Authority TEC ................Training Extension Course
MTF ............... Medical Treatment Facility TEWT.............Tactical Exercise Without Troops
MTOE ............ modification table of organization and TM..................Technical Manual; Training Manual
equipment TOE................table of organization and equipment
MTT............... mobile training team TSC ................Training Support Center
MSC ............... Major US Army Reserve Command UCMJ .............Uniform Code of Military Justice
MWR.............. morale, welfare and recreation UIC.................unit identification code
NAF ............... nonappropriated fund UPAR .............Unit Public Affairs Representative
NCO ............... noncommissioned officer USAR .............United States Army Reserve
NCOA ............ Noncommissioned Officer Academy USARC...........United States Army Reserve Command
NCOER .......... Noncommissioned Officer Evaluation USAREC.........United States Army Recruiting Command
Report USARF ...........United States Army Reserve Forces
OCAR............. Office of the Chief, Army Reserve School
OCH ............... Office of Command Historian USR ................Unit Status Report
OCIE .............. organizational clothing and individual UTA................Unit Training Assembly
equipment VI ...................visual information
OER ............... Officer Evaluation Report

United States Army Reserve Company Commander'S Handbook

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DEPARTMENT OF THE ARMY *USARC Pamphlet 350-1

HEADQUARTERS, UNITED STATES ARMY RESERVE COMMAND

CONTENTS (Listed by paragraph number) Chapter 3

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

Training management 5-1 Chapter 10

ii USARC Pamphlet 350-1

USARC Pamphlet 350-1 1

2 USARC Pamphlet 350-1

USARC Pamphlet 350-1 3

4 USARC Pamphlet 350-1

USARC Pamphlet 350-1 5

6 USARC Pamphlet 350-1

USARC Pamphlet 350-1 7

8 USARC Pamphlet 350-1

USARC Pamphlet 350-1 9

10 USARC Pamphlet 350-1

USARC Pamphlet 350-1 11

EVALUATION & ASSESSMENT

RELATIONSHIPS AMONG MISSIONS, METL, AND BATTLE TASKS

Figure 5-1. Training management cycle illustration

12 USARC Pamphlet 350-1

USARC Pamphlet 350-1 13

14 USARC Pamphlet 350-1

USARC Pamphlet 350-1 15

16 USARC Pamphlet 350-1

USARC Pamphlet 350-1 17

18 USARC Pamphlet 350-1

USARC Pamphlet 350-1 19

20 USARC Pamphlet 350-1

USARC Pamphlet 350-1 21

22 USARC Pamphlet 350-1

USARC Pamphlet 350-1 23

24 USARC Pamphlet 350-1

USARC Pamphlet 350-1 25

26 USARC Pamphlet 350-1

USARC Pamphlet 350-1 27

28 USARC Pamphlet 350-1

USARC Pamphlet 350-1 29

30 USARC Pamphlet 350-1

USARC Pamphlet 350-1 31

32 USARC Pamphlet 350-1

USARC Pamphlet 350-1 33

34 USARC Pamphlet 350-1

USARC Pamphlet 350-1 35

36 USARC Pamphlet 350-1

USARC Pamphlet 350-1 37

38 USARC Pamphlet 350-1

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