Bryan

The Locos were an extreme group of the Democratic Party that existed from 1835 until the mid-asses. ;The group was initially named the Equal Rights Party, and was made in New York City as a dissent against that city ordinary Democratic association Tammany Hall. All in all, Locos bolstered Andrew Jackson and Van Burden, and Were with the expectation of complimentary exchange, more noteworthy dissemination of specie, legitimate securities for worker's guilds and against paper cash, money related theory, and state banks. Specie Circular ; The Specie Circular, or Coinage Act, was an official request gave by U. S. President Andrew Jackson in 1836 and completed by succeeding President Martin Van Burden. ; The Act was a response to the developing worries about exorbitant hypotheses of land after the Indian evacuation, which was generally finished with delicate cash. Long Cabin battle, Tippecanoe and Tyler as well, ND the appointment of 1840 Tippecanoe and Tyler too was a mainstream and compelling effort tune of the Whig Partys bright Log Cabin crusade in the 1840 United States presidential [->l]election. Its verses sang the gestures of recognition of Whig up-and-comers William Henry Harrison (the legend of Tippecanoe) and John Tyler, while stigmatizing officeholder Democrat Martin Van Burden. ; The United States presidential appointment of 1 840 saw President Martin Van Burden battle for re-appointment against a financial downturn and a Whig Party brought together just because behind war saint William Henry [->garrison and his log receptacle crusade. Second Great Awakening ; The Second Great Awakening was a Protestant recovery development during the mid 1 ninth century in the United States.

Japanese Colonialism In Korea Essays - , Term Papers

Japanese Colonialism in Korea North and South Korea are countries that while loaded up with hatred for Japan have utilized the establishments that Japan laid during the provincial time frame to facilitate industrialization. Japan's colonization of Korea is basic in underezding what empowered Korea to industrialize in the period since 1961. Japan's program of provincial industrialization is novel in the world. Japan was the main colonizer to find different overwhelming industry is in its provinces. By 1945 the modern plants in Korea represented about a fourth of Japan's modern base. Japan's colonization of Korea was in this manner substantially more tantamount to the connection among England and Ireland then that of European colonization of Asia or Africa. Japan's push to make pioneer industry lead Japan to manufacture a tremendous system of railways, ports, and a arrangement of hydro-electric dams and overwhelming modern plants around the Yalu River in what is currently North Korea. The Japanese to encourage and deal with the industrialization of a state likewise set up a solid focal government. Despite the fact that Japan's pilgrim industrialism in Korea was focused on propelling Japanese arrangements and objectives and not those of the Korean masses; colonization left Korea with particular focal points over other creating nations toward the finish of World War Two. Korea was left with a base for industrializing, an elevated level of proficiency, involvement in present day business, and close connections to Japan. Japan's provincial substantial modern plants were found essentially around the Yalu River in North Korea. Due to this the North had an edge in industrialization. For a long time the North had the quickest development paces of the socialist nations, and its urban communities were comparable to those of Eastern Europe. It was not until the mid 1970's that the South outperformed the North in levels of industrialization. Since most of the overwhelming mechanical plants were either situated in North Korea or wrecked by the Korean War the foundation for industrialization that South Korea got from Japanese expansionism comprised for the most part of social changes. During expansionism Korea's people in expanding numbers moved to urban areas and became urbanized these new urbanites worked in processing plants and were utilized to the association of present day business. The Japanese likewise let few Koreans form into a semi-first class. Despite the fact that this gathering never held ground-breaking positions numerous of them were taught in Japanese schools, and turned out to be either included in the military or filled in as representatives, civil servants, legal advisors, and specialists. This first class gave a great part of the administration and system for post World War Two Korean Government in Korea. They had a private information on Japanese organizations, language, authoritative structure, what's more, government. The Korean elites that developed after the freedom of 1945 what's more, helped steer Korea's monetary approaches under Park Chung Hee had an cozy information on Japan. Some of them like Park had been taught in Japanese schools, some had worked for the Japanese, and almost all of them talked familiar Japanese. It was this closeness to Japan both geologically and socially that made it regular for the Koreans to utilize the Japanese model of industrialization when Japan's economy blasted in the 1960's and 1970's. The pioneers of Korea were irresolute about depending on Japan, on one hand they felt a significant regard for Japan and its triumphs and on the other a profound scorn for what Japan had done to Korea previously. However, Japan despite everything filled in as a model for Park Chung Hee who standardized relations with Japan in 1965 and turned to Japan for innovation, hardware, and a model for advancement. Some nationalistic Korean researchers state that Japan's expansionism eased back Korea's development by misusing Korea and upsetting its economy. Be that as it may, these perspectives on Korea disregard the essential job that Japan's approaches of mechanical expansionism played in permitting Korea to Industrialize during the 1960's. Japan's expansionism improved framework, urbanized the country, taught a significant part of the people, gave the pubic involvement in present day business, and instilled Korean elites in the Japanese language and culture. It was Korean elites history and close ties with Japan that made them turn normally to Japan to give an improvement model. Japan's heritage of imperialism in Korea is felt not just in the numerous graves and landmarks that confirm Japanese severity yet in addition

Metoidioplasty vs. Phalloplasty

Metoidioplasty vs. Phalloplasty Relationships LGBTQ Print How Metoidioplasty Gender Affirming Surgery Works The Difference Between a Metoidioplasty and a Phalloplasty By Elizabeth Boskey, PhD facebook twitter linkedin Elizabeth Boskey, PhD, MPH, CHES, is a social worker, adjunct lecturer, and expert writer in the field of sexually transmitted diseases. Learn about our editorial policy Elizabeth Boskey, PhD Updated on December 11, 2018 Oleksandra Korobova / Moment / Getty Images More in Relationships LGBTQ Spouses & Partners Violence and Abuse There are several types of gender affirming surgeries that are available to transgender men who want to undergo genital surgery, sometimes also known as bottom surgery. The 2015 U.S. Transgender Survey found that approximately 50 percent of men wanted or had undergone such surgery. Approximately half of those men were interested in a phalloplasty, the surgical creation of a penis using tissue from elsewhere on the body. The other half were interested in a metoidioplasty. How Metoidioplasty Works Metoidioplasty is the creation of a phallus (penis) from the hormonally-enlarged clitoris. The clitoris naturally enlarges when a man begins to take testosterone. A minimum of a year on testosterone is a requirement for all transmasculine genital surgeries. During a metoidioplasty, the clitoral ligaments are detached, which allows the clitoris to lengthen and drop into a position more similar to a natal phallus. On average, the created phallus is between 5 and 7 cm long, which may or not be sufficient to penetrate a partner sexually. (Depending on the man, this is not always a concern.)   A plastic surgeon then sculpts  the head of the clitoris to more closely resemble the glans penis. At the same time, the labia can be reshaped into a scrotum, with or without testicular prostheses. Metoidioplasty can be done either with or without urethral lengthening procedures. Urethral lengthening extends the urethra along the new phallus. Then, men are able to pee from their phallus. Being able to stand to pee is a major reason that men choose to undergo genital surgery. However, urethral lengthening does increase the risk of surgical complications. These complications are usually minor and can include dribbling or spraying during urination. They may also include urinary blockages or fistula. Metoidioplasty is usually considered to be a single-stage surgery. However, some men may require additional surgeries in order to achieve their desired results. Additional  surgeries may address either appearance or function. Metoidioplasty vs. Phalloplasty There are advantages and disadvantages to both metoidioplasty and phalloplasty. Therefore, its important for men to discuss their interests and priorities with their surgeon during the early consultation phase. Most men who choose metoidioplasty are quite happy with the outcome of their surgery. However, depending on surgical goals, as well as body composition and structure, it is not always the best choice. Some advantages of metoidioplasty over phalloplasty include: Shorter healing timeMore affordable surgeryLower complication rates, even with urethroplastyNo large scars that may be considered disfiguring or stigmatizing. (The scars left by the most common phalloplasty technique are both large and very recognizable to anyone who knows what to look for. For some men, that is not an issue. For others, it may be extremely uncomfortable.)The phallus created by metoidioplasty has natural erectile function, and there is no need for a penile prosthesis.Erotic sensitivity of the clitoris is maintained in the phallus. Some advantages of phalloplasty over metoidioplasty include: Patients are more likely to be able to sexually penetrate their partners if this is something of interest to them.The phallus is significantly larger than the one created through metoidioplasty.Some men feel that this surgery creates more natural looking genitalia. Choosing Phalloplasty After Metoidioplasty For men who initially choose metoidioplasty, it is possible to later undergo a phalloplasty. This is true regardless of whether the man chooses to have a urethral lengthening at the time of the procedure.   The reverse is not true. The procedure for embedding the clitoris in the penis during phalloplasty makes a later metoidioplasty impossible. Associated Abdominal and Genital Surgeries Transgender men seeking bottom surgery may also choose to undergo one or more associated surgeries.  Men who do not have any interest in carrying a pregnancy may choose to have a hysterectomy and ovariectomy. These procedures are abdominal surgeries used to remove the uterus and ovaries. For men who might want to have their own biological children but would find pregnancy dysphoric, gamete banking is an option. This needs to be done prior to ovariectomy and hysterectomy. Ideally, it should also be done before starting testosterone therapy, but that is not a requirement. Hysterectomy and ovariectomy are also options for individuals who do not want a phalloplasty or metoidioplasty but also do not want to worry about the possibility of cervical, uterine, or ovarian cancers later in life. Removing the uterus, cervix, and ovaries also removes the need for screening. Such screening can be very dysphoric for transgender men. Vaginectomy is the surgical removal of the vagina. Some surgeons who offer phalloplasty and/or metoidioplasty will offer this surgery as part of a single-stage reconstruction. Others prefer patients to have a vaginectomy in advance if that is something the patient wants. Of note,  some surgeons who perform transmasculine bottom surgeries do not offer vaginectomies and advise against them because of concerns about complications. The research literature is unclear about the risks of vaginectomies in transgender men. The outcome of such procedures is likely very closely related to the skills and experience of the surgeon. Outside the context of gender-affirming surgery, this procedure is primarily used to treat certain types of gynecologic cancer. As such, some plastic surgeons may refer patients interested in vaginectomy to a surgical gynecologist. What additional surgeries men choose  are a matter of both individual preference and the choice of surgeon.  For example, a surgeon who uses the vaginal lining to create the urethra in a phalloplasty will probably need the patient to undergo a vaginectomy either prior to or at the time of that surgery. On the other hand, a transgender man who wants to maintain the option to carry a pregnancy would not want to undergo any of these additional procedures. A Word From Verywell Decisions about whether or not to undergo gender-affirming surgeries are a personal choice. That includes both whether you want surgery and which procedures may be right for you. It can be helpful to discuss your goals and concerns for surgery with someone who is knowledgeable about the risks and benefits of the various options. This could include not just the surgeon but your therapist, and/or friends who have gone through a similar decision-making process. However, remember that different people have different motivations. The choices that make sense for a close friend may be different from the ones that make sense for you. In addition, the procedures offered by a particular surgeon may not be the ones you want. If that is the case, consider seeking out other options. They may not be the best doctor for you. Its never a bad idea to consider a second opinion, although getting one is not always a practical option. There are many areas of the country with no surgeons, or only one surgeon, performing these procedures.  Some of the big-name surgeons do offer phone or Skype consultations but be aware that you may have to pay out of pocket. The cost may not be reimbursable, and you may need to demonstrate your surgical eligibility  before they will discuss your case. Eligibility guidelines for genital surgeries generally include documentation of gender dysphoria, a minimum of 12 months on hormone therapy, and at least a year of living full time in the gender role you wish to surgically affirm. This is usually provided in the form of a letter from your hormone prescriber and one or two letters from behavioral health professionals.

The Battle Of The War During World War II - 862 Words

As the Allies were eager for the war in Europe to be over, they pursued a campaign of bombings. This was especially common in the industrial centers within German borders. Although the military leaders reiterated that the loss of live incurred due to the bombings and subsequent firestorms was within the necessities of war, it was still an unpopular strategy in the minds of many in western society. In addition to the air bombing that took place, the Allies also had ground forces within the Continent. Starting with the the attack on June 6, 1944 named Operation Overlord, the Allies began to make headway in regaining territory occupied by German forces. Operation Overlord, commonly referred to as D-Day, was a joint effort with both British and American forces that looked to take the beaches in Normandy France. Though this campaign resulted in a large casualty count, the Allies were able to retain the beaches, setting the stage for even greater numbers of land forces to enter into the European theater. The Allies had agreed that they did not want a repeat of the Great War. Germany would not be allowed to sue for peace, and only their unconditional surrender would end the fighting. It was with that in mind that the Allies marched into German territory. British and American forces closed in from the Western front, with Stalin’s Red Army from the East. As the Red army headed toward Warsaw, the British and American forces attempted to retake the system of bridges in North GermanShow MoreRelatedThe Battle Of Midway During World War II1285 Words   |  6 PagesIntroduction The Battle of Midway was a critical turning point of the war in the Pacific during World War II. Attribution to American success is in direct relation to their ability to conduct signal collection and crypto-analysis leading to the battle. The elimination of this capability from consideration during the preparation for this battle will drastically influence the outcome. Through critical reasoning and battle analysis, this paper will determine the level of effect of the capabilityRead MoreBattle Of Midway During World War II1168 Words   |  5 PagesBattle of Midway The Battle of Midway was a very important battle in the Second World War because it basically shaped out the war for the Allied Powers, as well as for the Axis Powers. This battle also happens to be one of the most important naval battle of the time. The Battle of Midway was a very important battle in the Pacific Ocean during World War II. The battle was between The United States of America and the Empire of Japan. This would be the second battle that would feature of the UnitedRead MoreThe Battle Of Midway During The World War II1967 Words   |  8 PagesThe battle of Midway was a Naval battle between the Japanese and the US that took place between the 4th and 7th of June 1942. The battle took place just off the coast of the Midway Islands which is known to be the midway point between Hawaii and Japan. This battle was the first naval battle in which the ships in combat never fired guns at or even saw each other. The battle was fought using aircraft taking off us Aircraft carriers who flew to the enemy ships and engaged them there. This battle is aRead MoreThe Battle At Midway During World War II2000 Words   |  8 PagesAbstract The battle at Midway was a pivotal moment in World War II. The United States Navy was in desperate need for victory, while the over-confident Japanese military force was riding on the tails of previous success. The U.S. gained intelligence and surprised the unsuspecting Japanese fleet. The battle was swift and just, with Japan sustaining a significant loss of life. Their loss of artillery, equipment and supplies proved to be unsurmountable. These losses led to a major shift in momentumRead MoreThe Battle Of Anzio During World War II3129 Words   |  13 PagesThe Battle of Anzio was a good plan executed poorly, which led to a stalemate resulting in one of the highest concentrations of field artillery in history. The Battle of Anzio or Operation Shingle would turn into a bloody stalemate lasting nearly four months. The Battle of Anzio happened during World War II. World War II was the largest, most destructive war ever fought. Fought all over the world, World War II resulted in an estimated fifty to seventy million deaths. (Gibson) World War II beganRead MoreThe Battle Of Midway During World War II Essay2032 Words   |  9 PagesThe Battle of Midway was fought from June 3rd to June 5th, 1942 between the Japanese and United States during World War II. The end result of this battle was the destruction of four Japanese carriers, two cruisers, three destroyers, and two-hundred and ninety-two aircraft by U.S. fighters and dive bombers. Conversely, the U.S. only lost a carrier, the USS Yorktown, a destroyer, the USS Hammann, and 145 aircraft. Unlike previous battles which were fought through traditional tactics, the Battle of MidwayRead MoreThe Battle Of Anzio During The World War II2160 Words   |  9 PagesIntroduction World War II was a large scale war including many countries such as Germany, America, and Italy. Its gruesome warfare ended in over sixty million casualties. The war began on September 1, 1939, and ended on September 2, 1945. Its origins can be found in Germany when Adolf Hitler launched an attack on Poland, which caused both Britain and France to enter into war with the Third Reich. At the time, Italy was aligned with Germany and many countries declared war on Italy in 1940. The UnitedRead MoreThe Battle Of The Trenches During World War II1999 Words   |  8 Pagesto describe life in the trenches during the first World War. Offensive advancements were quickly met with standoffs, leaving soldiers living in dirt holes in the ground for months at a time. To overcome the stalemates brought on by trench warfare in WWI, technological advances were made, such as poison gas, tanks, and machine guns, that have changed warfare even to this day. Trench warfare defined the first world war. Prior to the start of the â€Å"War to end all wars,† generals believed offensive attacksRead MoreThe Battle Of Moscow During World War II1018 Words   |  5 Pages Battle of Moscow By Tara Sanchez Submitted to Mrs. Susan Juza April 30, 2015Tara Sanchez Mrs.Juza World History 1 May 2015 The Battle of Moscow World War II was full of conflicts between countries all over the world. Although most people only know things about the holocaust or Hitler s affect on the World War II, there are other important events that have affected many countries. The Battle of Moscow was a major battle between the Soviet Union and Germany. Ironically, the SovietRead MoreThe Battle Of The Allied Powers During World War II1528 Words   |  7 PagesAt a time when the Allied powers had very little success in World War II, the idea of an amphibious landing was explored thoroughly and determined to be the only way to get a foothold into Hitler’s empire. The invasion was a bloody 3 day encounter on 5 beaches that resulted in an enormous exchange between Hitler and the Allies. Because of this, it gave a rise to the power to the Allies in Europe when D-day was victorious. From 1941-1944 the Allies goal was to defeat Germany first. For many months

Walmarts Financial Analysis - 1466 Words

WAL-MART 3 WAL-MART 4 Running head: WAL-MART 1 Wal-Mart Wal-Mart In 1962, Wal-Mart was built sometime by Sam Walton in Roger, Arkansas. Wal-Mart has 5,100 stores and clubs all over the United States and a sum of 8,300 units global. The company was able to employ something like over 2 million associates from all over the world and about 2.4 million in the United States. Wal-Marts average annual total income rate was somewhat in excess of 10% for the three years from the fiscal year that is ending 2009 to the fiscal year ending 2011 (Blanchard, 2008). Research shows that they also had what was known as a stock split of 100 %; Wal-Mart was able to see this split 12 times all through the eras of 1973 through 2002. They have received many awards and were categorized 5th in Fortune magazines Global Most Well-regarded All-Stars as the third most appreciated corporation in America (Wal-Mart, 2013) Profitability/Performance Every company for example Wal-Mart worries about its profitability. One of the most regularly utilized implements of financial ratio analysis is profitability ratios which are utilized to figure out the bottom line of the company. Profitability measures are vital to corporation managers and owners alike. If a small industry has outside stockholders who have put their own money into the corporation, the primary owner surely has to show profitability to those equity stockholders. (Blanchard, 2008) Gross Profit Margin The gross profit margin atShow MoreRelatedWalmarts Business Strategy and Financial Analysis3548 Words   |  14 Pagesalmost impossible for them not to pass on the increase in cost of production to the consumers. Another economic problem that whole world has been confronted with is the economic recession. Many companies had to downsize them in order to meet the financial costs. Wal-Mart is also troubled with this problem and we shall see as this paper proceeds how it came out of this problem. Unemployment is also one of the economic trends that have had an influence on Wal-Mart and many other retailers and businessesRead MoreAmerican Corporation Analysis1389 Words   |  6 PagesCorporation Analysis The purpose of this paper is for Team C to select an American Corporation to conduct a financial analysis. Team C has selected Walmart to conduct a comparative and ratio analysis to measure the company’s profitability and liquidity. Team C will use the following profitability ratios: earning per share, price earnings ratio, return on assets ratio, gross profit rate, asset turnover ratio, payout ratio and return on common stockholders’ equity ratio to analyze Walmart’s profitabilityRead MoreWalmart Swot Analysis1539 Words   |  7 Pages 3.4 SWOT Walmart’s supply chain management has proved to be very effective, which has led the company to success. This case study analyzes the company’s strengths and weaknesses, and factors in what threats they face, as well as what opportunities that they can exploit. 3.4.1 Strengths Walmart is a very powerful retail brand that represents affordability. Their number one strength is their efficient supply chain network. They offer â€Å"Everyday Low Prices† and have a consistent level of inventoryRead MoreEthics and Compliance Paper1621 Words   |  7 Pagescompanies who report its filing with the United States Securities and Exchange Commission. The purpose for writing about Walmart s Ethics and Compliance paper is to inform the reader about Walmart s important compliance processes. SEC filings, analysis of financial statements, requirement for certification and legal proceedings will be explained throughout further reading. Procedures for Ethical Behavior Walmart has an official statement of ethics which is meant to be applied to not only the associatesRead MoreWalmart. Background:. Walmart Is A Retail Corporation That1567 Words   |  7 Pagesto be one of the top retail industry companies to this day. Due to high competition in the retail industry in recent years, Walmart has bought an outdoor retail company based in Michigan called Moosejaw for $51 million. Per Cnet.com’s Ry Crist, â€Å"Walmart’s real interest here, though, would appear online. Moosejaw is an established e-commerce player in accessories and apparel--, which, a Walmart spokesperson pointed out, is now the No.1 category in digital commerce, according to ComScore.† (Crist, 2017)Read MoreDefining Walmarts Internal Business Process Improvements894 Words   |  4 PagesThe dominance of WalMarts (NYSE:WMT) in discount retailing is a direct result of their business process excellence in the areas of supply chain management (SCM), supply chain optimization (SCO) and logistics management with its suppliers and retailing operations globally. 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He employed a strategy obtaining goods at large discounts and charging high retail price to his customers. His objective was to maximize profit margins. (Walton Huey, 1993) Walmart’s vision continues this tactic today in offer the lowest price, trim costs to the bare minimum, and the search for new opportunities in the industry. Mr. Walton’s mission statement of â€Å"If we work together, we’ll lower the cost of living for everyone†¦we’llRead MoreInternal Analysis : The Boston Group Matrix1560 Words   |  7 Pages INTERNAL ANALYSIS (CH) The internal analysis focuses on the strengths and weaknesses inside a company or organization; it helps determine what the company is capable of. There are many tools that play a part of the internal analysis but the three main tools used in an internal analysis are the Boston Consulting Group Matrix, the Value Chain Analysis which includes primary activities and support activities inside the business. Another big part of the internal analysis is the Financial Ratio AnalysisRead MoreMonitoring Of Walmart Information Resources1379 Words   |  6 Pagescomply with Walmart’s policy concerning the use of information resources. Acknowledge that their activities may be subject to monitoring. Acknowledge that any detected misuse of Walmart information resources may be subject to disciplinary action and prosecution pursuant to the United States Criminal Code (Title 18 U.S.C.  § 1030). 12-3.3 User Monitoring Notification Where possible, users are notified by the display of an authorized Walmart warning banner that the information on Walmart’s networks and

Essay Paper Free Essays

Army Regulation 600–20 Personnel–General Army Command Policy Rapid Action Revision (RAR) Issue Date: 20 September 2012 Headquarters Department of the Army Washington, DC 18 March 2008 UNCLASSIFIED SUMMARY of CHANGE AR 600–20 Army Command Policy This rapid action revision, dated 20 September 2012-o Updates policy for the administration of unit command climate surveys: adds requirement for personnel equivalent to company level commanders; updates timelines to within 30 days (120 days for Army National Guard and U. S. Army Reserve) of assuming command, again at 6 months, and annually thereafter (paras 6-3i(13) and E-1a). We will write a custom essay sample on Essay Paper or any similar topic only for you Order Now Updates confidentiality procedures: adds exceptions to the confidentiality of survey responses; adds requirement to provide inconspicuous location to submit paper and pencil format; provides guidance on group versus individual reporting (para E-2). o Deletes the tools used for obtaining the command climate surveys (para E-5). o Adds requirement for survey administrator and data collector to protect respondent anonymity and results confidentiality; adds exceptions to the confidentiality of survey responses; prohibits collection of personally identifiable information (para E-7). o Makes administrative changes and updates paragraph titles (app E). o Note. Army Directive 2012-06, Centralized Selection List – Tour Length Policy for Command and Key Billets; Army Directive 2012-13, Policy and Implementing Guidance for Deployment Cycle Support; and ALARACT 007-2012, Sexual Harassment/Assault Response and Prevention (SHARP) Implementation Guidance will be incorporated in the next major revision. *Army Regulation 600–20 Headquarters Department of the Army Washington, DC 18 March 2008 Effective 18 April 2008 Personnel–General Army Command Policy History. This publication is a rapid action evision (RAR). This RAR is effective 20 September 2012. The portions affected by this RAR are listed in the summary of change. Summary. This regulation implements DODI 1332. 14 and DODI 1332. 30. It prescribes the policy and responsibility of command, which includes well-being of the force, military and personal discipline and conduct, the Army Equal Opportunity P rogram, Prevention of Sexual Harassment, and the Army Sexual Assault Prevention and Response Program. Applicability. This regulation applies to the Active Army, the Army National Guard/Army National Guard of the United States, and the U. S. Army Reserve, unless otherwise stated. During mobilization, the Contents proponent may modify chapters and policies contained in this regulation. Chapters 6 and 7 and appendixes E and F apply to Army National Guard Soldiers when on AD Title 10, for 30 days or more, and in all other cases, Army National Guard Soldiers are governed by NGR 600–21 and NGR 600–22. Portions of this regulation that prescribe specific conduct are punitive, and violations of these provisions may subject offenders to nonjudicial or judicial action under the Uniform Code of Military Justice. The equal opportunity terms found in the glossary are applicable only to uniformed personnel. AR 690–600 contains similar terms that are applicable to Department of Defense civilians. Proponent and exception authority. The proponent of this regulation is the Deputy Chief of Staff, G–1. The proponent has the authority to approve exceptions or waivers to this regulation that are consistent with controlling law and regulations. The proponent may delegate this approval authority, in writing, to a division chief within the proponent agency or its direct reporting unit or field operating gency, in the grade of colonel or the civilian equivalent. Activities may request a waiver to this regulation by providing justification that includes a full analysis of the expected benefits and must include formal review by the activity’s senior legal officer. All waiver requests will be endorsed by the commander or senior leader of the requesting activity and forwarded through their higher headquarters to the policy proponent. Refer to AR 2530 for specific guidance. Army management control process. This regulation does not contain management control provisions. Supplementation. Supplementation of this regulation and establishment of command and local forms are prohibited without prior approval from the Deputy Chief of Staff, G–1 (DAPE–HR–L), 300 Army Pentagon, Washington, DC 20310–0300. Suggested improvements. Users are invited to send comments and suggested improvements on DA Form 2028 (Recommended Changes to Publications and Blank Forms) directly to the Deputy Chief of Staff, G–1 (DAPE–HR–L), 300 Army Pentagon, Washington, DC 20310–0300. Distribution. Distribution of this publication is available in electronic media only and is intended for command levels A, B, C, D, and E for the Active Army, the Army National Guard/Army National Guard of the United States, and the U. S. Army Reserve. (Listed by paragraph and page number) Chapter 1 Introduction, page 1 Purpose †¢ 1–1, page 1 References †¢ 1–2, page 1 Explanation of abbreviations and terms †¢ 1–3, page 1 Responsibilities †¢ 1–4, page 1 Command †¢ 1–5, page 1 *This regulation supersedes AR 600–20, dated 7 June 2006. This edition publishes a rapid action revision of AR 600–20. AR 600–20 †¢ 18 March 2008/RAR 20 September 2012 UNCLASSIFIED i Contents—Continued Military grade and rank †¢ 1–6, page 2 Precedence between Soldiers and other Service members serving with the Army †¢ 1–7, page 4 Precedence between members of the Army and members of foreign military services serving with the Army †¢ 1–8, page 5 Chapter 2 Command Policies, page 6 Chain of command †¢ 2–1, page 6 Open door policies †¢ 2–2, page 6 Performance counseling †¢ 2–3, page 6 Staff or technical channels †¢ 2–4, page 6 Command of installations, activities, and units †¢ 2–5, page 6 Specialty immaterial commands †¢ 2–6, page 13 Designation of junior in the same grade to command †¢ 2–7, page 13 Death, disability, retirement, reassignment, or absence of the commander †¢ 2–8, page 14 Absence or disability of all officers of a unit †¢ 2–9, page 14 Emergency command †¢ 2–10, page 14 Functions of an individual in temporary command †¢ 2–11, page 14 Responsibility of successor †¢ 2–12, page 15 Separate commands of the U. S. Army serving together †¢ 2–13, page 15 Separate commands of the several military Services of the United States serving together †¢ 2–14, page 15 Ineligibility for command of post or activity †¢ 2–15, page 15 Restrictions †¢ 2–16, page 15 Relief for cause †¢ 2–17, page 16 Noncommissioned officer support channel †¢ 2–18, page 16 Precedence of relative grade, enlisted Soldiers †¢ 2–19, page 17 Date of rank, enlisted Soldiers †¢ 2–20, page 18 Chapter 3 Army Well-Being, page 19 General †¢ 3–1, page 19 Definition †¢ 3–2, page 20 Concept †¢ 3–3, page 20 The Well-being framework †¢ 3–4, page 20 Well-being strategic goals †¢ 3–5, page 21 Well-being end state †¢ 3–6, page 21 The Army Well-being strategic process †¢ 3–7, page 21 Responsibilities †¢ 3–8, page 22 Chapter 4 Military Discipline and Conduct, page 22 Military discipline †¢ 4–1, page 22 Obedience to orders †¢ 4–2, page 22 Military courtesy †¢ 4–3, page 22 Soldier conduct †¢ 4–4, page 23 Maintenance of order †¢ 4–5, page 23 Exercising military authority †¢ 4–6, page 23 Disciplinary powers of the commanding officer †¢ 4–7, page 23 Settlement of local accounts on change of station †¢ 4–8, page 24 Civil status of members of the Reserve component †¢ 4–9, page 24 Participation in support of civilian law enforcement agencies †¢ 4–10, page 24 Membership campaigns †¢ 4–11, page 24 Extremist organizations and activities †¢ 4–12, page 25 Army language policy †¢ 4–13, page 26 Relationships between Soldiers of different rank †¢ 4–14, page 26 ii AR 600–20 †¢ 18 March 2008 Contents—Continued Other prohibited relationships †¢ 4–15, page 27 Fraternization †¢ 4–16, page 27 Standards of conduct †¢ 4–17, page 27 Employment and volunteer work of spouse †¢ 4–18, page 27 Hazing †¢ 4–194–20, page 28 Informal funds †¢ 4–21, page 29 Misuse of Government travel charge cards †¢ 4–22, page 29 Domestic Violence Amendment to the Gun Control Act of 1968 †¢ 4–23, page 30 Chapter 5 Other Responsibilities of Command, page 32 General †¢ 5–1, page 32 Appearance before congressional committees †¢ 5–2, page 32 Political activities †¢ 5–3, page 32 Command aspects of medical care †¢ 5–4, page 34 Family care plans †¢ 5–5, page 36 Accommodating religious practices †¢ 5–6, page 40 Prohibition of military labor unions †¢ 5–7, page 44 Complaints or accusations against military personnel †¢ 5–8, page 45 On-post distribution of non-Government printed materials †¢ 5–9, page 46 The Total Army Family Program †¢ 5–10, page 47 Federal Parent Locator Service †¢ 5–11, page 48 Military Whistleblower Protection Act †¢ 5–12, page 48 Human relations readiness training †¢ 5–13, page 49 Unit memorial policy †¢ 5–14, page 49 Chapter 6 The Equal Opportunity Program in the Army, page 50 Purpose †¢ 6–1, page 50 Equal opportunity policy †¢ 6–2, page 50 Responsibilities †¢ 6–3, page 51 The Army’s Equal Opportunity Advisor of the Year Award †¢ 6–4, page 56 Staffing †¢ 6–5, page 56 Program manager/equal opportunity advisor selection and assignment policy †¢ 6–6, page 57 Attendance at the Defense Equal Opportunity Management Institute †¢ 6–7, page 58 Off-post activities, on-post activities, and off-limit actions †¢ 6–8, page 59 Procedures for processing equal opportunity complaints †¢ 6–9, page 60 Housing complaints †¢ 6–10, page 60 Evaluation reports †¢ 6–11, page 60 Civilian schooling †¢ 6–12, page 60 Legal assistance †¢ 6–13, page 60 Equal Opportunity Action Plans †¢ 6–14, page 60 Training †¢ 6–15, page 61 Authority to collect and maintain data †¢ 6–16, page 62 Narrative and statistical reports on EO progress †¢ 6–17, page 62 Training for civilian duty positions in the military Equal Opportunity Program at Defense Equal Opportunity Management Institute †¢ 6–18, page 62 Equal opportunity special/ethnic observances †¢ 6–19, page 63 Chapter 7 Prevention of Sexual Harassment, page 63 Overview †¢ 7–1, page 63 Chain of command responsibilities †¢ 7–2, page 64 Policy †¢ 7–3, page 64 Definition †¢ 7–4, page 64 AR 600–20 †¢ 18 March 2008 iii Contents—Continued Categories of sexual harassment †¢ 7–5, page 64 Types of sexual harassment †¢ 7–6, page 65 Techniques of dealing with sexual harassment †¢ 7–7, page 65 Training †¢ 7–8, page 65 Complaints †¢ 7–9, page 66 Chapter 8 Sexual Assault Prevention and Response Program, page 66 Purpose and goals of the program †¢ 8–1, page 66 Sexual assault policy †¢ 8–2, page 66 Victim Advocacy Program †¢ 8–3, page 66 Definitions †¢ 8–4, page 67 Responsibilities †¢ 8–5, page 67 Deployable sexual assault response coordinator and unit victim advocate selection criteria †¢ 8–6, page 77 Training †¢ 8–7, page 77 Appendixes A. References, page 79 B. Political Activities, page 88 C. Deleted, page 89 D. Equal opportunity/Sexual Harassment Complaint Processing System, page 90 E. Command Climate Survey, page 97 F. The Sexual Assault Review Board, page 98 G. Army Sexual Assault Prevention and Response Program Sexual Assault Victim Assistance Actions, page 99 H. Confidentiality/Restricted Reporting, page 100 I. Essential Training Tasks for a Sexual Assault Response Capability, page 102 J. Sexual Assault Forensic Exam, Collection, and Preservation of Evidence under Restricted Reporting, page 106 K. Sexual Assault Prevention and Response Program Assessment, page 108 Table List Table 1–1: Grades of rank, U. S. Army, page 3 Table 1–2: Comparable rank among the Services, page 5 Table 6–1: Special commemorations/ethnic observances timetable, page 55 Figure List Figure Figure Figure Figure 2–1: 2–1: 2–2: 2–3: Command relationships at CONUS IMCOM managed installations, page 9 Command relationships at OCONUS IMCOM managed installations – continued, page 10 Assumption of command, page 11 Appointment of commander, page 12 Glossary Index iv AR 600–20 †¢ 18 March 2008 Chapter 1 Introduction 1–1. Purpose This regulation prescribes the policies and responsibilities of command, which include the Well-being of the force, military discipline, and conduct, the Army Equal Opportunity (EO) Program, and the Army Sexual Assault Victim Program. 1–2. References Required and related publications and prescribed and referenced forms are listed in appendix A. 1–3. Explanation of abbreviations and terms Abbreviations and special terms used in this regulation are listed in the glossary. 1–4. Responsibilities The detailed responsibilities are listed and described in separate chapters under specific programs and command functions. This paragraph outlines general responsibilities. a. The Deputy Chief of Staff, G–1 (DCS, G–1) will formulate, manage, and evaluate command policies, plans, and programs that relate to: (1) Chain of command (para 2–1), designation of junior in the same grade to command (para 2–7), and assumption of command by the senior when the commander dies, is disabled, resigns, retires, or is absent (para 2–8). (2) The Army Well-being concept (para 3–3), architecture (para 3–4), process (para 3–7), and integration of all Army Well-being related programs (para 3–8). 3) Extremist organizations and activities (para 4–12), relationships between Soldiers of different rank (para 4–14), and other prohibited relationships (para 4–15). (4) Political activities (para 5–3), Family care plans (para 5–5), accommodation of religious practices (para 5–6), and Human Relations Readiness Training (HRRT) (para 5–13). (5) The Army EO Program (para 6–2). (6) Sexual Assault Prevention and Response (SAPR) Program (para 8–3). b. The officials listed below have responsibilities for specific groups of personnel concerning awareness of the Army’s accommodation of religious practices policies. Every enlisted Soldier (including reenlistment), cadet, warrant officer (WO), and commissioned officer applicant needs to be informed of the Army’s accommodation of religious practices policies under this regulation (para 5–6). (1) The Judge Advocate General. All judge advocate officer accessions. (2) The Chief of Chaplains. All chaplain officer accessions. This principal Headquarters, Department of the Army (HQDA) official will also formulate and disseminate education and training programs regarding religious traditions and practices within the U. S. Army. (3) The Superintendent, U. S. Military Academy. All U. S. Military Academy cadet applicants. (4) The Commanding General, U. S. Army Training and Doctrine Command ( CG, TRADOC). All Reserve Officer Training Corps cadets and all officer and WO candidates. (5) The Commanding General, U. S. Army Recruiting Command (CG, USAREC). All enlisted and Army Medical Department (AMEDD) officer accessions. c. Commanders at all levels will implement and enforce the chain of command and Army command (ACOM) policies. 1–5. Command a. Privilege to command. Command is exercised by virtue of office and the special assignment of members of the United States Armed Forces holding military grade who are eligible to exercise command. A commander is, therefore, a commissioned or WO who, by virtue of grade and assignment, exercises primary command authority over a military organization or prescribed territorial area that under pertinent official directives is recognized as a â€Å"command. † The privilege to command is not limited solely by branch of Service except as indicated in chapter 2. A civilian, other than the President as Commander-in-Chief (or National Command Authority), may not exercise command. However, a civilian may be designated to exercise general supervision over an Army installation or activity (for example, Dugway Proving Ground). b. Elements of command. The key elements of command are authority and responsibility. Formal authority for command is derived from the policies, procedures, and precedents presented in chapters 1 through 3. c. Characteristics of command leadership. The commander is responsible for establishing leadership climate of the unit and developing disciplined and cohesive units. This sets the parameters within which command will be exercised and, therefore, sets the tone for social and duty relationships within the command. Commanders are also responsible for AR 600–20 †¢ 18 March 2008/RAR 4 August 2011 1 the professional development of their Soldiers. To this end, they encourage self-study, professional development, and continued growth of their subordinates’ military careers. (1) Commanders and other leaders committed to the professional Army ethic promote a positive environment. If leaders show loyalty to their Soldiers, the Army, and the nation, they earn the loyalty of their Soldiers. If leaders consider their Soldiers’ needs and care for their Well-being, and if they demonstrate genuine concern, these leaders build a positive command climate. (2) Duty is obedient and disciplined performance. Soldiers with a sense of duty accomplish tasks given them, seize opportunities for self-improvement, and accept responsibility from their superiors. Soldiers, leader and led alike, work together to accomplish the mission rather than feed their self-interest. (3) Integrity is a way of life. Demonstrated integrity is the basis for dependable, consistent information, decisionmaking, and delegation of authority. 4) Professionally competent leaders will develop respect for their authority by— (a) Striving to develop, maintain, and use the full range of human potential in their organization. This potential is a critical factor in ensuring that the organization is capable of accomplishing its mission. (b) Giving troops constructive information on the need for and purpo se of military discipline. Articles in the Uniform Code of Military Justice (UCMJ) that require explanation will be presented in such a way to ensure that Soldiers are fully aware of the controls and obligations imposed on them by virtue of their military Service (see UCMJ, ART. 37). (c) Properly training their Soldiers and ensuring that both Soldiers and equipment are in the proper state of readiness at all times. Commanders should assess the command climate periodically to analyze the human dimension of combat readiness. Soldiers must be committed to accomplishing the mission through the unit cohesion developed as a result of a healthy leadership climate established by the command. Leaders at all levels promote the individual readiness of their Soldiers by developing competence and confidence in their subordinates. In addition to being mentally, physically, tactically, and technically competent, Soldiers must have confidence in themselves, their equipment, their peers, and their leaders. A leadership climate in which all Soldiers are treated with fairness, justice, and equity will be crucial to development of this confidence within Soldiers. Commanders are responsible for developing disciplined and cohesive units sustained at the highest readiness level possible. (d) Requirement of Exemplary Conduct (Section 3583, Title 10, United States Code (10 USC 3583)). All commanding officers and others in authority in the Army are required— 1. To show in themselves a good example of virtue, honor, patriotism, and subordination. 2. To be vigilant in inspecting the conduct of all persons who are placed under their command. 3. To guard against and suppress all dissolute and immoral practices, and to correct, according to the laws and regulations of the Army, all persons who are guilty of them. 4. To take all necessary and proper measures, under the laws, regulations, and customs of the Army. 5. To promote and safeguard the morale, the physical Well-being, and the general welfare of the officers and enlisted persons under their command or charge. . Assignment and command. Soldiers are assigned to stations or units where their services are required. The commanding officer then assigns appropriate duties. Without orders from proper authority, a Soldier may only assume command when eligible according to chapter 2. 1–6. Military grade and rank a. Military rank among officers of the same grade or of equivalent grade is deter mined by comparing dates of rank. An officer whose date of rank (DOR) is earlier than the DOR of another officer of the same or equivalent grade is senior to that officer. Grade and precedence of rank confers eligibility to exercise command or authority in the U. S. military within limits prescribed by law (Section 741, Title 10, United States Code (10 USC 741)). b. Grade is generally held by virtue of office or position in the Army. For example, second lieutenant (2LT), captain (CPT), sergeant first class (SFC), chief warrant officer two (CW2) are grades. Table 1–1 shows the grades in the Army in order of their precedence. It indicates the grouping of grades into classes, pay grades, titles of address, and abbreviations. c. The pay grade is also an abbreviated numerical device with useful applications in pay management, personnel accounting, automated data organization, and other administrative fields. However, the numerical pay grade will not be used as a form of address or title in place of the proper title of address of grade. A Soldier holding the numerical pay grade of E–5 will be addressed as â€Å"Sergeant,† not as â€Å"E–5† (see table 1–1). d. All chaplains are addressed as â€Å"Chaplain,† regardless of military grade or professional title. When a chaplain is addressed in writing, grade s indicated in parentheses; for example, Chaplain (Major) John F. Doe. e. Conferring honorary titles of military grade upon civilians is prohibited. However, honorary titles already conferred will not be withdrawn. 2 AR 600–20 †¢ 18 March 2008 Table 1–1 Grades of rank, U. S. Army General officers Grade of rank: General of the Army Pay grade: Special T itle of address: General Abbreviation: GA (See table note 1) Grade of rank: Major General Pay grade: O-8 Title of address: General Abbreviation: MG Grade of rank: General Pay grade: O-10 Title of address: General Abbreviation: GEN Grade of rank: Brigadier General Pay grade: O-7 Title of address: General Abbreviation: BG Grade of rank: Lieutenant General Pay grade: O-9 Title of address: General Abbreviation: LTG Field grade officers Grade of rank: Colonel Pay grade: O-6 Title of address: Colonel Abbreviation: COL Grade of rank: Major Pay grade: O-4 Title of address: Major Abbreviation: MAJ Grade of rank: Lieutenant Colonel Pay grade: O-5 Title of address: Colonel Abbreviation: LTC Company grade officers Grade of rank: Captain Pay grade: O-3 Title of address: Captain Abbreviation: CPT Grade of rank: Second Lieutenant Pay grade: O-1 Title of address: Lieutenant Abbreviation: 2LT Grade of rank: First Lieutenant Pay grade: O-2 Title of address: Lieutenant Abbreviation: 1LT Warrant officers Grade of rank: Chief Warrant Officer, Five Pay grade: W-5 Title of address: Mister (Mrs. /Miss/Ms. ) Abbreviation: CW5 Grade of rank: Chief Warrant Officer, Three Pay grade: W-3 Title of address: Mister (Mrs. /Miss/Ms. ) Abbreviation: CW3 Grade of rank: Chief Warrant Officer, Four Grade of rank: Chief Warrant Officer, Two Pay grade: W-2 Title of address: Mister (Mrs. /Miss/Ms. ) Abbreviation: CW2 Pay grade: W-4 Title of address: Mister (Mrs. Miss/Ms. ) Abbreviation: CW4 Grade of rank: Warrant Officer, One Pay grade: W-1 Title of address: Mister (Mrs. /Miss/Ms. ) Abbreviation: WO1 Cadets Grade of rank: Cadet, U. S. Military Academy Pay grade: Special Title of address: Mister/Miss/Ms. /Cadet Abbreviation: CDT Grade of rank: Cadet, Senior Advanced Reserve Officer’s Training Corps (ROTC) Pay grade: Special Title of address: M ister/Miss/Ms/Cadet Abbreviation: CDT AR 600–20 †¢ 18 March 2008 3 Table 1–1 Grades of rank, U. S. Army—Continued Candidates Grade of rank: Officer Candidate Pay grade: Special Title of address: Candidate Abbreviation: OC Grade of rank: Warrant Officer Candidate Pay grade: Special Title of address: Candidate Abbreviation: WOC Enlisted Grade or rank: Sergeant Major of the Army Pay grade: E-9 Title of address: Sergeant Major Abbreviation: SMA Grade of rank: Staff Sergeant Pay grade: E-6 Title of address: Sergeant Abbreviation: SSG Grade of rank: Command Sergeant Major (See table note 2) Pay grade: E-9 Title of address: Sergeant Major Abbreviation: CSM Grade of rank: Sergeant Pay grade: E-5 Title of address: Sergeant Abbreviation: SGT Grade of rank: Sergeant Major (See table note 3) Pay grade: E-9 Title of address: Sergeant Major Abbreviation: SGM Grade of rank: Specialist (See table note 4) Pay grade: E-4 Title of address: Specialist Abbreviation: SP4 (See table note 5) Grade of rank: First Sergeant Pay grade: E-8 Title of address: First Sergeant Abbreviation: 1SG Grade of rank: Private First Class Pay grade: E-3 Title of address: Private Abbreviation: PFC Grade of rank: Master Sergeant Pay grade: E-8 Title of address: Sergeant Abbreviation: MSG Grade of rank: Private Pay grade: E-2 Title of address: Private Abbreviation: PV2 Grade of rank: Sergeant First Class Pay grade: E-7 Title of address: Sergeant Abbreviation: SFC Grade of rank: Private Pay grade: E-l Title of address: Private Abbreviation: PV1 Grade of rank: Corporal Pay grade: E-4 Title of address: Corporal Abbreviation: CPL Notes: 1 Other abbreviations authorized for use in correspondence with the general public and agencies outside DOD, on identification (ID) cards, and in personal correspondence are listed in AR 25–50 and AR 25–52. 2 Personnel formally selected by DA for participation in the Command Sergeants Major Program. 3 All E–9s not formally selected for the Command Sergeants Major Program. Specialist will rank immediately below corporal. This does not require or justify change to table of organization and equipment (TOE) or table of distribution and allowances (TDA). 5 Specialist and its abbreviation (SPC) will be used in written correspondence. All Standard Installation/Division Personnel System (SIDPERS) transactions must be coded and entered using the preset code (SP4) until SIDPERS III is fielded. 1–7. Precedence between Soldiers and other Service members serving with the Army Members of other Services serving with the Army have equal status with Army Soldiers of equivalent grade. Comparable grades among the Services are shown in table 1–2. ) 4 AR 600–20 †¢ 18 March 2008 Table 1–2 Comparable rank among the Services Army Air Force Marine Corps Navy Officers General of the Army General of the Air Force General General General Admiral Fleet Admiral Lieutenant General Lieutenant General Lieutenant General Vice Admiral Major General Major General Major General Rear Admiral (U) Brigadier General Brigadier General Brigadier General Rear Admiral (L) Colonel Colonel Colonel Captain Lieutenant Colonel Lieutenant Colonel Lieutenant Colonel Commander Major Major Major Lieutenant Commander Captain Captain Captain Lieutenant First Lieutenant First Lieutenant First Lieutenant Lieutenant (Junior Grade) Second Lieutenant Second Lieutenant Second Lieutenant Ensign Chief Warrant Officer Five Chief Warrant Officer Five Chief Warrant Officer Chief Warrant Officer Four Chief Warrant Officer Four Chief Warrant Officer Chief Warrant Officer Three Chief Warrant Officer Three Chief Warrant Officer Chief Warrant Officer Two Chief Warrant Officer Two Chief Warrant Officer Chief Warrant Officer One Chief Warrant Officer One Chief Warrant Officer Cadets Cadet Cadet —- Midshipman Enlisted Sergeant Major of the Army Chief Master Sergeant of the Air Sergeant Major of the Marine Force Corps Master Chief Petty Officer of the Navy Command Sergeant Major Command Chief Master Sergeant Sergeant Major Command Master Chief Petty Officer Sergeant Major Chief Master Sergeant Master Gunnery Sergeant Master Chief Petty Officer First Sergeant Senior Master Sergeant First Sergeant Officer Senior Chief Petty Officer Master Sergeant —- Master Sergeant —- Sergeant First Class Master Sergeant Gunnery Sergeant Chief Petty Officer Staff Sergeant Technical Sergeant Staff Sergeant Petty Officer First Class Sergeant Staff Sergeant Sergeant Petty Officer Second Class Corporal Sergeant Corporal Petty Officer Third Class Specialist —- —- —- Private First Class Airman First Class Lance Corporal Seaman Private Airman Private First Class Seaman Apprentice Private Airman Basic Private Seaman Recruit 1–8. Precedence between members of the Army and members of foreign military services serving with the Army Members of foreign military services serving with the U. S. Army have equal status with Army members of equivalent grade. When authorized by the President or the Secretary of Defense, members of foreign military service erving with the U. S. Army may exercise operational or tactical control, but they may not exercise command over Soldiers of the U. S. Army. AR 600–20 †¢ 18 March 2008 5 Chapter 2 Command Policies 2–1. Chain of command a. The chain of command assists commanders at all levels to achieve their primary function of accomplishing the unit’ s assigned mission while caring for personnel and property in their charge. A simple and direct chain of command facilitates the transmittal of orders from the highest to the lowest levels in a minimum of time and with the least chance of misinterpretation. The command channel extends upward in the same manner for matters requiring official communication from subordinate to senior. b. Commanders are responsible for everything their command does or fails to do. However, commanders subdivide responsibility and authority and assign portions of both to various subordinate commanders and staff members. In this way, a proper degree of responsibility becomes inherent in each command echelon. Commanders delegate sufficient authority to Soldiers in the chain of command to accomplish their assigned duties, and commanders may hold these Soldiers responsible for their actions. Commanders who assign responsibility and authority to their subordinates still retain the overall responsibility for the actions of their commands. c. Proper use of the chain of command is vital to the overall effectiveness of the Army. Commanders must acquaint all their Soldiers with its existence and proper function. Effective communication between senior and subordinate Soldiers within the chain of command is crucial to the proper functioning of all units. Therefore, Soldiers will use the chain of command when communicating issues and problems to their leaders and commanders. 2–2. Open door policies Commanders will establish an open door policy within their commands. Soldiers are responsible to ensure that the commander is made aware of problems that affect discipline, morale, and mission effectiveness; and an open door policy allows members of the command to present facts, concerns, and problems of a personal or professional nature or other issues that the Soldier has been unable to resolve. The timing, conduct, and specific procedures of the open door policy are determined by the commander. He or she is responsible for ensuring that Soldiers are aware of the command’s open door policy. –3. Performance counseling Commanders will ensure that all members of their command receive timely performance counseling. Effective performance counseling of officers, noncommissioned officers (NCO), enlisted Soldiers, and DA civilian employees helps to ensure that they are prepared to carry out their duties efficiently and accomplish the mission. AR 623–3 and AR 690 œ400 contain counseling requirements in conjunction with the evaluation reporting systems. Unit commanders will determine the timing and specific methods used to provide guidance and direction through counseling. FM 6–22 provides advice and makes suggestions concerning effective counseling. Providing regular and effective performance counseling to all Soldiers, not just those whose performance fails to meet unit standards, is a command function. All commanders will ensure that their subordinate commanders have implemented and are maintaining an effective performance counseling program. 2–4. Staff or technical channels Staff or technical channels may be used for sending reports, information, or instructions not involving variations from command policy and directives. 2–5. Command of installations, activities, and units a. Responsibility. The senior regularly assigned United States Army officer present for duty normally has responsibility for the command of units, platoon level and above, except as shown in paragraphs 2–8a, 2–15, and 2–16. b. Command of installations. Command of Army installations is subject to policies, procedures, and regulations promulgated by HQDA. (1) Command of Army installations is exercised by a senior commander (SC). The SC is designated by senior Army leadership. The SC’s command authority over the installation derives from the Chief of Staff, Army (CSA) and Secretary of the Army’s (SA) authority over installations. This is a direct delegation of command authority for the installation to the SC. The SC’s command authority includes all authorities inherent in command including the authority to ensure the maintenance of good order and discipline for the installation. (2) Army installations are identified in one of two categories as follows: (a) Installations managed by Installation Management Command (IMCOM). Installations that are managed by IMCOM are discussed in paragraph b(4)(e), below. (b) Installations not managed by IMCOM. Installations that are not managed by IMCOM are discussed in paragraph 2–5b(4)(f), below. 3) Joint bases. Army installations designated for management under Department of Defense (DOD) Joint Basing 6 AR 600–20 †¢ 18 March 2008 Guidance shall be operated in full compliance with DOD requirements. In the event of a discrepancy between this regulation and the DOD policies or procedures for Joint basing, the DOD policies or procedures take precedence. (4) Roles and responsibilities. (a) Senior commander. The SC is normally the senior general officer at the installation. The SC’s mission is the care of Soldiers, Families, and Civilians, and to enable unit readiness. While the delegation of senior command authority is direct from HQDA, the SC will routinely resolve installation issues with IMCOM and, as needed, the associated ACOM, Army service component command (ASCC), or direct reporting unit (DRU). The SC uses the garrison as the primary organization to provide services and resources to customers in support of accomplishing this mission. All applicable commands support the SC in the execution of SC responsibilities; therefore, the SC is the supported commander by the IMCOM region director (RD), the garrison and tenants. The SC— 1. Normally is a dual-hatted position. When this occurs the commander exercises discrete authorities as the SC and as a mission commander. The SC responsibilities and authorities are installation focused; the responsibilities and authorities as the mission commander are mission focused. 2. Can, in rare cases, be an HQDA-appointed civilian versus a uniformed SC, who will assume the SC roles and responsibilities with the exception of UCMJ and command authority. In these instances, the individual will be referred to as the senior manager. Prior to the appointment of the senior manager, command and UCMJ authorities for the installation will be specified. 3. Is responsible for synchronizing and integrating Army priorities and initiatives at the installation. On IMCOM managed installations there is a requirement for a strong collaborative relationship between the SC and the IMCOM RD. The SC commands the installation but funding of almost all installation activities flows through the RD. 4. Assumes the duties and responsibilities of the installation commander where that title is mentioned in U. S. Code or DOD or Army policies and regulations. . Assumes the duties and responsibilities of the senior mission commander where that title is mentioned in Army regulations except for regulations involving operational duties and responsibilities. Mission commanders will retain operational duties and responsibilities. 6. Unless prohibited by law or regulation, the SC may delegate, as necessary, assigned duties and responsibilities t o the garrison commander (GC). Such delegation shall be made in writing and specifically state the duties and responsibilities so delegated and the termination date of the delegation. 7. Establishes installation priorities among all resident and supported units. 8. Prioritizes base operations support consistent with HQDA priorities and approved common levels of support (CLS) bands. 9. Oversees the CLS services and capabilities provided to customers. Ensuring that those services are provided within the HQDA guidance, designated priorities, and approved CLS bands and coordinates with the IMCOM RD to change HQDA approved CLS from green, amber, or red. 10. Approves and submits the installation master plan consistent with HQDA long-range plans and goals through the ACOMS, ASCCs or DRUs, and IMCOM. For IMCOM installations the SC collaborates with the IMCOM RD before the SC submits the installation master plan. 11. Approves the military construction, Army (MCA) and military construction, Army Reserve (MCAR) project priority list at the installation level. For IMCOM installations the SC collaborates with the IMCOM RD before the SC approves the MCA and MCAR project priority list for the installation. The U. S. Army Corps of Engineers executes MCA/MCAR projects for the Army. 12. Reviews and approves the prioritization of Family and installation programs. For IMCOM installations the SC collaborates with the IMCOM RD before the SC approves Family and installation programs for the installation. 13. Installation force protection (FP) is as follows: (a) continental United States (CONUS) SC: as directed by U. S. Army North (USARNORTH) and in coordination with the installation management headquarters (IMCOM and NonIMCOM), oversees FP on the installation; (b) outside continental United States (OCONUS) SC: in coordination with the ASCC and IMCOM is responsible for FP oversight on the installation. 14. Is normally designated as a General Court-Martial Convening Authority (GCMCA). The GCMCA orders will specify the appellate and review channels for SC GCMCA actions. 15. The appellate and review authority for administrative actions taken by the SC pertaining to individual Soldiers and DA Civilians will flow through ACOM, ASCC, or DRU channels unless otherwise specified in Army regulations. The terms â€Å"next superior authority,† â€Å"next higher authority,† â€Å"next higher commander,† and â€Å"next higher headquarters† as used in other Army regulations, mean ACOM, ASCC, or DRU commander or headquarters. 16. Serves as the senior Army representative to the surrounding community. 7. Senior rates the GC. (b) Garrison commander. The GC is a military officer, lieutenant colonel or colonel, selected by HQDA. The GC commands the garrison, is the SC’s senior executive for installation activities, is rated by the IMCOM RD, and is senior rated by the SC. The GC is responsible for day-to-day operation and management of installations and base support services. The GC ensures that installation services and capabilities are provided in accordance with HQDA AR 600–20 †¢ 18 March 2008 7 directed programs, SC guidance, CLS, and IMCOM guidance. The GC provides additional service support in accordance with HQDA directives and provides reimbursable services in accordance with memorandum of understanding or agreement (MOU/MOA). The GC is responsible to deliver Family and installation programs, coordinates and integrates the delivery of support from other service providers, and obtains SC approval of the installation master plan. The GC may be appointed as a Summary Courts-Martial Convening Authority or the Special Courts-Martial convening authority for the installation and its support area; in rare cases the GC may be appointed as GCMCA. In some cases, the senior official on an installation may be the garrison manager. A garrison manager (the civilian equivalent of a GC has the same responsibility and authority as the military counterpart with the exception of UCMJ and command authority. Prior to the appointment of the garrison manager, command and UCMJ authorities for the garrison will be specified. The GC responsibilities are— 1. Represents the Army and the installation in the surrounding community as directed by the SC. 2. Approves and issues garrison policies in accordance with respective Army regulations, or installation level policies involving tenant units as directed by the SC. 3. Approves and issues policies for IMCOM civilian workforce. 4. Develops and implements the Force Protection Program. 5. Supports mobilization station requirements. (c) The ACOM, ASCC, or DRU on IMCOM managed installations. 1. Provide to IMCOM a prioritized list of MCA/MCAR projects and requirements that impact subordinate units to support the development of the military construction (MILCON) program and the program objective memorandum. . Provide IMCOM with subordinate mission priority requirements for MILCON and base operations. 3. Identify to IMCOM, through the CLS process and other requirements development processes, the required levels of garrison support needed to meet mission requirements. Also, identify to IMCOM any support requirements not included in CLS services. Collaborate with IMCOM in developing garrison sup port requirements that are applicable to all garrisons. 4. Evaluate the effectiveness of installation services and support and participate in the prioritization of these services and support. 5. Responsible for mobilization of subordinates as specified in AR 10–87. 6. Provide prioritization requirements for information technology and training enabler support to IMCOM. 7. Responsibilities for FP are: (a) OCONUS: The Geographic Combatant commander exercises Combatant Command (Command Authority) (COCOM) authority over all aspects of FP in the AOR and delegates authority for FP as deemed appropriate and necessary. This includes all aspects of FP on Army installations without exception; (b) CONUS: Commander, USNORTHCOM has tactical control (for FP) over all DOD personnel and assets in the AOR. USARNORTH is designated as USNORTHCOM’s ASCC; the authority to execute the FP mission in CONUS is delegated from Commander, USNORTHCOM; (1) USARNORTH has direct command and control authority over commands when executing FP responsibilities for installations/facilities (FP reporting commands/SCs when executing FP responsibilities for installations/facilities); (2) USARNORTH has a supported/supporting relationship with commands not executing responsibilities for installations/facilities (FP supporting commands). (d) Assistant Chief of Staff for Installation Management. The ACSIM is the proponent for all Army installations and in this capacity is responsible for installation policy development and implementation Armywide. The ACSIM does not exercise command authority over Army installations. 1. The ACSIM ensures that real property accountability and reporting is implemented at all installations (see AR 405–45). 2. The ACSIM manages HQDA level MILCON in accordance with HQDA priorities and guidance. 3. The ACSIM is the proponent for environmental policy Armywide. (e) Installation Management Command. The ACSIM is dual-hatted as the Commander of IMCOM. IMCOM is a DRU reporting to the ACSIM as described in AR 10–87. IMCOM manages Army installations assigned to it. IMCOM executes installation readiness missions, provides equitable services and facilities, optimizes resources, sustains the environment, and enhances the well-being of the military community. IMCOM is accountable for the efficient delivery of installation services and support. The IMCOM is responsive to ACOMs, ASCCs, and DRUs through a supporting to supported relationship. 1. IMCOM commands the garrisons assigned to it. 2. IMCOM and its subordinate organizations are supporting commands to the SC on IMCOM installations. There is a requirement for a strong collaborative relationship between the SC and the IMCOM RD. The SC commands the installation but funding of almost all installation activities flows through the RD. 3. The relationship between IMCOM and the commands of tenant organizations is analogous to the â€Å"supporting to supported† command relationship described in Joint Doctrine. 4. The IMCOM RD rates the GC. 5. IMCOM ensures compliance with HQDA directed programs and CLS bands. IMCOM staffs and coordinates with AR 600–20 †¢ 18 March 2008 HQDA funding requests for garrison support requirements identified by ACOM, ASCC, or DRUs that are not included in CLS services. 6. There is a difference between command relationship in CONUS and OCONUS for IMCOM installations. These relationships are depicted in figure 2–1. Figure 2–1. Command relationships at CONUS IMCOM man aged installations AR 600–20 †¢ 18 March 2008 9 Figure 2–1. Command relationships at OCONUS IMCOM managed installations – continued (f) Non-IMCOM Installations. The SC is designated in accordance with paragraph b(4)(g), below. The SC roles and responsibilities are the same as for all other Army installations. 1. Army National Guard (ARNG) installations are managed in compliance with National Guard Bureau (NGB) requirements by individual U. S. Property and Fiscal Officers. 2. U. S. Army Materiel Command (AMC) installations are managed in compliance with AR 700–90 and other appropriate industrial base authorities. 3. U. S. Army Medical Command (MEDCOM) installations are managed in compliance with AR 40–4. 4. Military Surface Deployment and Distribution Command performs terminal management services as a subordinate of USTRANSCOM under the authority of DODD 5158. 4 and other appropriate authorities. 5. U. S. Army Space and Missile Defense Command/Army Strategic Command installations are managed in compliance with AR 700–90 and other appropriate industrial base documents. 6. The TRADOC ROTC detachments and recruiting sites do not provide garrison support functions and do not have garrison a ctivities. 7. U. S. Army Corps of Engineers’ funded installations and separate facilities not on IMCOM installations are managed in accordance with Federal law, AR 420–1, and other appropriate regulations. g) Change of senior commander. 1. Permanent change. (a) CONUS. Commanders of ACOMs, ASCCs, or DRUs may request a permanent change of SC designation through the HQDA (DACS–GOM); (b) OCONUS. The ASCC may request a permanent change of SC designation through the HQDA (DACS–GOM). 2. Temporary change. When temporarily absent from the installation, to include deployment, SCs may remain in command of installations or may relinquish command and designate an acting commander after coordination with applicable ACOM, ASCC, or DRU commanders. When designating an acting commander the SC will notify senior Army leadership, HQ IMCOM, and affected mission commands. Designation of an acting commander shall be in accordance with the procedures established in this regulation for appointing acting commanders. c. Uniform Code of Military Justice authority. UCMJ authority will be governed by AR 27–10, paragraph 5–2. (1) Army commanders in the grade of lieutenant general or above may not assume command of Army installations, except where the installation serves as the location for an Army Corps, CONUS Army, or higher headquarters. An 10 AR 600–20 †¢ 18 March 2008 xception to this policy must be approved by General Officer Management Office, Chief of Staff (DACS–GOM), 200 Army Pentagon, Washington, DC 20310–0200. (2) ACOM, ASCC, or DRU commanders may relieve tactical commanders of installation responsibilities by designating a junior officer, equal or higher in grade to the GC of the permanent station, as installation commander. (3) Command of installations and units under the AMEDD will be as prescribed in AR 40–1. d. Announcement of assumption of command. Assumption of command will be announced in a memorandum and will contain the information shown in figure 2–2. To preclude two separate documents, appointment (applies only to three- and four-star general officers) and assumption announcements may be included in a single memorandum, as shown in figure 2–3. Senior mission commander delegation will be indicated, as required, by GOMO on the individual’s permanent change of station (PCS) orders. Figure 2–2. Assumption of command AR 600–20 †¢ 18 March 2008 11 Figure 2–3. Appointment of commander (1) Oral assumption of command. Oral assumption of command may be used by units not using orders or other documentation to announce assumption of command or when other circumstances necessitate. Oral assumption of command should be followed by a written assumption of command memorandum as expeditiously as possible. (2) Distribution. Distribution will be limited to one copy to each person concerned, subordinate commands or elements, interested commands, or agencies, and the next higher headquarters. A copy will be placed in the files of the issuing command and/or the affected command. When a general officer, or general officer designee, assumes permanent command, one copy will be furnished to General Officer Management Office, Chief of Staff (DACS–GOM), 200 Army Pentagon, Washington, DC 20310–0200. 3) Filing. Organizations and units governed by AR 25–400–2 will file one copy of the assumption document under Organizational History files. Disposition is shown in those documents. (4) Correction and amendments. Assumption of command documents will be amended, rescinded, or revoked by publishing the correct information in another assumption of command d ocument. The document containing the correction will properly identify (by date) the document being corrected, and state to whom it pertains. The amended document will be distributed and filed, as appropriate. . Optimum length of command tours. The optimum length of command tours will be based on the needs of the Army, stability within units, the need for officers with command experience, and availability of personnel. Normal optimum command tours are as follows: (1) For company grade, 18 months with a minimum of 12 months. (2) For field grade, normal command tour length for battalion/brigade commanders is 24 months or coincides with tour length for short tour and may be as long as 36 months or more for life-cycle manned units. Curtailments must be requested in writing by the affected officer. Commanding general (MG or above), in coordination with the CG, U. S. Army Human Resources Command (AHRC) may curtail or extend field grade command tours up to 30 days. The ACOM, ASCC, or DRU commanders in coordination with the CG, AHRC may curtail or extend field grade command tours for 31 to 60 days. The CSA approval is required for curtailment and extensions of field grade command tours for more than 61 days or for any extensions of field grade command beyond the normal 36 months. 3) In overseas areas where the tour length precludes such tenure of command, the command tour will coincide with the overseas tour. (4) A battalion level command normally will not be held by a colonel. Accordingly, if a promotable lieutenant colonel serving as a battalion commander has a projected promotion date during the command tour, ACOM, ASCC, or DRU commanders will coordinate with AHRC to schedule a change of command date as close as possible to the projected promotion date of the officer. In cases where the change of command would adversely affect significant operational requirement, the ACOM, ASCC, or DRU commander will submit a request through the CG, AHRC to HQDA for exception to policy. f. Command by general officers. Except as indicated in paragraph 2–8, a general officer will not be assigned without the prior approval of General Officer Management Office, Chief of Staff (DACS–GOM), 200 Army Pentagon, Washington, DC 20310–0200. 12 AR 600–20 †¢ 18 March 2008 g. Command of dental units. The senior Dental Corps officer, assigned or attached to a dental TOE unit deployed to receive and treat patients, will assume command of that unit until properly relieved. h. Command of veterinary units. The senior veterinary officer assigned or attached to a veterinary unit deployed to care for Government-owned animals, for food inspection responsibilities, and/or for civic action programs, will assume command of that unit until properly relieved. i. Command of Active Army training units. Army National Guard of the United States (ARNGUS) officers (when activated under Title 10, USC) and U. S. Army Reserve (USAR) officers, serving on active duty (AD) or active duty for training (ADT) under Title 10, USC, may be assigned as acting commanders of AA training units during annual training (AT). This includes authority under the UCMJ, unless withheld by competent authority. Installation commanders implementing the authority granted by this paragraph will ensure that— (1) Paragraphs 3–3 and 3–4 are followed. 2) Reserve components (RC) organizations have adequately trained their commanders according to the Manual for Courts-Martial (MCM) and AR 27–10. (3) RC commanders receive orientation regarding the administration of military justice at the installation and the unit level. (4) Necessary attachment orders, direction of the President authority, assumption of acting command letter, administrative measures, and appeal channels are accomplished. (5) S taff or command judge advocates monitor the fair and just administration of military justice. . Active guard reserve personnel. The AGR personnel may be assigned duties (for example, serve as company commanders of AA units in USAREC) that: (1) Support operations or missions assigned in whole or in part to RCs. (2) Support operations or missions performed or to be performed by a unit composed of elements from more than one component of the same armed force; or a joint forces unit that includes one or more RC units; or a member of a RC whose RC assignment is in a position in an element of the joint forces unit. 3) Advise the Secretary of Defense, the Secretaries of the military departments, the Joint Chiefs of Staff, and the commanders of the unified combatant command regarding RC matters. 2–6. Specialty immaterial commands The senior officer regularly assigned and present for duty with logistical commands (or communication zone headquarters, sections, and areas) and similar sp ecialty immaterial commands will assume command of the organization. This provision applies unless the senior officer is ineligible under paras 2–15 or 2–16. ) 2–7. Designation of junior in the same grade to command The DCS, G–1 is responsible for policy on the designation of junior in the same grade to command. a. When two or more commissioned officers of the same grade, both of whom are eligible to command, are assigned to duty in the same command or organization, the President may assign the command of forces without regard to seniority by DOR. b. General officers are authorized to announce by direction of the President, the designation of one of several officers of the same grade within a command under their jurisdiction as a commander thereof. (1) This refers to general officers commanding ACOMs, ASCCs, or DRUs, armies, corps, installations, divisions, separate brigades, regional support commands (RSCs), General Officer Commands (GOCOMs), and heads of DA staff agencies. This may be done without regard to relative seniority. (See paras 2–5 and 2–8 for policy on general officers. When an officer who is junior by DOR is designated to command, a memorandum will be used to announce the appointment and will contain the information shown in figure 2–2. (2) This appointment is used only if the duties of the position require exercising command. It is not used to assign a junior officer to a staff position that requires supervising and controlling activities of an officer senior by DOR. In staff supervisory positi ons, commanders make such appointments merely by designation in a memorandum. . Commanders will not use the Presidential authority cited in this paragraph to appoint a junior member as their own successor, either temporarily or permanently. In some cases, a commander having authority under this paragraph may find it necessary to place a junior member in his or her position temporarily as acting commander. If so, a request stating the circumstances and asking for the appointment to be made will be sent to the next higher commander having authority under this paragraph. The next higher commander will review the request and make the appointment deemed necessary. Commanders will not issue a blanket designation without prior approval from the ACOM, ASCC, or DRU commander, and, in cases involving general officers, General Officer Management Office, Chief of Staff (DACS–GOM), 200 Army Pentagon, Washington, DC 20310–0200. Each designation of a junior to a command position requires a separate action by the appropriate authority except when prior approval of a blanket designation has been authorized. d. The authority in this paragraph will not be used to assign command functions to chaplains or, unless authorized by the SA or his or her appointee, to officers of the AMEDD except as in paragraph 2–16. AR 600–20 †¢ 18 March 2008 13 e. Commanders and their staffs, at all levels of command, are responsible for ensuring proper delegation of authority to NCOs by their seniors. This policy applies whether the senior is an officer, WO, or another NCO. 2–8. Death, disability, retirement, reassignment, or absence of the commander a. Commander of Army element. 1) If a commander of an Army element, other than a commander of a headquarters and headquarters element, dies, becomes disabled, retires, is reassigned, or is temporarily absent, the senior regularly assigned United States Army Soldier will assume command. (2) If the commander of a headquarters and headquarters element dies, becomes disabled, retires, is reassigned, or is temporarily absent, the senior regularly assigned United States Army Soldier of the particular headquarters and headquarters element who performs duties within the element will assume command. For example, if a division headquarters and headquarters company commander is temporarily absent, the executive officer as the senior regularly assigned Army Soldier who performs duties within the headquarters company would assume command and not the division commander. (3) Senior regularly assigned United States Army Soldier refers (in order of priority) to officers, WOs, cadets, NCOs, specialists, or privates present for duty unless they are ineligible under paragraphs 2–15 or 2–16. He or she assumes command until relieved by proper authority except as provided in c, below. Assumption of command under these conditions is announced per paragraph 2–5. However, the announcement will indicate assumption as acting commander unless designated as permanent by the proper authority. It is not necessary to rescind the announcement designating an acting commander to assume duties of the commander â€Å"during the temporary absence of the regularly assigned commander† if the announcement gives the time element involved. A rescinding announcement is required if the temporary assumption of command is for an indefinite period. b. Head of DA Staff agency. On the death, disability, or temporary absence of a head of a DA Staff agency, the next senior United States Army officer on duty in the office will become head until relieved by proper authority. (Exceptions may be ordered or required. ) This does not apply to The Surgeon General (TSG) and the Chief, National Guard Bureau (CNGB). Functions of TSG are assumed by the next senior AMEDD officer. Functions of the NGB are assumed by the senior officer of the ARNGUS or the Air National Guard of the United States on duty in the Bureau. (See Section 10505(d), Title 10, United States Code (10 USC 10505(d))). . Commanders of ACOMs, ASCCs, or DRUs. A commander of a ACOM, ASCC, or DRU may continue to discharge the functions of command while absent from the limits thereof, if— (1) Such absence is for a short period only. (2) The commander has reasonable communication with the ACOM, ASCC, or DRU headquarters. (3) The absence is not caused by physical disability. d. General officers. (1) Dur ing the temporary absence of the regularly assigned commander, ACOMs, ASCCs, or DRUs are authorized to assign general officers under their command to positions of command. 2) Where more than one ACOM, ASCC, or DRU is represented on an installation, the line of succession of command may pass from one ACOM, ASCC, or DRU to another. The major Army commanders concerned should agree to the terms of such an arrangement by a MOU and should publish necessary documentation. General Officer Management Office, Chief of Staff (DACS–GOM), 200 Army Pentagon, Washington, DC 20310–0200 will be notified of the action taken. 2–9. Absence or disability of all officers of a unit On death, disability, or absence of all officers of a unit normally commanded by an officer, the appropriate commander of the next higher command permanently assigns an officer to command, preferably of the branch to which the unit belongs. Pending assignment and arrival of the new commander, the senior WO, cadet, NCO, specialist, or private regularly assigned to the unit will exercise temporary command. Restrictions on assuming command in paragraphs 2–15 and 2–16 apply. Assumption of command will be as noted in paragraph 2–8. 2–10. Emergency command The senior officer, WO, cadet, NCO, specialist, or private among troops at the scene of an emergency will assume temporary command and control of the Soldiers present. These provisions also apply to troops separated from their parent units under battlefield conditions. The senior person eligible for command, whether officer or enlisted, within a prisoner of war camp or among a group of pri How to cite Essay Paper, Essay examples

Speed Limit 65 Essay Research Paper America free essay sample

Speed Limit 65 Essay, Research Paper America # 8217 ; s Need For Speed: Let # 8217 ; s Make It Safe Everyone has been at that place ; you are driving down a four lane interstate main road stat mis from the nearest community, where you could easy cruise at velocities of 75 or even 80 stat mis per hr, which you feel is sensible. But you are unable to make this because the velocity bound is merely 65 or possibly even 55 and you are afraid of having a ticket. The same state of affairs occurs on two-lane semi residential roads where the velocity bound is merely 25 or 35 stat mis per hr. In both state of affairss some drivers agree to obey the velocity bound, while others systematically drive at comfy velocities for them, which normally consequences in traveling 10 to twenty stat mis per hr over the posted velocity bound. Let # 8217 ; s face it, most of us don # 8217 ; t want to be bothered by invariably look intoing and modulating our velocity, and besides by obeying velocity bounds which are unreasonably low when we have topographic points to travel, and need to acquire at that place . We will write a custom essay sample on Speed Limit 65 Essay Research Paper America or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page The inquiry that needs to be posed is: # 8220 ; How can we decently adjust the velocity bounds? # 8221 ; It should decidedly be a inquiry answered by the single states themselves. The roadways in different provinces are so diverse. Some have stat mis and stat mis of heterosexual and degree stretches, while others have chiefly hilly and blowy roads. Besides the citizens of different provinces have different driving wonts. There are some where drivers merely of course drive really fast. The bing velocity bounds encourage this sort of spread in velocities, which consequences in increased accidents. States should be able to increase their bounds or maintain them the same, or merely change their bounds on some of the roads. This is where the simplest but most superb program comes in. # 8220 ; The bound should be posted at the velocity that 85 per centum of traffic is going, # 8221 ; ( Palmaffy, pg. 11 ) when measured under ideal conditions. Engineers claim that this # 8220 ; eighty f ifth percentile velocity # 8221 ; is the safest velocity at which to go. Peoples who drive at this velocity are the least likely to be in accidents, and those who drive much slower or faster than this are in high hazard of being involved in an accident. By this program the drivers themselves can put the velocity bounds. Speed bounds are either set by the province or federal authorities depending on the roadway. Individual provinces can fundamentally put their ain velocity bounds, but the federal authorities can command these bounds on high-speed freewaies by enforcing a # 8220 ; National Maximum Speed Limit. # 8221 ; It late was set at 55 stat mis per hr. This upper limit is non compulsory for the provinces to post, but whichever provinces would non, had federal main road financess withheld from them. Rush bounds are traffic Torahs placed on drivers for the exclusive intent of safety. Traffic Torahs are created so as to protect drivers and their riders, and all walkers around the roadway. Police officers patrol to publish commendations to the drivers who do non follow these traffic Torahs. The facts are that velocity bounds which most drivers feel are unreasonably slow and, hence normally exceed, are harmful for several grounds. They result in more accidents, less regard for constabulary officers, and a by and large unhappy public. These consequences in turn lead to many other jobs. Large fluctuations in vehicles # 8217 ; velocities pose a great hazard to drivers # 8217 ; and riders # 8217 ; safety, because more accidents are likely to happen. When velocity bounds are posted which most drivers feel are unreasonable they exceed them. But there are ever automobilists who believe that that should obey them, which they do. This consequences in a significant spread in different vehicle # 8217 ; s velocities. # 8220 ; When the velocity bound was 55, driver # 8217 ; s weren # 8217 ; t comfy # 8211 ; some drove at 55, some at 65, and some at 75 or above. There was so much difference that accidents significantly increased. When the bound is raised to it # 8217 ; s proper degree, the grounds shows, these unsafe discrepancies in speed start to disappear. # 8221 ; ( Palmaffy, pg. 11-12 ) Besides, as major interstates with 55 or 65 stat mi per hr velocity bounds begin to be patrolled to a great extent, many automobilists switch onto state roads which will acquire t hem where they are traveling merely as fast, and where there is a minimum sum of constabulary. # 8220 ; This well endangers safety. The human death rate is three times higher when you get off the interstates. # 8221 ; ( Palmaffy, pg.12 ) The facts are that many people ignore speed bound marks. A survey sponsored by the Federal Highway Administration concluded that regardless of whether bounds were raised or lowered, the mean traffic velocity remained the same. Within a three twelvemonth period after the velocity bounds were raised the accident rate really fell. The difference is that when the velocity bound is lowered the drivers know that they are interrupting the jurisprudence by rushing. After the abrogation of the federal upper limit last twelvemonth some provinces have already increased their velocity bounds. Montana has even wholly done away with its daytime velocity bounds, and the marks simply read # 8220 ; sensible and prudent. # 8221 ; Montana province cavalrymans are quoted as stating that accidents haven # 8217 ; t lift since the daytime velocity bound has been abolished. The job is that largely all provinces have non conducted surveies to reason what the 85th percentile of traffic velocity is. With the current bound vehicles are still non going at the safest velocity at which traffic can go. As the velocity bounds get adjusted T o the proper velocities, more traffic will travel back onto the much safer interstates and abandon the state roads and high-velocity two-lane main roads. The fact that drivers jeer at velocity bound Torahs and disregard them consequences in less regard for constabulary officers and established Torahs. Drivers are diffident of how far they can transcend the velocity bound without acquiring a ticket. If the velocity bound is 75, a more sensible velocity, constabulary could state anything over 75 will be a ticket. # 8220 ; For the past five old ages everybody has been traveling 15 to twenty stat mis over the velocity bound, including the constabulary. It # 8217 ; s awfully harmful to hold a jurisprudence and non implement it. # 8221 ; ( Palmaffy, pg. 12 ) By non ever implementing the exactitude of the jurisprudence drivers continue experiencing that they can maintain stretching it more and more. And it influences public sentiment towards other Torahs besides. Now drivers expression at the constabulary as average people who are out to acquire normal citizens, but in kernel everyone is looking for the same thing # 8211 ; people who are driving perilously. When the marks side with the bulk, everybody is satisfied, and constabularies can implement Torahs that the public agree with. Everyday drivers voice their sentiment for higher velocity bounds by transcending them. Once the velocity bounds are adjusted consequently, constabularies can publish commendations in a much more orderly mode, and drivers know precisely how fast they can drive without having a ticket. They can implement the exact bound and do non hold to give any leeway. This will slowly convey more and more regard to constabulary officers, and the populace will recognize that they are simply looking out for their safety. Besides enforcement can be stricter. If the new Torahs are purely enforced, really few automobilists will interrupt them because they would be set at sensible bounds. # 8220 ; The impression is that the figure on the marks alteration, but the approximative norm of traffic # 8217 ; s velocity stays the same, and the slower autos catch up as the faster 1s decelerate down. # 8221 ; ( Bedard, pg. 24 ) There are besides creative activities that make accidental speed demons slow down in problem countries, so that although the velocity bound has been raised, drivers still travel at a slower velocity when nearing unsafe countries. # 8220 ; The AAA Foundation for Traffic Safety has come up with an innovation that utilizes semblances to do drivers feel like they are traveling faster than they truly are when they are nearing obstructions which require reduced stopping distance or disconnected alterations in direction. # 8221 ; ( Nikkel, pg. 36 ) They are really utile in countries such as intersections, Bridgess, curves, or building zones. The first two techniques utilize a convergence stripe form or # 8220 ; rumble strips # 8221 ; which both give drivers the semblance that they are rushing. Another option is to hold the roadway seem to acquire narrower, by puting the medians and barriers closer to the roadway. These innovations have already been proven to cut down the figure of accid ents and have saved many lives. Oppositions to raising the bing velocity bounds refer to statistics that say, higher velocities mean greater opportunities of crashing. Surveies by The National Highway Traffic Safety Commission ( NHTSA ) which claim to demo that # 8220 ; velocity was a conducive factor in about 32 per centum of all fatal auto clangs # 8221 ; since 1975, are really deceptive. Any clip an accident occurs, where any auto that was involved in the accident exceeded the velocity bound by even one stat mi per hr, they were included in the 32 per centum ; even if they had perfectly no portion in the cause of the accident. No research worker of all time visits the scene, and there is no interview of all time conducted with the drivers involved. A standardised questionnaire is completed by the constabulary officers involved. The statistics can non be accurate if they use these standards to obtain them. When there are more accidents a # 8220 ; Domino consequence # 8221 ; of other jobs result, such as higher wellness attention costs, more expensive insurance claims, and higher insurance premiums. Once the velocity bounds are raised to the 85th percentile everyone will be happy. The populace will experience of import that they themselves instituted a jurisprudence democratically merely by driving the manner they feel comfy. Police will be satisfied because traffic will be going at the safest velocity possible, and because there would be no guesswork in what surplus of the velocity bound deserved a ticket. And eventually the authorities would be pleased because of the safety of their roads and that the populace is happy with them. The federal upper limit on velocity bounds was a one-size-fits-all regulation that merely didn # 8217 ; t tantrum. What the provinces need to make is carry on studies to find the 85th percentile and so alter the velocity limits to this. The national author ities should neer once more enforce a federal upper limit. If these two simple undertakings are completed accident rates will greatly decrease, Torahs jurisprudence enforcement will be respected, and everyone will be satisfied. So if of all time told that velocity putting to deaths, be certain to answer, # 8220 ; How do you cognize? # 8221 ; ( Bedard, pg. 109 ) Plants Cited Palmaffy, Tyce. # 8220 ; Don # 8217 ; t Brake for Big Government # 8221 ; Policy Review. Sept.-Oct. 1996. Pg. 11-13. Bedard, Patrick. # 8220 ; They Say Speed Kills # 8221 ; Car and Driver. Sept. 1996. Pg. 109-113. Nikkel, Cathy. # 8220 ; The Illusion of Speed # 8221 ; Motor Trend. Aug. 1996. Pg. 36-37. Bedard, Patrick. # 8220 ; Why the Speed Limit has Nothing to make with Speeds # 8221 ; Car and Driver. Sept. 1996. Pg. 24.