Att_MIOSS_MSTC_Appendix_F.pdf

UNCLASSIFIED

Army Regulation 600 – 20

Personnel-General

Army Command Policy

Headquarters Department of the Army Washington, DC 24 July 2020

SUMMARY of CHANGE

AR 600 – 20

Army Command Policy

This administrative revision, dated 30 July 2020— o Updates information (fig 2–5).

This major revision, dated 24 July 2020— o Adds reference to DoDI 1342.22 which now serves as the primary source of Family readiness policy guidance (title page).

o Adds and/or updates responsibilities for the Assistant Secretary of the Army (Installations, Environment and Energy); Deputy Chief of Staff, G–9; Commanding General, U.S. Army Materiel Command; and the Commanding General, U.S. Army Installation Management Command (paras 1–4b, 1–4f, 2–5b, 5–2b, 7–5d).

o Requires command leadership to treat Soldiers and Department of the Army Civilians with dignity and respect at all times (para 1–6c).

o Clarifies the written abbreviation for the grade of “Specialist” (table 1 – 1, note 5).

o Updates roles and responsibilities for command of installations (para 2–5b).

o Clarifies policy on assumptions of command during the temporary absence of the commander (paras 2–9a(3), 2– 9d, 2 – 10, and 2 – 12).

o Adds policy for command of installations, activities, and units on Joint bases (para 2 – 6).

o Clarifies policy on the role of the reviewing commander regarding designation of junior in the same grade to command (para 2–8c).

o Adds and/or updates the Army’s Ready and Resilient efforts in the following manner: Defines Ready and Resilient Strategic Objectives; modifies the Ready and Resilient Governance Structure; and realigns responsibilities (chap 3).

o Clarifies military authority for corrective training (para 4 – 6).

o Adds policy that commanders will notify the provost marshal office (Director of Emergency Services) or provost marshal of military protective orders involving Soldiers (para 4–7e).

o Adds policy regarding commander’s actions toward deserters (para 4–7f).

o Adds policy on extremist organizations, cyber activity, and social media (para 4–12h).

o Clarifies that fraternization policy does not apply to married persons (para 4–14c(2)(a)).

o Incorporates DoDI 1304.33 and Army Directive 2016 – 17, Protecting Against Prohibited Relations During Recruiting and Entry-Level Training, which prohibits relationships between recruiters and recruits, and trainers and trainees (para 4 – 15).

o Adds online misconduct to harassment (hazing, bullying, or discriminatory harassment) (para 4 – 19).

o Clarifies the reporting, investigation, and data recording of harassment cases pursuant to DoDI 1020.03, Harassment and Prevention and Response in the Armed Forces (paras 4–19c).

o Clarifies The Army Harassment Prevention and Response Program (hazing, bullying, and discriminatory harassment) and incorporates Army Directive 2018 – 23, Improving the Effectiveness of Essential and Important Army Programs: Sexual Harassment/Assault Response and Prevention, Equal Opportunity, Suicide Prevention, Alcohol and Drug Abuse Prevention, and Resilience (paras 4 – 19, 6 – 10, chap 7).

o Adds policy that Army individuals report harassment (hazing, bullying, and discriminatory harassment) to their commander/supervisor, the Military Equal Opportunity, or law enforcement (para 4 – 19f).

o Adds policy that commanders notify Soldiers of requirements in the Domestic Violence Amendment to the Gun Control Act of 1968 (para 4–22c(2)).

o Adds policy for command responsibility under the law of war (para 4 – 24).

o Adds policy for personnel recovery and code of conduct training (para 4 – 25).

o Adds policy for combating trafficking in persons (para 4 – 26).

o Adds Department of the Army Civilian Expeditionary Workforce to the list of those who may need a Family care plan (para 5 – 3).

o Adds policy on the assistance role of Family readiness services in developing Family care plans (para 5–3r).

o Adds policy for command aspects of medical readiness and medical care (para 5 – 4).

o Incorporates Army Directive 2015 – 43, Revised Breastfeeding and Lactation Support policy (para 5 – 5).

o Incorporates Army Directives 2016 – 34, Processing Religious Accommodation Requests Requiring a Waiver to Army Uniform or Grooming Policy and Army Directive 2018 – 19, Approval, Disapproval, and Elevation of Requests for Religious Accommodation (para 5 – 6).

o Adds policy on Better Opportunities for Single Soldiers (para 5 – 8).

o Adds policy on the Soldier for Life Transition Assistance Program (SFL – TAP) for Soldiers and Department of the Army Civilians (para 5 – 9).

o Updates policy on complaints or accusations against military personnel, in accordance with AR 20 – 1 (para 5 – 12).

o Updates policy on the Military Whistleblower Protection Act, in accordance with 10 USC 1034 and DoDD

7050.06 (para 5 – 12).

o Incorporates Army Directive 2014 – 20, Prohibition of Retaliation Against Soldiers for Reporting a Criminal Offense (para 5 – 13).

o Clarifies policy on political activities as contained in DoDD 1344.10 (para 5 – 15 and app B).

o Adds policy on the Insider Threat Program (para 5 – 18).

o Adds policy on risk management (5 – 19).

o Adds policy for operations security (para 5 – 20).

o Adds policy for the Adoption Reimbursement Program (para 5 – 21).

o Updates Army Military Equal Opportunity Policy (chap 6).

o Incorporates Army Directive 2018 – 07 – 9, Prioritizing Efforts-Readiness and Lethality (Update 9) (chap 6).

o Removes sexual harassment from the Military Equal Opportunity Program (formerly discussed in chap 6).

o Updates policy on the Military Equal Opportunity and Harassment (hazing, bullying, or discriminatory harassment) Complaint Processing System (para 6 – 6).

o Incorporates Army Directive 2019 – 20, Implement Army Heritage Month in the Military Equal Opportunity Program (para 6 – 10j(5)).

o Adds policy on the Sexual Harassment/Assault Response and Prevention Program (chap 7).

o Incorporates DoDI 5505.18, Investigation of Adult Sexual Assault in the Department of Defense, and DoDI 6495.02, Sexual Assault Prevention and Response (SAPR) Program Procedures, (para 7 – 2).

o Adds Sexual Assault Incident Response Oversight Report requirements and incorporates DoDD 6495.01, Sexual Assault Prevention and Response (SAPR) Program, and DoDI 6495.02, Sexual Assault Prevention and Response (SAPR) Program Procedures (para 7 – 2).

o Incorporates Army Directive 2013 – 20, Assessing Officers and Noncommissioned Officers on Fostering Climates of Dignity and Respect and on Adhering to the Sexual Harassment/Assault Response and Prevention Program (para 7–5o(33)).

o Incorporates Army Directive 2018 – 16, Suitability Criteria for Military Personnel in Specified Positions (paras 7– 5n(1) and 7–5o(29)).

o Prescribes DA Form 7746 (Sexual Harassment Complaint) and DA Form 7746–1 (Sexual Harassment Complaint Resolution Assessment) (paras 7 –5y(3) and 7–8n(6)).

o Incorporates Army Directive 2015 – 16, Command Engagement to Prevent Retaliation (para 7 – 8 and app H).

o Adds policy on military equal opportunity professional staffing (app C).

o Adds policy on military equal opportunity, training, and education (app D.)

o Incorporates Army Directive 2013 – 29, Army Command Climate Assessments (app E).

o Incorporates Army Directive 2018 – 07 – 6, Prioritizing Efforts—Readiness and Lethality (Update 6) (app E).

o Updates policy on the Sexual Assault Review Board for unrestricted reports of sexual assault (app F).

o Adds Department of Defense Sexual Assault Advocate Certification Program requirements (app G).

o Incorporates Army Directive 2011 – 19, Expedite Transfer or Reassignment Procedures for Victims of Sexual Assault (para 7 – 5 and app I).

o Adds commander’s critical information requirement(s) (app J).

o Updates confidentiality guidelines for restricted/unrestricted reporting (app L).

o Adds inspector general activities in support of the commander (app O).

o Incorporates DA Pam 600 – 26 (hereby superseded) (app Q).

o Adds an internal control evaluation (app R).

o Identifies a functional proponent for all command policies for which the Directorate of Military Personnel Policy, Deputy Chief of Staff, G – 1 (DAPE – MPC) is not the primary subject matter expert (throughout).

o Incorporates Army Directive 2013 – 17, Sexual Harassment/Assault Response and Prevention Program in Initial Military Training (throughout).

o Incorporates Army Directive 2016 – 35, Army Policy on Military Service of Transgender Soldiers (throughout).

o Incorporates Army Directive 2015 – 39, Inclusion of Sexual Orientation in the Military Equal Opportunity Program (throughout).

*This regulation supersedes AR 600-20, dated 6 November 2014; DA Pam 600-26, dated 23 May 1990. The following Army Directives rescind upon publication of this regulation; AD 2011-19, dated 3 October 2011; AD 2013-17, dated 22 July 2013; AD 2013-20, dated 27 September 2013; AD 2013- 29, dated 23 December 2013; AD 2014-20, dated 19 June 2014; AD 2015-16, dated 4 March 2015; AD 2015-39, dated 14 October 2015; AD 2015-43, dated 10 November 2015; AD 2016-17, dated 22 June 2016; AD 2016-34, dated 6 October 2016; AD 2018-19, dated 8 November 2018; and AD 2019- 20, dated 16 May 2019.

AR 600–20 • 24 July 2020

UNCLASSIFIED

i

Headquarters Department of the Army Washington, DC

*Army Regulation 600 – 20

24 July 2020 Effective 24 July 2020 Personnel-General

Army Command Policy

History. This publication is an adminis-trative revision. The portions affected by this administrative revision are listed in the summary of change.

Summary. This regulation implements DoDI 1020.03, DoDI 1300.17, DoDI 1325.02, DoDI 1325.06; DoDI 1342.22;

DoDI 5240.22, DoDI 5240.26, DoDI 5505.18; DoDI 6495.02; DoDI 6495.03, DoDD 1350.2, DoDD 6495.01, DoDD

5205.16 and DoDD 7050.06. Also, it pre-scribes the policy and responsibility of command, which include the Army Ready and Resilient Campaign Plan, military discipline and conduct, the Army Equal Opportunity Program, and the Army Sex-ual Harassment/Assault Response and Prevention Program. The 30-day ad-vanced publication requirement has been waived because the revision implements previously published law, DoD directives and instructions, and Army directives that need to be consolidated and communi-cated to the field as soon as possible.

Applicability. This regulation applies to the Regular Army, the Army National Guard/Army National Guard of the United States, and the U.S. Army Re-serve, unless otherwise stated. It also ap-plies to all assigned, attached, or opera-tionally controlled U.S. Army Corrections

Command personnel, and all Army Cor-rections System prisoners incarcerated in Army Corrections System facilities.

Chapters 6 and 7 and appendix E apply to members of the Army National Guard of the United States when on active duty Ti-tle 10 orders, for 30 days or more. In all other cases, members of the Army Na-tional Guard are governed by regulations issued by the Chief, National Guard Bu-reau consistent with Chief, National Guard Bureau’s authorities under 32 USC 110, 10 USC 10503, and DoDD 5105.77.

It also applies where stated to Department of the Army Civilians. Portions of this regulation that prescribe specific conduct are punitive, and violations of these pro-visions may subject offenders to nonjudi-cial or judicial action under the Uniform Code of Military Justice. The equal op-portunity terms found in the glossary are applicable only to uniformed personnel.

AR 690 – 600 and AR 690 – 12 contains similar terms that are applicable to De-partment of the Army Civilians.

Proponent and exception authority.

The proponent of this regulation is the Deputy Chief of Staff, G – 1. The propo-nent has the authority to approve excep-tions or waivers to this regulation that are consistent with controlling law and regu-lations. The proponent may delegate this approval authority, in writing, to a divi-sion chief within the proponent agency or its direct reporting unit or field operating agency in the grade of colonel or the civil-ian equivalent may request a waiver to this regulation by providing justification that includes a full analysis of the ex-pected benefits and must include formal review by the activity’s senior legal of-ficer. 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 25 – 30 for specific guidance.

Army internal control process.

This regulation contains internal control provisions in accordance with AR 11 – 2 and identifies key internal controls that must be evaluated (app R).

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 – MP), 300 Army Pentagon, Washington, DC 20310 – 0300.

Suggested improvements. Users are invited to send comments and sug-gested improvements on DA Form 2028 (Recommended Changes to Publications and Blank Forms) directly to Deputy Chief of Staff, G – 1 (DAPE – MP), 300 Army Pentagon, Washington, DC 20310 – 0300.

Committee management. AR 15 – 39 requires the proponent to justify establish-ing/continuing committee(s), coordinate draft publications, and coordinate changes in committee status with the Office of the Administrative Assistant to the Secretary of the Army, Department of the Army Committee Management Office (AARP – ZA), 105 Army Pentagon, Wash-ington DC, 20310 – 0105. Further, if it is determined that an established “group” identified within this regulation later takes on the characteristics of a committee as found in AR 15 – 39, then the proponent will follow AR 15 – 39 requirements for establishing and continuing the group as a committee.

Distribution. This regulation is availa-ble in electronic media only and is in-tended for the Regular Army, the Army National Guard/Army National Guard of the United States, and the U.S. Army Re-serve.

Contents—Continued

AR 600–20 • 24 July 2020 i

Contents (Listed by paragraph and page number)

Chapter 1 Introduction, page 1 Purpose • 1 – 1, page 1 References and forms • 1 – 2, page 1 Explanation of abbreviations and terms • 1 – 3, page 1 Responsibilities • 1 – 4, page 1 Records management (recordkeeping) requirements • 1 – 5, page 2 Command • 1 – 6, page 2 Military grade and rank • 1 – 7, page 3 Precedence between Soldiers and other Service Members serving with the Army • 1 – 8, page 7 Precedence between members of the Army and members of foreign military services serving with the

Army • 1 – 9, page 8

Chapter 2 Command Policies, page 8 Chain of command • 2 – 1, page 8 Open door policies • 2 – 2, page 8 Performance counseling • 2 – 3, page 8 Staff or technical channels • 2 – 4, page 9 Command of installations, activities, and units • 2 – 5, page 9 Command of installations, activities, and units of Joint bases • 2 – 6, page 16 Specialty immaterial commands • 2 – 7, page 20 Designation of junior in the same grade to command • 2 – 8, page 20 Death, disability, retirement, reassignment, or absence of the commander • 2 – 9, page 21 Absence or disability of all officers of a unit • 2 – 10, page 21 Emergency command • 2 – 11, page 22 Functions of an individual in temporary command • 2 – 12, page 22 Responsibility of successor • 2 – 13, page 22 Separate commands of the Army serving together • 2 – 14, page 22 Separate commands of the several military services of the United States serving together • 2 – 15, page 22 Ineligibility for command of post or activity • 2 – 16, page 22 Restrictions • 2 – 17, page 23 Relief for cause • 2 – 18, page 23 Noncommissioned officer support channel • 2 – 19, page 24

Chapter 3 Ready and Resilient, page 25 General • 3 – 1, page 25 The Army Ready and Resilient strategic governance process • 3 – 2, page 25 Responsibilities • 3 – 3, page 26

Chapter 4 Military Discipline and Conduct, page 27 Military discipline • 4 – 1, page 27 Obedience to orders • 4 – 2, page 27 Military courtesy • 4 – 3, page 27 Soldier conduct • 4 – 4, page 27 Maintenance of order • 4 – 5, page 28 Exercising military authority • 4 – 6, page 28 Disciplinary powers of the commanding officer • 4 – 7, page 28 Settlement of local accounts on change of station • 4 – 8, page 29 Civil status of members of the U.S. Army Reserve • 4 – 9, page 29

AR 600–20 • 24 July 2020 ii

Participation in support of civilian law-enforcement agencies • 4 – 10, page 30 Membership campaigns • 4 – 11, page 30 Extremist organizations and activities • 4 – 12, page 30 Army language policy • 4 – 13, page 34 Relationships between Soldiers of different grades • 4 – 14, page 34 Other prohibited relationships • 4 – 15, page 35 Fraternization • 4 – 16, page 38 Standards of conduct • 4 – 17, page 38 Employment and volunteer work of spouse • 4 – 18, page 38 The Army Harassment Prevention and Response Program (hazing, bullying, and discriminatory harass-ment) • 4 – 19, page 39 Informal funds • 4 – 20, page 42 Misuse of government travel charge cards • 4 – 21, page 42 Domestic Violence Amendment to the Gun Control Act of 1968 • 4 – 22, page 43 Self-reporting of criminal convictions by officers and senior enlisted members • 4 – 23, page 46 Command responsibility under the law of war • 4 – 24, page 47 Personnel recovery and code of conduct training • 4 – 25, page 47 Combating trafficking in persons • 4 – 26, page 47

Chapter 5 Other Responsibilities of Command, page 48 General • 5 – 1, page 48 Army Family readiness • 5 – 2, page 48 Family care plans • 5 – 3, page 49 Command aspects of medical readiness and medical care • 5 – 4, page 54 Breastfeeding and lactation support policy • 5 – 5, page 57 Accommodating religious practices • 5 – 6, page 57 Unit memorial ceremonies and services policy • 5 – 7, page 60 Better Opportunities for Single Soldiers • 5 – 8, page 62 Soldier for Life – Transition Assistance Program • 5 – 9, page 62 Federal Parent Locator Service • 5 – 10, page 63 Complaints or accusations against military personnel • 5 – 11, page 63 Military Whistleblower Protection Act • 5 – 12, page 64 Retaliation • 5 – 13, page 65 Appearance before congressional committees • 5 – 14, page 66 Political activities • 5 – 15, page 66 Prohibition of military labor unions • 5 – 16, page 67 On-post distribution of non-government printed materials • 5 – 17, page 69 Insider Threat Program • 5 – 18, page 70 Risk management • 5 – 19, page 71 Operations security • 5 – 20, page 71 Adoption Reimbursement Program • 5 – 21, page 71

Chapter 6 Military Equal Opportunity Policy and Program, page 72 Purpose • 6 – 1, page 72 Military equal opportunity policies • 6 – 2, page 72 Military equal opportunity professional staffing • 6 – 3, page 73 Military equal opportunity training and education • 6 – 4, page 73 Command climate assessment • 6 – 5, page 73 Military Equal Opportunity and Harassment Complaint Processing System • 6 – 6, page 73 Retaliation Prevention and Response • 6 – 7, page 83 Military equal opportunity definitions • 6 –8, page 83 Racial and ethnic categories • 6 – 9, page 83 Military Equal Opportunity Program and Harassment Prevention and Response Program responsibilities • 6 –

10, page 83

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Chapter 7 Sexual Harassment/Assault Response and Prevention Program, page 87 Scope • 7 – 1, page 87 Policy • 7 – 2, page 88 Purpose • 7 – 3, page 88 Program eligibility • 7 – 4, page 88 Responsibilities • 7 – 5, page 88 Program fundamentals • 7 – 6, page 103 Sexual harassment • 7 – 7, page 104 Sexual Harassment Complaint Processing System • 7 – 8, page 105 Sexual assault • 7 – 9, page 112 Retaliation in response to reports of sexual assault and sexual harassment • 7 – 10, page 113 Commander actions upon notification of a sexual assault • 7 –11, page 113

Appendixes

A. References, page 117

B. Political Activities, page 130

C. Military Equal Opportunity Professional Staffing, page 132

D. Military Equal Opportunity and Harassment Training and Education, page 137

E. Command Climate Assessment, page 139

F. Sexual Assault Review Board for Unrestricted Reports of Sexual Assault, page 146

G. Department of Defense Sexual Assault Advocate Certification Program Requirements, Training, and Additional Skill Identifier Assignment, page 151

H. Retaliation Prevention and Response, page 156

I. Expedited Transfer Victim Requests, page 160

J. Sexual Harassment/Assault Response and Prevention Commander’s Critical Information Require-ment(s), page 162

K. Sexual Assault Incident Response Oversight Report, page 164

L. Confidentiality Guidelines for Restricted/Unrestricted Reporting, page 167

M. 24/7 Sexual Harassment/Assault Response and Prevention Hotline, page 172

N. Sexual Harassment/Assault Response and Prevention Program Organization Inspection Program, page 175

O. Inspector General Activities in Support of the Commander, page 177

P. Religious Accommodation, page 184

Q. Racial and Ethnic Designation Categories, page 191

R. Internal Control Evaluation, page 194

Table List

Table 1 – 1: Grades, Army, page 3 Table 1 – 2: Comparable grades among the Services, page 7 Table E – 1: Command Climate Assessment guidance, page 140 Table G – 1: Qualifications, page 151 Table I – 1: Victim transfer processes, page 161 Table K – 1: Sexual Assault Incident Response Oversight report reporting responsibilities, page 165 Table P – 1: Process for General Court-Martial Convening Authority uniform and grooming requests and all waiver requests, page 189 Table Q – 1: Reporting codes–race/population group, page 191

AR 600–20 • 24 July 2020 iv

Table Q – 2: Reporting codes–ethnic group, page 191 Table Q – 3: Racial/ethnic designation categories, page 193

Figure List

Figure 2 – 1: Command and support relationships at U.S. Army Materiel Command-managed installations, page 12 Figure 2 – 2: Assumption of command, page 14 Figure 2 – 3: Appointment of commander, page 15 Figure 2 – 4: Command relationships at Joint bases, page 18 Figure 2 – 5: Joint Base Management Oversight Structure, page 20 Figure O – 1: Right of Soldiers to present complaints to the inspector general, page 181 Figure O – 1: Right of Soldiers to present complaints to the inspector general—Continued, page 181 Figure O – 2: Right of Department of the Army Civilian employees to present complaints to the inspector gen-eral, page 183 Figure O – 2: Right of Department of the Army Civilian employees to present complaints to the inspector general—

Continued, page 183

Glossary

AR 600–20 • 24 July 2020 1

Chapter 1 Introduction

1 – 1. Purpose This regulation prescribes the policies and responsibilities of command, which include the Army Ready and Resilient Campaign Plan, military discipline and conduct, the Army Military Equal Opportunity (MEO) Program, the Army Harassment Prevention and Response Program, and the Army Sexual Harassment/Assault Response and Prevention (SHARP) Program.

1 – 2. References and forms See appendix A.

1 – 3. Explanation of abbreviations and terms See the glossary.

1 – 4. Responsibilities Detailed responsibilities are listed and described in separate chapters under specific programs and command functions.

This paragraph outlines general or overarching responsibilities.

a. The Principal Officials of Headquarters, Department of the Army (HQDA) direct policies, programs, and re-sources in support of command responsibilities.

b. The Assistant Secretary of the Army (Installations, Energy and Environment) (ASA (IE&E)) is responsible for setting the strategic direction for and ensuring that Army policies and programs related to installations, including Army real estate, joint basing, military construction, energy and water security and sustainability, and the environment, safety, and occupational health are executed consistent with law, regulation, and policy. In addition, the ASA (IE&E) is responsible for oversight of the execution functions performed by the Corps of Engineers related to the Army’s military construction, real property, real estate, energy, and environmental safety and occupational health programs.

c. The Assistant Secretary for the Army (Manpower and Reserve Affairs) (ASA (M&RA)) is responsible for setting the strategic direction for and ensuring Army policies, plans, and programs for personnel, force structure, manpower management, total force management, total force policy, training, military and personnel readiness, Reserve affairs, and Army protection are executed consistent with law, regulation, and policy. In addition, the ASA (M&RA) is spe-cifically responsible for the Equal Employment Opportunity (EEO) and MEO Programs and morale, welfare, recrea-tion (MWR) and Family support programs.

d. The Vice Chief of Staff, Army (VCSA) tasks the Army Staff (ARSTAF) as necessary to coordinate the readiness and resiliency of the force.

e. The Deputy Chief of Staff, G – 1 (DCS, G – 1) has ARSTAF responsibility for developing and executing Army strategy, policy, plans, and programs that relate to—

(1) Chain of command (see para 2 – 1), designation of junior in the same grade to command (see para 2 – 8), and assumption of command by the senior regularly assigned Soldiers when the commander dies, is disabled, resigns, retires, or is absent (see para 2 – 9).

(2) The Army Ready and Resilient Plan (see chap 3).

(3) Extremist organizations and activities (see para 4 – 12), relationships between Soldiers of different grade (see para 4 – 14), and other prohibited relationships (see para 4 – 15).

(4) Political activities (see para 5 – 16), Family care plans (see para 5 – 3), and accommodation of religious practices

(see para 5 – 6).

(5) The Army SHARP Program (see para 7 – 4).

f. The Deputy Chief of Staff, G – 9 (DCS, G – 9) has ARSTAF responsibility for planning, developing, implement-ing, resourcing, overseeing, and evaluating the execution of strategies, policies, plans, and programs for the delivery of installation services and infrastructure to support readiness. The DCS, G – 9 will—

(1) Advise the ASA (IE&E) on planning, developing policy, resourcing, implementing, and evaluating—

(a) Comprehensive installation management operations, facilities' investment, environmental programs, excess in-stallation property, real property management, master planning, joint basing, and energy and water security and sus-tainability.

(b) Army housing, nontactical vehicles, public and private partnerships, installation safety, and installation logis-tics.

AR 600–20 • 24 July 2020 2

(2) Advise the ASA (M&RA) on planning, developing policy, resourcing, implementing, and evaluating MWR programs, nonappropriated fund instrumentalities, and Soldier and Family readiness programs.

g. The Commanding General, Army Materiel Command (AMC) is responsible for the execution and delivery of Soldier, Civilian, and Family programs and services at the installation in support of total force Readiness and Resili-ence. Installation Management Command (IMCOM) is a major subordinate command to AMC.

h. Commanding Generals of Army commands (ACOMs), Army service component commands (ASCCs), Chief, National Guard Bureau (CNGB), Chief, Army Reserve, and/or direct reporting units (DRUs) implement policies and programs within their respective commands to support the readiness and resilience of the force.

i. Commanders at all levels will implement and enforce the chain of command and Army command policies.

1 – 5. Records management (recordkeeping) requirements The records management requirement for all record numbers, associated forms, and reports required by this regulation are addressed in the Army Records Retention Schedule-Army (RRS – A). Detailed information for all related record numbers, forms, and reports are located in Army Records Information Management System (ARIMS)/RRS – A at https://www.arims.army.mil. If any record numbers, forms, and reports are not current, addressed, and/or published correctly in ARIMS/RRS – A, see DA Pam 25 – 403 for guidance.

1 – 6. Command

a. Privilege to command. Command is exercised by virtue of office and the special assignment of members of the

Armed Forces of the United States holding military grade who are eligible to exercise command. A commander is, therefore, a commissioned or warrant officer (WO) who, by virtue of grade and assignment, exercises primary com-mand authority over a military organization or a prescribed territorial area that is recognized as a "command" under pertinent official directives. 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 DA Civilian may be designated to exercise general supervision over an Army instal-lation 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 all aspects of unit readiness. Train-ing is the cornerstone of unit readiness and must be the commander’s top peacetime priority. Establishing a positive leadership climate within the unit and developing disciplined and cohesive units contributes to combat readiness and sets the tone for social and duty relationships and responsibilities within the command. As the primary unit trainers, commanders must develop their leaders to extract the greatest training value from every opportunity in every activity in order to build combat readiness and prepare their units and Soldiers to rapidly deploy and accomplish their decisive action missions. Commanders remain responsible for the professional development of their Soldiers at all ranks. Com-manders and other leaders will treat their subordinates with dignity and respect at all times and establish a command and organizational climate that emphasizes the duty of others to act in a similar manner toward their subordinates in accomplishing the unit mission.

(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’ and DA Civilians’ needs and care for their well-being, and if they demonstrate genuine con-cern, 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, decision-making, 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 purpose of military discipline. Articles (Art.) 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. 137).

(c) Properly training their Soldiers and ensuring that both Soldiers and equipment are in the proper state of readi-ness at all times. Commanders must assess the command climate periodically to analyze the human dimension of https://www.arims.army.mil/

AR 600–20 • 24 July 2020 3 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 men-tally, 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 and DA Civilians 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. Command climate assess-ments (CCAs) will be conducted in accordance with appendix E.

(d) Requirement of exemplary conduct (Section 7233, Title 10, United States Code (10 USC 7233)). All command-ing 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, 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.

d. Assignment and command. Soldiers are assigned to stations or units where their services are required. The com-manding officer then assigns appropriate duties. Without orders from proper authority, a Soldier may only assume command when eligible according to chapter 2.

1 – 7. Military grade and rank

a. Military rank among officers of the same grade or of equivalent grade is determined 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 (see 10 USC 741). Grade and precedence of rank confers eligibility to exercise command or authority in the U.S. military within limits prescribed by law.

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 abbre-viations.

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 “Sergeant,” not as “E – 5” (see table 1 – 1).

d. All chaplains are addressed as “Chaplain,” regardless of military grade or professional title. When a chaplain is addressed in writing, grade is indicated in parentheses, for example, Chaplain (Major) John F. Doe.

e. Conferring honorary titles of military grade upon DA Civilians is prohibited. However, honorary titles already conferred will not be withdrawn.

Table 1 – 1 Grades, Army — Continued General officers

Grade: General of the Army Pay grade: Special Title of address: General Abbreviation: GA1

Grade: General Pay grade: O – 10 Title of address: General Abbreviation: GEN

Grade: Lieutenant General Pay grade: O – 9 Title of address: General Abbreviation: LTG

Grade: Major General

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Pay grade: O – 8 Title of address: General Abbreviation: MG

Grade: Brigadier General Pay grade: O – 7 Title of address: General Abbreviation: BG

Senior field grade officers

Grade: Colonel Pay grade: O – 6 Title of address: Colonel Abbreviation: COL

Field grade officers

Grade: Lieutenant Colonel Pay grade: O – 5 Title of address: Colonel Abbreviation: LTC

Grade: Major Pay grade: O – 4 Title of address: Major Abbreviation: MAJ

Company grade officers

Grade: Captain Pay grade: O – 3 Title of address: Captain Abbreviation: CPT

Grade: First Lieutenant Pay grade: O – 2 Title of address: Lieutenant Abbreviation: 1LT

Grade: Second Lieutenant Pay grade: O – 1 Title of address: Lieutenant Abbreviation: 2LT

Senior field grade warrant officers

Grade: Chief Warrant Officer, Five Pay grade: W – 5 Title of address: Chief/Mr./Mrs./Miss/Ms.

Abbreviation: CW5

Field grade warrant officers

Grade: Chief Warrant Officer, Four Pay grade: W – 4 Title of address: Chief/Mr./Mrs./Miss/Ms.

Abbreviation: CW4

Grade: Chief Warrant Officer, Three Pay grade: W – 3 Title of address: Chief/Mr./Mrs./Miss/Ms.

Abbreviation: CW3

Company grade warrant officers

Grade: Chief Warrant Officer, Two

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Pay grade: W – 2 Title of address: Chief/Mr./Mrs./Miss/Ms.

Abbreviation: CW2

Grade: Warrant Officer, One Pay grade: W – 1 Title of address: Mr./Mrs./Miss/Ms.

Abbreviation: WO1

Cadets

Grade: Cadet, U.S. Military Academy Pay grade: Special Title of address: Mr./Mrs./Miss/Ms./Cadet Abbreviation: CDT

Grade: Cadet, Senior Advanced Reserve Officer’s Training Corps (ROTC) Pay grade: Special Title of address: Mr./Mrs./Miss/Ms./Cadet Abbreviation: CDT

Candidates

Grade: Officer Candidate Pay grade: Special Title of address: Candidate Abbreviation: OC

Grade: Warrant Officer Candidate Pay grade: Special Title of address: Candidate Abbreviation: WOC

Enlisted noncommissioned officers

Grade: Sergeant Major of the Army Pay grade: E – 9 Title of address: Sergeant Major Abbreviation: SMA

Grade: Command Sergeant Major2 Pay grade: E – 9 Title of address: Sergeant Major Abbreviation: CSM

Grade: Sergeant Major3 Pay grade: E – 9 Title of address: Sergeant Major Abbreviation: SGM

Grade: First Sergeant Pay grade: E – 8 Title of address: First Sergeant Abbreviation: 1SG

Grade: Master Sergeant Pay grade: E – 8 Title of address: Sergeant Abbreviation: MSG

Grade: Sergeant First Class Pay grade: E – 7 Title of address: Sergeant Abbreviation: SFC

Grade: Staff Sergeant

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Pay grade: E – 6 Title of address: Sergeant Abbreviation: SSG

Grade: Sergeant Pay grade: E – 5 Title of address: Sergeant Abbreviation: SGT

Grade: Corporal Pay grade: E – 4 Title of address: Corporal Abbreviation: CPL

Junior enlisted Soldiers

Grade: Specialist4 Pay grade: E – 4 Title of address: Specialist Abbreviation: SPC5

Grade: Private first class Pay grade: E – 3 Title of address: Private Abbreviation: PFC

Grade: Private Pay grade: E – 2 Title of address: Private Abbreviation: PV2

Grade: Private Pay grade: E – 1 Title of address: Private Abbreviation: PV1

Legend:

The following acronyms have been introduced:

Brigadier general (BG) Cadet (CDT) Colonel (COL) Chief warrant officer four (CW4) Chief warrant officer five (CW5) First lieutenant (1LT) First sergeant (1SG) Command sergeant major (CSM) Chief warrant officer (CW3) General (GEN) Lieutenant colonel (LTC) Lieutenant general (LTG) Major (MAJ) Major general (MG) Master sergeant (MSG) Officer candidate (OC) Private enlisted one (PV1) Private enlisted two (PV2) Private first class (PFC) Specialist (SPC) Sergeant (SSG) Sergeant Major of the Army (SMA) Warrant officer candidate (WOC) Warrant officer one (WO1) Notes:

1 Other abbreviations authorized for use in correspondence with the general public and agencies outside Department of Defense (DoD), on identifica-tion cards, and in personal correspondence are listed in AR 25 – 50.

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.

4 Specialist will rank immediately below corporal. This does not require or justify change to table of organization and equipment or table of distribution and allowances (TDA).

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5 Specialist and its abbreviation (SPC) will be used in written correspondence.

1 – 8. 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. (Com-parable grades among the Services are shown in table 1 – 2.)

Table 1 – 2 Comparable grades among the Services — Continued

Army Air Force Marine Corps Navy

Officers

General of the Army General of the Air Force — Fleet Admiral

General General General 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 Five

Chief Warrant Officer Four — Chief Warrant Officer Four Chief Warrant Officer Four

Chief Warrant Officer Three — Chief Warrant Officer Three Chief Warrant Officer Three

Chief Warrant Officer Two — Chief Warrant Officer Two Chief Warrant Officer Two

Warrant Officer One — Warrant Officer One —

Cadets

Cadet Cadet — Midshipman

Enlisted

Sergeant Major of the Army Chief Master Sergeant of the Air Force

Sergeant Major of the Marine 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 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

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Table 1 – 2 Comparable grades among the Services — Continued

Army Air Force Marine Corps Navy

Sergeant Staff Sergeant Sergeant Petty Officer Second Class

Corporal — Corporal Petty Officer Third Class

Specialist Senior Airman — —-

Private First Class Airman First Class Lance Corporal Seaman

Private Airman Private First Class Seaman Apprentice

Private Airman Basic Private Seaman Recruit

1 – 9. Precedence between members of the Army and members of foreign military services serving with the Army Members of foreign military services serving with the 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 serving with the Army may exercise operational or tactical control over Army units, but they may not perform inherently governmental functions, to include exercising command over Soldiers of the U.S. Army or supervising Department of the Army Civilians.

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 com-munication 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 publish an open door command policy statement within their commands. Soldiers are responsible for ensuring 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 pro-cedures of the open door policy are determined by the commander. They are responsible for ensuring that Soldiers are aware of the command’s open door policy.

2 – 3. Performance counseling Commanders will ensure that all members of their command receive timely performance counseling. Effective per-formance counseling and feedback provided to officers, noncommissioned officers (NCO), enlisted Soldiers, and DA Civilian helps to ensure that they are prepared to carry out their duties efficiently and accomplish the mission.

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a. Soldiers. AR 623 – 3 contains 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. ATP 6 – 22.1 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 main-taining an effective performance counseling program.

b. Department of the Army Civilian. Commanders will refer to the applicable civilian performance management policies and regulation (for example, DoDI 1400.25, Volume 431; DoDI 1400.25, Volume 2011) for requirements for providing DA Civilian performance feedback during their performance cycle. All commanders will ensure that their subordinate leaders have implemented and are maintaining an effective performance management 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. Normally, the senior regularly assigned Army officer present for duty is responsible for the command of units, except as shown in paragraphs 2–8a, 2 – 13 and 2 – 15.

b. Command of installations. Command of Army installations is subject to policies, procedures, and regulations promulgated by HQDA.

(1) A senior commander (SC), designated by Army senior leadership, exercises command of Army installations.

The Command authority over the installation derives from the Title 10 authority of the Secretary of the Army (SECARMY) over installations. This is a direct delegation of command authority for the installation to the SC. The command authority of the SC 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) Army installations managed by AMC and AMC units, which include Garrison Commands, IMCOM Direc-torates and IMCOM Headquarters. Installations that AMC manages are discussed in paragraph 2–5b(3)(d).

(b) Army installations not managed by AMC. Installations that are not managed by AMC are discussed in para-graph 2–5b(3)(e).

(3) Roles and responsibilities.

(a) Senior commander. The SC is normally, but not always, the senior General Officer (GO) at the installation.

The mission of the SC is to care for Soldiers, Families, and DA 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 AMC (normally, through AMC’s subordinate organizations) and, as needed, the associated ACOM, ASCC, or DRU.

The SC’s higher headquarters (ACOM, ASCC, or DRU), on behalf of HQDA, will maintain oversight of the SC while executing installation missions. The SC uses the garrison command 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 commander supported by AMC’s Garrison Command and affiliated IMCOM Director, other installation service providers, and tenants as depicted in figure 2 – 1, Command and Support Relationships at AMC-managed Installations. The SC—

1. Is normally 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 DA Civilian instead of a uniformed SC, who will have the SC roles and responsibilities, except for UCMJ and command authority. In these instances, the individual will be referred to as the senior manager. Before 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.

4. Exercises the duties and responsibilities of the installation commander where that title is mentioned in the USC or DoD or Army policies, except on installations designated to be managed under DoD Joint Basing Guidance.

5.