Army Command Policy

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Army Regulation artersDepartment of the ArmyWashington, DC7 June 2006UNCLASSIFIED

SUMMARY of CHANGEAR 600–20Army Command PolicyThis rapid action revision, dated 7 June 2006-oClarifies policy on command tour length (para 2-5e(2)).oMakes administrative changes throughout.This major revision, dated 1 February 2006oProvides policy guidance on installation command and control within theInstallation Management Agency (para 2-5).oProvides policy guidance on the duties of Active Guard Reserve personnel(para 2-5j).oProvides policy on the Army well-being process (chap 3).oClarifies policy on relationships between Soldiers of different ranksinvolving dual status military technicians in the Army National Guard (para4-14).oClarifies policy on marriages between officer and enlisted members and ofrelationships between enlisted members when one of the members becomes anofficer (para 4-14).oProvides policy guidance on conducting substantial investigations involvinghomosexual conduct (para 4-19).oProvides policy guidance on government travel cards (para 4-22).oClarifies policy on the Domestic Violence Amendment to the Gun Control act of1968, "The Lautenberg Amendment" (para 4-23).oSets forth policy on human relations readiness training proponency andtraining elements (para 5-13).oGives additional policy guidance on Equal Opportunity and Prevention ofSexual Harassment programs (chap 7).oProvides policy guidance on the Army Sexual Assault Prevention and ResponseProgram (chap 8).

*Army Regulation 600–20HeadquartersDepartment of the ArmyWashington, DC7 June 2006Effective 7 July 2006Personnel—GeneralArmy Command PolicyHistory. This publication is a rapid actionrevision. The portions affected by thisrapid action revision are listed in thesummary of change.Summary. This regulation prescribes thepolicy and responsibility of command,which include the well-being of the force,military and personal discipline and conduct, the Army Equal Opportunity Program, prevention of sexual harassment,and the Army Sexual Assault Preventionand Response Program. It implements Department of Defense (DOD) Directives1300.17, 1325.6, 1342.17 1344.10, 1350.2, 1354.1, 1400.33, and 6495.01 andDOD Instructions 1342.19 and 5120.4.Applicability. This regulation applies tothe Active Army, the Army NationalGuard /Army National Guard of theUnited States, and the U.S. Army Reserve. During mobilization, the proponentmay modify chapters and policies contained in this regulation. Chapters 6 and 7and Appendixes E and F apply to ArmyNational Guard Soldiers when on activeduty Title 10, for 30 days or more, and inall other cases, Army National Guard Soldiers are governed by NGR 600–21,Equal Opportunity Program in the ArmyNational Guard, and NGR 600–22, National Guard Military DiscriminationComplaint System. Portions of this regulation that proscribe specific conduct arepunitive and violations of these provisionsmay subject offenders to nonjudicial orjudicial action under the Uniform Code ofMilitary Justice. The equal opportunityterms found in the glossary are applicableonly to uniformed personnel. AR690–600, Equal Employment OpportunityDiscrimination Complaints, contains similar terms that are applicable to DAcivilians.Proponent and exception authority.The proponent of this regulation is theDeputy Chief of Staff, G–1. The proponent has the authority to approve exceptions or waivers to this regulation that areconsistent with controlling law and regulations. The proponent may delegate thisapproval authority, in writing, to a division chief within the proponent agency ora direct reporting unit or field operatingagency of the proponent agency in thegrade of colonel or the civilian equivalent.Activities may request a waiver to thisregulation by providing justification thatincludes a full analysis of the expectedbenefits and must include formal reviewby the activity’s senior legal officer. Allwaiver requests will be endorsed by thecommander or senior leader of the requesting activity and forwarded throughtheir higher headquarters to the policyproponent. Refer to AR 25–30 for specificguidance.Army management control process.This regulation does not contain management control provisions.Supplementation. Supplementation ofthis regulation and establishment of command and local forms are prohibited without prior approval from HQDA(DAPE–HR–L), Washington, DC20310–0300. Supplementation of chapters6 and 7 are permitted at the major Armycommand level. A draft copy of each supplement must be provided to HQDA(DAPE–HR–L), Washington, DC20310–0300, for approval beforepublication.Suggested improvements. Users areinvited to send comments and suggestedimprovements on DA Form 2028 (Recommended Changes to Publications andBlank Forms) directly to HQDA(DAPE–HR–L), Washington, DC20310–0300.Distribution. Distribution of this publication is available in electronic mediaonly and is intended for command levelsA, B, C, D, and E for the Active Army,the Army National Guard of the UnitedStates, and the U.S. Army Reserve.*This regulation supersedes AR 600–20, dated 1 February 2006.AR 600–20 7 June 2006UNCLASSIFIEDi

Contents(Listed by paragraph and page number)Chapter 1Introduction, page 1Purpose 1–1, page 1References 1–2, page 1Explanation of abbreviations and terms 1–3, page 1Responsibilities 1–4, page 1Command 1–5, page 1Military grade and rank 1–6, page 2Precedence between Soldiers and other Service members serving with the Army 1–7, page 4Precedence between members of the Army and members of foreign military services serving with the Army 1–8,page 5Chapter 2Command Policies, page 6Chain of command 2–1, page 6Open door policies 2–2, page 6Performance counseling 2–3, page 6Staff or technical channels 2–4, page 6Command of installations, activities, and units 2–5, page 6Specialty immaterial commands 2–6, page 12Designation of junior in the same grade to command 2–7, page 12Death, disability, retirement, reassignment, or absence of the commander 2–8, page 12Absence or disability of all officers of a unit 2–9, page 13Emergency command 2–10, page 13Functions of an individual in temporary command 2–11, page 13Responsibility of successor 2–12, page 13Separate commands of the U.S. Army serving together 2–13, page 13Separate commands of the several military services of the United States serving together 2–14, page 13Ineligibility for command of post or activity 2–15, page 14Restrictions 2–16, page 14Relief for cause 2–17, page 15Noncommissioned officer support channel 2–18, page 15Precedence of relative grade, enlisted Soldiers 2–19, page 16Date of rank, enlisted Soldiers 2–20, page 16Chapter 3Army Well-Being, page 18General 3–1, page 18Definition 3–2, page 18Concept 3–3, page 18The well-being framework 3–4, page 19Well-being strategic goals 3–5, page 19Well-being end state 3–6, page 19The Army well-being strategic process 3–7, page 19Responsibilities 3–8, page 20Chapter 4Military Discipline and Conduct, page 21Military discipline 4–1, page 21Obedience to orders 4–2, page 21Military courtesy 4–3, page 21Soldier conduct 4–4, page 21iiAR 600–20 7 June 2006

Contents—ContinuedMaintenance of order 4–5, page 22Exercising military authority 4–6, page 22Disciplinary powers of the commanding officer 4–7, page 22Settlement of local accounts on change of station 4–8, page 22Civil status of members of the Reserve Component 4–9, page 22Participation in support of civilian law enforcement agencies 4–10, page 23Membership campaigns 4–11, page 23Extremist organizations and activities 4–12, page 23Army language policy 4–13, page 24Relationships between Soldiers of different rank 4–14, page 25Other prohibited relationships 4–15, page 26Fraternization 4–16, page 26Standards of conduct 4–17, page 26Employment and volunteer work of spouse 4–18, page 26Homosexual conduct policy 4–19, page 27Hazing 4–20, page 29Informal funds 4–21, page 30Misuse of government travel charge cards 4–22, page 30Domestic Violence Amendment to the Gun Control Act of 1968 4–23, page 30Chapter 5Other Responsibilities of Command, page 33General 5–1, page 33Appearance before congressional committees 5–2, page 33Political activities 5–3, page 33Command aspects of medical care 5–4, page 35Family care plans 5–5, page 37Accommodating religious practices 5–6, page 41Prohibition of military labor unions 5–7, page 44Complaints or accusations against military personnel 5–8, page 45On-post distribution of nongovernment printed materials 5–9, page 46The Total Army Family Program 5–10, page 47Federal Parent Locator Service 5–11, page 49Military Whistleblower Protection Act 5–12, page 49Human Relations Readiness Training 5–13, page 49Chapter 6The Equal Opportunity Program in the Army, page 50Purpose 6–1, page 50Equal opportunity policy 6–2, page 50Responsibilities 6–3, page 51The Army’s Equal Opportunity Advisor of the Year Award 6–4, page 55Staffing 6–5, page 56PM/EOA selection and assignment policy 6–6, page 57Attendance at the Defense EO Management Institute 6–7, page 58Off-post activities, on-post activities, and off-limit actions 6–8, page 59Procedures for processing EO complaints 6–9, page 59Housing complaints 6–10, page 60Evaluation reports 6–11, page 60Civilian schooling 6–12, page 60Legal assistance 6–13, page 60EO Action Plans 6–14, page 60Training 6–15, page 61Authority to collect and maintain data 6–16, page 62Narrative and statistical reports on EO progress 6–17, page 62AR 600–20 7 June 2006iii

Contents—ContinuedTraining for civilian duty positions in the military EO Program at DEOMI 6–18, page 62EO special/ethnic observances 6–19, page 63Chapter 7Prevention of Sexual Harassment, page 63Overview 7–1, page 63Chain of command responsibilities 7–2, page 63Policy 7–3, page 64Definition 7–4, page 64Categories of sexual harassment 7–5, page 64Types of sexual harassment 7–6, page 64Techniques of dealing with sexual harassment 7–7, page 65Training 7–8, page 65Complaints 7–9, page 65Chapter 8Sexual Assault Prevention and Response Program, page 66Purpose and goals of the program 8–1, page 66Sexual assault policy 8–2, page 66Victim Advocacy Program 8–3, page 66Definitions 8–4, page 67Responsibilities 8–5, page 67Deployable SARC and UVA selection criteria 8–6, page 77Training 8–7, page 77AppendixesA.References, page 80B.Political Activities, page 88C.Congressional Findings, page 90D.EO/Sexual Harassment Complaint Processing System, page 91E.Command Climate Survey, page 98F.The Sexual Assault Review Board, page 99G.Army Sexual Assault Prevention and Response Program Sexual Assault Victim Assistance Actions, page 100H.Confidentiality/Restricted Reporting, page 101I. Essential Training Tasks for a Sexual Assault Response Capability, page 104Table ListTable 1–1: Grades of rank, U.S. Army, page 3Table 1–2: Comparable rank among the Services, page 5Table 6–1: Special commemorations/ethnic observances timetable, page 54Figure ListFigure 2–1: Installation command and control, page 7Figure 2–2: Assumption of command, page 10Figure 2–3: Appointment of commander, page 10GlossaryIndexivAR 600–20 7 June 2006

Chapter 1Introduction1–1. PurposeThis regulation prescribes the policies and responsibilities of command, which include the well-being of the force,military discipline and conduct, the Army Equal Opportunity Program, and the Army Sexual Assault Victim Program.1–2. ReferencesRequired and related publications and prescribed and referenced forms are listed in appendix A.1–3. Explanation of abbreviations and termsAbbreviations and special terms used in this regulation are listed in the glossary.1–4. ResponsibilitiesThe detailed responsibilities are listed and described in separate chapters under specific programs and commandfunctions. This paragraph outlines those general responsibilities.a. The Deputy Chief of Staff, G–1 (DCS, G–1) will formulate, manage, and evaluate command policies, plans, andprograms that relate to:(1) Chain of command (para 2–1), designation of junior in the same grade to command (para 2–7), and assumptionof 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 allArmy well-being related programs (para 3–8).(3) Extremist organizations and activities (para 4–12), relationships between Soldiers of different rank (para 4–14),other prohibited relationships (para 4–15), and homosexual conduct policy (para 4–19).(4) Political activities (para 5–3), Family Care Plans (para 5–5), accommodation of religious practices (para 5–6),and Human Relations Readiness Training (para 5–13).(5) The Army Equal Opportunity (EO) Program (paras 6–2 and 6–18).(6) Sexual Assault Prevention and Response Program (para 8–3).b. The officials listed below have responsibilities for specific groups of personnel concerning awareness of theArmy’s accommodation of religious practices policies. Every enlisted Soldier (including reenlistment), cadet, warrantofficer, and commissioned officer applicant needs to be informed of the Army’s accommodation of religious practicespolicies 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 HQDA official will also formulate anddisseminate 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 CG, U.S. Army Training and Doctrine Command (TRADOC.). All Reserve Officer Training Corps cadetsand all officer and warrant officer candidates.(5) The CG, U.S. Army Recruiting Command (USAREC). All enlisted and AMEDD officer accessions.c. Commanders at all levels will implement and enforce the chain of command and Army command policies.1–5. Commanda. Privilege to command. Command is exercised by virtue of office and the special assignment of members of theUnited States Armed Forces holding military grade who are eligible to exercise command. A commander is, therefore,a commissioned or warrant officer who, by virtue of grade and assignment, exercises primary command authority overa military organization or prescribed territorial area that under pertinent official directives is recognized as a "command." The privilege to command is not limited solely by branch of Service except as indicated in chapter 2. Acivilian, 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 (forexample, Dugway Proving Ground).b. Elements of command. The key elements of command are authority and responsibility. Formal authority forcommand 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 theunit and developing disciplined and cohesive units. This sets the parameters within which command will be exercisedand, therefore, sets the tone for social and duty relationships within the command. Commanders are also responsible forthe professional development of their Soldiers. To this end, they encourage self-study, professional development, andcontinued growth of their subordinates’ military careers.(1) Commanders and other leaders committed to the professional Army ethic promote a positive environment. Ifleaders show loyalty to their Soldiers, the Army, and the nation, they earn the loyalty of their Soldiers. If leadersAR 600–20 7 June 20061

consider their Soldiers’ needs and care for their well-being, and if they demonstrate genuine concern, these leadersbuild a positive command climate.(2) Duty is obedient and disciplined performance. Soldiers with a sense of duty accomplish tasks given them, seizeopportunities for self-improvement, and accept responsibility from their superiors. Soldiers, leader and led alike, worktogether 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 acritical 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 in theUniform Code of Military Justice (UCMJ) that require explanation will be presented in such a way to ensure thatSoldiers are fully aware of the controls and obligations imposed on them by virtue of their military service (see Art137, UCMJ).(c) Properly training their Soldiers and ensuring that both Soldiers and equipment are in the proper state of readinessat all times. Commanders should assess the command climate periodically to analyze the human dimension of combatreadiness. Soldiers must be committed to accomplishing the mission through the unit cohesion developed as a result ofa healthy leadership climate established by the command. Leaders at all levels promote the individual readiness of theirSoldiers 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, andtheir leaders. A leadership climate in which all Soldiers are treated with fairness, justice, and equity will be crucial todevelopment of this confidence within Soldiers. Commanders are responsible for developing disciplined and cohesiveunits 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 andregulations 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 enlistedpersons under their command or charge.d. Assignment and command. Soldiers are assigned to stations or units where their services are required. Thecommanding officer then assigns appropriate duties. Without orders from proper authority, a Soldier may only assumecommand when eligible according to chapter 2.1–6. Military grade and ranka. 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 is earlier than the date of rank of another officer of the same or equivalent grade issenior 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 Armyin order of their precedence. It indica

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 .

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