U.S. Army Soldier Support InstituteAdjutant General School

Adjutant General Basic Officer Leader Course

Coordinate Command Interest Programs as a member of the S-1

staff

Lesson Plan

Version 7.0April 2019

(DO NOT BEGIN UNTIL TOLD TO DO SO)

U.S. ARMY ADJUTANT GENERAL SCHOOLAdjutant General Basic Officer Leader Course

Module B – Provide HR Services

Lesson Plan for 805C – CDB42175Coordinate Command Interest Programs as a Member of the S-1 staff

Lesson: 4.0 HoursLesson Author: AGS, ITEDLast Review: 26 February 2019

1. SCOPE: Coordinate Command Interest Programs as a member of the S-1 staff is a four hour lesson that produces HR Officers who can confidently manage command interest programs in their future assignments. The lesson begins by highlighting the significance of command interest programs and how those programs help create a command climate conducive to producing excellence in unified land operations. Throughout, students are provided several opportunities to reinforce material by relating real-world experiences to the content. Opportunities to demonstrate doctrinal proficiency, critical thinking, and oral/written communication skills are provided throughout the lesson, culminating in a group project that has students replicate the research, organization, and planning skills they will be expected to apply in future assignments.

Students will have the opportunity to demonstrate doctrinal proficiency, critical thinking, and oral/written communication skills throughout the lesson. This is one of many lessons, culminating in a group project that students will replicate the research, organization, and planning skills needed in future assignments.

Army Learning Areas and General Learning Outcomes:

Army Learning Areas (ALA) are the baseline focal points Soldiers and Army Civilians must possess to prevail in the ambiguous environments that challenge the Army today. The four ALAs are: Army Profession and Leadership; Mission Command; Human Dimension; and Professional Competence. The Army Learning Area taxonomy provides a framework to assist in grouping the General Learning Outcomes. The four Army Learning Areas serve as the framework to catalogue the 14 General Learning Outcomes.

General Learning Outcomes (GLO) are essential outcomes resulting from training, education, and experience along a career continuum of learning. There are three primary purposes for the Army General Learning Outcomes. First, they provide trainers and educators a lens into how effective they are in conveying their support material. Second, it assists in improving instructional design and/or training support packages. Finally it places responsibility on training and education proponents to be nested with ALAs.

This lesson covers the following ALAs and associated GLOs:

Army Profession and Leadership ALA. The Army Profession is a unique vocation of experts certified in the ethical design, generation, support, and application of land power, serving under civilian authority and entrusted to defend the Constitution and the rights and interests of the American people. Leadership is the process of influencing people by providing purpose, direction, and motivation to accomplish the mission and improve the organization.

ALA: Army Profession and Leadership GLOs

GLO 1: Soldiers and Army Civilians proficient in leader attributes and competencies.GLO 2: Soldiers and Army Civilians proficient in leader attributes and competencies.

ALA: Mission Command GLOs

GLO 3: Soldiers and Army Civilians demonstrate proficiency in mission command philosophy. GLO 4: Soldiers and Army Civilians demonstrate proficiency in mission command leader and commander tasks.GLO 5: Soldiers and Army Civilians demonstrate proficiency in mission command staff tasks.

Human Dimension ALA. The human dimension embodies the cognitive, physical, and social components of the Army’s trusted professionals and teams.

ALA: Human Dimension GLOs

GLO 7: Soldiers and Army Civilians demonstrate capacity in critical thinking. This GLO includes Applied Critical Thinking and Groupthink Mitigation, Strategic Thinking, Problem Solving, and Decision Making.

GLO 8:

GLO: 9

GLO 10:

Soldiers and Army Civilians demonstrate proficiency in communications skills. This includes Verbal Communication, Written Communication, Active Listening, Facilitation, Negotiations, Social Media, and Digital Communications. Soldiers and Army Civilians demonstrate proficiency in cultural awareness, cross-cultural competencies in the strategic environment of 2025 and beyond. Soldiers and Army Civilians pursue Comprehensive Fitness/Resiliency Skills and Performance Enhancement Skills.

Professional Competence ALA. Professional Competence is the demonstrated technical and tactical proficiency in Army and joint doctrine largely revolving around the concept of ULO codified in ADP 3-0.

ALA: Professional Competence GLOs

GLO 12: Soldiers and Army Civilians demonstrate proficiency in Army and joint doctrine.

GLO 13: Soldiers and Army Civilians support Army policies, programs, and processes.GLO 14: Soldiers and Army Civilians are technically and tactically competent.

2. LEARNING OBJECTIVES:

TLO: Coordinate Command Interest Programs as a member of the S-1 staff

Action: Coordinate Command Interest Programs as a member of the S-1 staff

Condition: In a classroom environment, given access to doctrinal publications, course reference materials and an awareness of the Operational Environment (OE), variables and actors.

Standard: Students will meet the standards when they:1. Analyze support requirements for the management of Command Interest Programs (CIP) per the commander’s intent.2. Monitor Equal Opportunity (EO) Programs3. Coordinate Unit Voting Assistance Program4. Monitor Units Army Substance Abuse Program5. Monitor Unit’s Army Body Composition Program6. Manage Unit’s Combined Federal Campaign (CFC)7. Monitor the unit’s Sexual Harassment/Assault Response and Prevention Program (SHARP)8. Manage the unit’s Combined Federal Campaign (CFC) 9. Manage the unit’s Army Emergency Relief (AER) Campaign10. Manage the unit’s Suicide Prevention Program11. Implement the Total Army Sponsorship Program (TASP)12. Maintain Family Readiness

Learning Domain: Cognitive

Level of Learning: Comprehension

Safety Requirements: In a training environment, leaders must perform a risk assessment in accordance with ATP 5-19, Risk Management. Leaders will complete a DA Form 2977 DELIBERATE RISK ASSESMENT WORKSHEET during the planning and completion of each task and sub-task by assessing mission, enemy, terrain and weather, troops and support available-time available and civil considerations, (METT-TC).

Risk Assessment Level: Low

Environmental Statement: Environmental protection is not just the law but the right thing to do. It is a continual process and starts with deliberate planning. Always be alert to ways

to protect our environment during training and missions. In doing so, you will contribute to the sustainment of our training resources while protecting people and the environment from harmful effects. Refer to ATP 3-34.5 Environmental Considerations and GTA 05-08-002 Environmental-Related Risk

3. STUDENT PREREQUISITE WORK:

a. Study Requirements:

Read: (1) Advance Sheet(2) FM 1-0, Chapter 5, Section II, Command Interest Programs (2 pages).

Scan: N/A

Review: (1) FM 1-0, HR Support, Chapter 5, Section II–Command Interest Programs (2

pages)(2) AR 608-20, Army Voting Assistance Program(3) AR 600-85, The Army Substance Abuse Program, Paragraphs 2-15, 2-16 & 4-(4) 7 (2 pages) (5) AR 600-9, The Army Body Composition Program, Chapter 2 & 3 (17 pages)(6) AR 930-4, Army Emergency Relief, Chapter 1 (6 pages)(7) AR 600-20, Army Command Policy, Chapter 3 (2 pages) & 6 (13 pages)

b. Regulations/Forms Referenced in Lesson: Available at https://www.apd.army.mil/

c. Be prepared to answer the following questions: Types of Command Interest Programs S-1 roles and responsibilities pertaining to managing Command Interest

Programs

4. INSTRUCTOR ADDITIONAL READING(S) AND RESOURCES: None

NOTE: Due to the diversity of programs within the Command Interest Programs umbrella, many other regulations and MILPER / ALARACT messages may impact the actual execution of these programs at the user level.

5. TRAINING AIDS, REFERENCES AND RESOURCES:

a. Lesson Plan. b. Appendix A: Power Point Presentatione. Appendix B: Practical Exercise

6. CONDUCT OF LESSONa. Lesson Timeline:15 minutes Concrete Experience10 minutes Publish and Process365 minutes Generalize New Information 50 minutes Practical Application50 minutes Practical Exercise 1 40 minutes Practical Exercise 250 minutes Practical Exercise 305 minutes Conclusion

SHOW SLIDE 1 (Coordinate Command Interest Programs as a Member of the S-1 staff)

Slide 1: Coordinate Command Interest Programs as a Member of the S-1 staff

Instructor NOTE: Adjust the Lesson Timeline as necessary to facilitate class schedule, your teaching style, and student learning.

SHOW SLIDE 2 (Concrete Experience Name That Award)

Slide 2: You Do Not Need a Reason

FOCUS:

You do not need a reason.….

Learning Step / Activity 1. Introduction Method of Instruction: Discussion (Large Group) Instructor to Student Ratio: 1:36 Time of Instruction: 15 mins

Media: Power Point Presentation

Note: Please paste the link into a browser.

https://www.youtube.com/watch?v=0j6NCmAOhKs&spfreload=10

b. Concrete Experience (5 minutes).

c. Publish and Process (10 minutes): This phase is student-centered and instructor facilitated.

Instructor Note: The “publish” portion is a short discussion on how group members felt during their experience of generating data. This phase focuses on the group dynamics during the exercise and is NOT intended to be a discussion of the content generated. This can be kept short; once the group moves to “process,” they will likely continue to add to “publishing” type information. Do not let the group jump straight to content. When well facilitated, publishing is a good method to relate a discussion of interpersonal communication and group dynamics to the broader topic of leader competencies described in FM 6-22.

Questions the instructor may ask to assist in publishing: (Intent is to push critical thinking. Push students to defend their answers – allow students to hash out ideas).

Do people assist others when needed? Is most acts of kindness true? Does helping others help you?

d. Generalize New Information (GNI): (365 minutes):

SHOW SLIDE 3 (Terminal Learning Objective - Task)

Slide 3: Terminal Learning Objective (Task)Focus: Review TLO.

SHOW SLIDE 4 (Terminal Learning Objective - Condition)

Slide 4: Terminal Learning Objective (Condition)Focus: Review TLO.

SHOW SLIDE 5 (Terminal Learning Objective – Standards)

Slide 5: Terminal Learning Objective (Standards)

Focus: Review TLO.

SHOW SLIDE 6 (Command Interest Programs)

Slide 6: Command Interest Programs

Focus:

Understanding the importance of Command Interest Programs are commanders’ programs.

Discuss the five key components of Command Interest Programs

Instructor Lead In: As HR professionals it is imperative that you understand your role as a coordinator of command interest programs. While you may not be responsible for implementing or executing every program, as the S-1 it is very likely that your commander will turn to you for updates and ensuring that his/her intent is being met. At a minimum, you should maintain situational awareness of the basic command interest programs that may fall in the S-1’s lane and familiarize yourself with available resources for each program. This lesson is student-focused, and will allow them the ability to research, communicate and present information to their fellow students in an open and non-threatening environment.

Learning Step / Activity 1. Support Requirements of Command Interest Programs

Method of Instruction: Discussion (Large Group) Instructor to Student Ratio: 1:36 Time of Instruction: 25 mins

Media: Power Point Presentation

Instructor Notes: Refer students to FM 1-0, Section II, Para 5-33 thru 5-39

a. Command Interest Programs are of general interest to organizations and Soldiers. Command interest programs generally have five key components that include the responsible agent or agency, regulatory or statutory guidance, checklist, compliance protocols, and reporting requirements.

1. A responsible agent or agency is someone specific or subordinate element that is appointed, in writing, by order or policy memorandum, that establishes the scope and responsibilities of the duty to be performed, the length of time the duty is performed and any applicable references authorizing the order.

2. All command interest programs have regulatory guidance or statutory requirements that must be followed for successful execution of the program. S-1s ensure the responsible agent has access to the current regulation or policy that governs the program.

3. Most programs have specific requirements or procedures that must be followed. A checklist ensures each component is completed on time in the proper order.

4. Compliance protocols are the methods and procedures to provide quality assurance as mandated by law for any federal agency. Simply put, these are the inspections performed by a higher headquarters, inspector general, or other agency to measure through appropriate metrics the command’s compliance with the requirements established by the regulation or law.

5. Reporting requirements - Each command interest program’s governing regulation or implementing guidance usually provides the time and manner by which progress reports must be presented to the commander, higher headquarters, or external agencies. Most often the S-1 acts as the staff command principle for consolidating, formatting, and presenting the required information to the commander. This is especially true for programs that require the commander’s signature for certification or authentication.

Instructor Notes: Refer students to FM 1-0, Para 1-23 & Section II, Para 5-33 thru 5-39

b. The command interest programs listed in FM 1-0, are programs that are the responsibility of the Army G-1 and are aligned under the 600-series regulations or policy guidance. c. In the role of the adjutant, the S-1 is the staff POC / entry point for HR related command interest programs. Staff POC or coordinator, does not infer that the S-1 has the responsibility to execute the programs. However, for the majority of the programs listed, the S-1 does have some execution role. This execution role may just be the publication of appointment orders or monitoring of indicators.Learning Step / Activity 2. Manage the unit’s Command Interest Programs

Method of Instruction: Discussion (Large Group) Instructor to Student Ratio: 1:36 Time of Instruction: 100 mins

Media: Power Point Presentation

SHOW SLIDE 7 (Equal Opportunity Program)

Slide 7: Equal Opportunity ProgramFocus:

Refer students to FM 1-0 and AR 600-20, Chapter 6

a. Command emphasis is essential to a unit’s EO/EEO program; it is the role of S-1s at the BN and BDE level to ensure that there is an ongoing EO Action Plan in effect. Coordination with EO Reps and S-3s is essential to ensure that EO training is conducted and data is compiled-keeping CDRs in compliance with Army EO Policy.

1) Ensure EOAs, EEO Officers, EOR, and EOLs are identified, trained, and on

appointment orders.

2) Ensure that EO Policy Letters and Memorandums are updated, signed, and

posted.

3) Provide EO support, as appropriate, for EO matters to theater units.

4) Ensure EO Advisors are deployed with assigned units.

5) Staff Assistance Visits for EO to ensure subordinate units are in compliance with

Army Policy.

6) Command Inspections for EO.

7) Ensure military and civilian EO and Equal Employment Opportunity programs

complement each other.

8) Ensure the Command provides personnel, funding, and other resources to carry

out the EO program.

9) Equal Opportunity Action Plans (EOAP).

10) Affirmative Employment Plans for civilian employees are in effect.

11) Coordinate with EO Representatives and S-3s to ensure:

a. Command Climate Survey and Assessments are being conducted

b. Senior leader and executive-level seminar training

12) Quarterly and annual training

13) EO narrative and statistical data are compiled, maintained, and submitted

b. Staffing requirements differ between the AC, USAR, and NG:

1) AC/USAR staffing requirements established by G-1

2) BN and Below: Equal Opportunity Representatives/Leaders (EOR/EOL)

3) BDE and higher: Equal Opportunity Advisors (DEOMI Graduate)

4) NG staffing requirements established by CNGB

5) EO representative from Company to Division level, and State Equal Employment

Manager (SEEM) at JFHQ

6) DA Civilians: Represented by EEO Officers

c. Each unit of action or equivalent unit will have, as a minimum, one full-time EOA with the rank of SFC or higher. Each division will have four EOAs: one officer (LTC) and three NCOs (one MSG and two SFCs).

d. Program manager/equal opportunity advisor selection and assignment policy: a SSG (P) or above, can be selected as a program manager/equal opportunity advisor, with less than 18 years’ time in service upon completion of DEOMI (time in service waiverable).

SHOW SLIDE 8 (Voting Assistance Program)

Slide 8: Voting Assistance ProgramFocus:

Refer students to AR 608-20, Chapter 2 and FM 1-0, para 5-33 – 5-39

a. VAOs must make registration and voting information, materials, and assistance readily available to all eligible Army voters and those being all Army Soldiers and their Family members, civilians, and contractors regardless of their component. VAOs must educate eligible voters about the importance of voting and provide every opportunity to register and cast a ballot regardless of where they are located in the world.

b. VAOs should not only meet the appointment requirements such as rank and time remaining on station, it is also important that the VAO is a self-starter and possesses a level of maturity that shows they have consideration for the political views of all voters. They must make voters aware of the importance of voting as well as provide registration and voting information in a non-coercive and non-partisan manner.

c. Each level of command maintains a listing of all VAOs and alternates and provides the listing to higher headquarters as directed.

d. The Voting Assistance Program Manager is responsible for:

1) The VAO at the company and detachment command level must be appointed in writing and in the rank of (1LT & above or SFC or above) in all units with 25 or more permanently assigned members. (Appoint an additional VAO for each 50 unit members above the 25-member base.)

2) Ensuring that an appointed VAO can remain assigned through the election cycle or ensure that a VAO who is scheduled for reassignment is replaced before he or she leaves.

3) Ensuring that VAOs have attended the Federal Voting Assistance Workshop within 90 days of appointment and know and understand the AVAP support channels.

4) Ensuring that the program is being included and assessed in the Commander’s Inspection Program.

5) Providing feedback to the chain of command on the program’s advantages, challenges and ways to improve.

6) Ensuring the VAO educates and engages eligible voters on the program, suspense’s, policies and procedures through unit newsletters, online media, Command and Staff, Training and FRG meetings.

SHOW SLIDE 9 (Army Substance Abuse Program)

Slide 9: Army Substance Abuse ProgramFocus:

Refer students to FM 1-0 Para 1-23 and AR 600-85, Chapter 2-35 – 2-38 and Para 10-6

a. As defined by AR 600-85, The Army Substance Abuse Program is to integrate, coordinate, and approve all policies pertaining to the ASAP. The purpose of the ASAP is to strengthen the overall fitness and effectiveness of the Army’s total workforce and to enhance the combat readiness of its Soldiers. There are several objectives of the ASAP, such as:

1) Increase individual fitness and overall unit readiness.

2) Provide services, which are adequate and responsive to the needs of the

workforce and emphasize alcohol and other drug abuse deterrence, prevention,

education, and treatment.

3) Implement alcohol and other drug risk reduction and prevention strategies that

respond to potential problems before they jeopardize readiness, productivity, and

careers.

4) Restore to duty those substance-impaired Soldiers who have the potential for

continued military service.

5) Provide effective alcohol and other drug abuse prevention and education at all

levels of command, and encourage commanders to provide alcohol and drug-free

leisure activities.

6) Ensure subordinate commanders refer Soldiers to the ASAP for screening within

5 days of notification that the Soldiers received positive urinalysis results for illicit drug

use or were involved in alcohol-related misconduct.

b. Separations: Soldiers determined by the commander as a rehabilitation failure, as determined in AR 600-85 paragraph 8-13, will be processed for separation in accordance with separation regulations; in addition, Soldiers with a subsequent alcohol- or drug-related incident of misconduct at any time during the 12- month period following successful completion of the ASAP or during the 12-month period following removal from the program, for any reason, will be processed for separation as an alcohol or drug abuse rehabilitation failure. The term "process for separation" means that the separation action will be initiated and processed through the chain of command to the separation authority for appropriate action.

c. Except for Soldiers referred to a court-martial authorized to impose a punitive discharge, commanders (IAW AR 600-85, para 10-6) will process for separation all Soldiers who are:

1) Identified as illegal drug abusers (as defined in this regulation).

2) Involved in two serious incidents of alcohol-related misconduct within a 12-month

period

3) Involved in illegal trafficking, distribution, possession with intent to distribute, or

sale of illegal drugs.

4) Tested positive for illegal drugs a second time during their career.

5) Convicted of DWI or DUI a second time during their career.

SHOW SLIDE 10 (Army Body Composition Program)

Slide 10: Army Body Composition Program

Focus:

Refer students to FM 1-0 and AR 600-9, Chapter 1, Chapter 2 and 3

a. The primary objective of the Army Body Composition Program is to ensure all Soldiers achieve and maintain optimal well-being and performance under all conditions.

b. The secondary objectives of the ABCP are to:

(1) Assist in establishing and maintaining-

(a) Operational readiness

(b) Physical fitness

(c) Health

(d) A professional military appearance in accordance with Army Regulation

(AR) 670-1

(e) Establish body fat standards

(f) Provide procedures by which personnel are counseled to assist in meeting the standards prescribed in this regulation.Soldiers must maintain a high level of physical readiness in order to meet mission requirements. Body composition is one indicator of physical readiness that is associated with an individual’s fitness, endurance, and overall health. Individuals with desirable body fat percentages generally exhibit increased muscular strength and endurance, are less likely to sustain injury from weight bearing activity, and are more likely to perform at an optimal level. Soldiers will meet Army body composition standards, as prescribed in this regulation, for the individual and collective benefit to themselves, their unit, and the entire Army.

(2) The inability of Soldiers to maintain proper health impacts a unit’s operational and readiness status, and affects the Soldier’s eligibility for favorable HR actions (such as retention, promotion, or other career decisions).

c. The Army Body Composition Program is a commander’s responsibility that is enforced by the NCO channels (1SG) of the organizations. Leaders should maintain a roster or tracking system on all Soldiers enrolled in the ABCP in their command.

d. S-1s should conduct inspections of all subordinate units ABCP programs to ensure proper documentation and that Soldiers who are enrolled in the program are flagged accordingly.

e. Ensure that personnel responsible for issuing TDY/Permanent Change of Station orders include the required weight control information. “You are responsible for reporting to your next duty station / school in satisfactory physical condition, able to pass the Army Physical Fitness Test (APFT) and meet weight standards.”

f. Effective 4 August 2016, filing of specific documents from the ABCP packet (AR 600-9) is required in iPERMS per AR 600-8-104, appendix B.

Release:Commanders and supervisors will remove individuals administratively from the ABCP as soon as the body fat standard is achieved. Soldiers that meet the screening table weight must remain in the ABCP program until they no longer exceed the required body fat standard.

The commander will remove the DA Form 268 actions and counsel the Soldier on the importance of maintaining body composition and potential consequences if re-enrolled in the program within 36 months.

Reentry:If a Soldier again exceeds the body fat standard within 12 months after release from the ABCP, a DA Form 268 will be initiated on the Soldier. The Soldier will undergo a medical evaluation (at own expense for RC not on active duty).

If the Soldier is found to have a temporary medical condition that prevents weight or body fat loss, the commander will follow the requirements of paragraph 3–11.

If no underlying medical condition is found, the commander will initiate separation action, bar to reenlistment, or transfer to the IRR per paragraph 3–12d.

If, after 12 months but less than 36 months from the date of release from the ABCP, it is determined that a Soldier again exceeds the body fat standard, a DA Form 268 will be initiated on the Soldier. The Soldier will undergo a medical evaluation (at own expense for RC not on active duty).

g. If the Soldier is found to have a temporary medical condition that prevents weight or body fat loss, the commander will re-enroll the Soldier in the ABCP under the requirements of paragraph 3–11.If no underlying medical condition is found, the commander will re-enroll the Soldier in the ABCP. The Soldier will have 90 days to meet the standards. Soldiers who meet the body fat standard at the 90-day point will be released from the ABCP. Soldiers who do not meet the ABCP body fat standard at the 90-day point are considered ABCP failures. Commanders will initiate separation action, bar to reenlistment, or transfer to the IRR per AR 600-9 paragraph 3–12d for all Soldiers who fail to meet the body fat standard at the 90-day point.

h. There are exemptions to this rule such as Soldiers with major limb loss, prolonged hospitalization, pregnancy and new recruits. Regardless of the exempted status, all Soldiers will maintain a Soldierly appearance.

SHOW SLIDE 12 (Combined Federal Campaign)

Slide 12: Combined Federal Campaign

Focus:

Refer students to AR 600-29, Chapter 1 & 2

a. CFC is the world’s largest and most successful annual workplace charity campaign. The campaign season is September 1st to December 15th and donations support eligible non-profit organizations. CFC is a great way to promote voluntarism and giving back to the community. CFC is the only authorized solicitation of employees in the workplace.

b. Commanders:1) Making a realistic goal promotes motivation and direction for the

Campaign; do not establish personal dollar goals.

2) Attempt to make the 100% solicitation goals, which is sometimes hard

when in deployed theater.

3) Endorse the Campaign; ensuring all employees receive information;

urging them to be familiar with CFC.

c. The S-1 supports Commanders participation in CFC by:1) Identifying key personnel and ensuring that they are trained and will be

present for entire timeframe (1 Sep – 15 Dec).

2) Ensure Commander is aware of personnel being recognized and when

CFC Kicks-off and other CFC events are available.

3) Ensure not to develop a list of non-contributors when keeping track of

goals.

4) When Campaign is over, turn in any unused materials to G1 and ensure

all contribution slips have been turned in.

SHOW SLIDE 12 (Army Emergency Relief Campaign)

Slide 12: Army Emergency Relief CampaignFocus: Refer students to AR 930-4, Chapter 1

a. Army Emergency Relief is a non-profit organization incorporated in 1942 by the Secretary of War and the Army Chief of Staff. The purpose of Army Emergency Relief is “Helping the Army Take Care of Its Own”. Army Emergency Relief provides commanders with a valuable asset in accomplishing their basic command responsibility of caring for the moral and welfare of their Soldiers. The key to the success of this program is the knowledge and involvement of our junior leadership in the Army Emergency Relief.b. Para 1-7b, Army Emergency Relief provides emergency financial assistance to Soldiers (active and retired) and their Families in time of distress.c. Ensure that all unit officers and noncommissioned officers (NCOs) are familiar with and help their Soldiers get Army Emergency Relief assistance when needed.d. The S-1’s main responsibility will be to provide Company level leadership with guidance and assistance in implementing Army Emergency Relief support to their Soldiers.

e. The S-1’s will become knowledgeable on AR 930-4, in order to advise and mentor junior leaders; they will also establish a working relationship with the installation AER officer in order to facilitate any assistance requests and ensure that the brigade has the latest information on the program. Additionally, S-1’s will prepare AER briefs that the Companies can use to inform all Soldiers within their formations of the AER program. Army Emergency Relief can be given to assist with a variety of emergency financial need situations; ranging from food, rent, utilities, funeral expenses, medical/dental expenses, to pay problems and many others.f. Army Emergency Relief can be provided in the form of interest free loans, grants and combination of the two. There is no limit to the funding provided by AER, it is based on need.SHOW SLIDE 13 (Suicide Prevention Program)

Slide 13: Suicide Prevention ProgramFocus:

Refer students to AR 600-63, Chapter 1 and Chapter 4

a. The goal of any Army Suicide Prevention Program is to prevent suicide for Soldiers, Army Civilians and Family members. As the S-1, it is important that you coordinate with the BDE Chaplain as his/her involvement in the ASPP is critical to the success of the program. Additionally, we will establish or help establish a SOP that includes training requirements, preventative measures, and procedures for dealing with Soldiers with suicidal behavior. The SOP will include reporting procedures IAW the Army Suicide Prevention Program. It is our role to ensure that our subordinate units are aware of the reporting procedures and that they report accurate data in a timely manner.

b. Lastly, as new policies and regulations are published, we must extract information critical to our unit and distribute it to the lowest level. The requirements for Active Component and Reserve Component are the same.

SHOW SLIDE 14 (Sexual Harassment/Assault Response and Prevention Program)

Slide 14: Sexual Harassment/Assault Response and Prevention Program

Focus:

Refer students to AR 600-63, Chapter 1 and Chapter 4

Prevention of Sexual Harassment is a commander’s responsibility. The Equal Opportunity Advisor (EOA) plays a pivotal role by assisting the commander with policy awareness, training, command climate assessments, complaints processing, and overall advisory assistance concerning SHARP.

Commanders and supervisors will— 1) Ensure that assigned personnel (to include RC personnel under their

jurisdiction) are familiar with the Army policy on sexual harassment. 2) Publish and post written command’s commitment to the Army’s policy against

sexual harassment and will reaffirm that sexual harassment will not be tolerated. 3) Continually assess and be aware of the climate of command regarding sexual

harassment. 4) Set the standard.

SHOW SLIDE 15 (Implement the Total Army Sponsorship Program)

Slide 15: Implement the Total Army Sponsorship ProgramFocus:

Refer students to AR 600-8-8 and AR 600-20

a. The Total Army Sponsorship Program (TASP) is a program that provides help to commanders exercise their basic responsibility to assist Soldiers, civilian employees, and Families successfully relocate into and out of their commands. Sponsorship is a commander’s program in which commanders and individual sponsors are key to success.

b. AR 600-8-8, Para 1-4g(4) - Ensure that Army Community Service (ACS) relocation readiness services—counseling, welcome packets, pre-move destination information

(including the Standard Installation Topic Exchange Service), and overseas orientation briefings are used to support sponsorship. ACS will provide a sponsor training support package and may provide other assistance to train sponsors upon request.

Instructor Note: Refer students to AR 600-8-8, Para 2-2 Participation in Sponsorship Program:

1) Every Soldier in the ranks of private through colonel (excluding Soldiers completing advanced individual training (AIT) and Soldiers making PCS moves to student detachments at long-term schools) and civilian employees through grade 15, undergoing a PCS move, will be offered the opportunity to participate in the advance arrival sponsorship program. Sponsorship is mandatory for first-term Soldiers. Long-term military schools will provide welcome and sponsorship information, but they are not required to provide individual sponsors.

2) Reactionary sponsorship will be offered to all Soldiers in ranks private through colonel, and civilian employees through grade 15, who arrive at an installation without an assigned sponsor.

3) Every departing Soldier and civilian employee will be offered sponsorship assistance.

AR 600-8-8, Para 2-8 Rules for appointing a sponsor:

a. A sponsor will be appointed within 10 calendar days after battalion (activity) receives DA Form 5434, unless Soldier or civilian employee declines.

b. If no sponsor is desired, a welcome letter from battalion (activity) commander (for officers), command sergeant major (for enlisted Soldiers), or commander or activity director (for civilian employees) will still be sent. However, no further sponsorship action will be taken until arrival. Upon arrival, the Soldier or civilian employee will be offered areactionary sponsor.

c. The sponsor selected will be—

(1) In a grade equal to or higher than the incoming Soldier or civilian employee,

when practical.

(2) Of the same gender, marital status, and military career field or occupational

series as the incoming Soldier or civilian employee, when feasible. Commanders will

make every attempt possible to assign same-gender sponsors for Soldiers and civilians,

especially for first-term Soldiers. In the event that the unit does not have a same-gender

sponsor, commanders will request support from their higher headquarters or

subordinate units to provide a sponsor.

(3) Familiar with the unit or activity and community.

d. The sponsor will normally not be—

(1) The person being replaced by the incoming Soldier or civilian employee.

(2) Within 60 days of PCS.

NOTE: refer Students to Table 2-4 for actual steps in appointing a sponsor.AR 600-8-8, Para 1-4g(3)

Monitor and evaluate the sponsor program. Evaluation will include the use of DA Form 7274 (Sponsorship Program Survey) and the sponsorship questions for Organizational Inspection Program, located in appendix B. DA Form 7274 may be provided to Soldiers and civilian employees during in-processing.

NOTE: Refer Students to AR 600-20, Para 5-10b(7) Unit commanders at all levels will provide an environment that encourages an effective Family program and at a minimum will:

(a) Appoint a TAFP point of contact as an additional duty.

(b) Provide pre-deployment and reunion briefings as required.

(c) Ensure Soldier and Family member awareness of the TAFP.

(d) Ensure Soldier and Family member access to entitlements, Family programs, and

Family service.

(e) Ensure the proper documenting and monitoring of personal affairs readiness of

Soldiers, to include Family care plans (see Para 5–5).

(f) Ensure inclusion of single personnel in quality of life programs and initiatives.

(g) Maintain, as appropriate to the needs of their units, a unit FRG to encourage self-

sufficiency among its members by providing information, referral assistance and mutual

support.

SHOW SLIDE 16Slide 18: Maintain Family Readiness

Focus: Refer students to AR 600-20

a. Quality of Life and Family Programs remain a top priority for Army leaders. A vast array of Army resources are provided at installations worldwide to help Families respond to various transitions such as PCS, separations, and deployments.b. The overarching intent of these programs is not only to improve the quality of life for Army families, thereby retaining your force, but also to ensure that your war fighter has a comfort level that the systems at HS are in place to ensure that their family is well taken care of and allowing them to focus on their deployed mission.c. Para 5-10 - Commanders have an obligation to provide assistance to establish and maintain personal and Family affairs readiness. Commanders also have the responsibility of establishing Family Readiness Groups (FRGs), Family Readiness points of contacts (as an additional duty), and to coordinate with FRG representatives to meet Family Readiness requirements.NOTE: Refer Students to AR 600-20, Para 5-10bFamily Readiness is the mutual reinforcement provided to Soldiers, civilian employees, retirees (regardless of marital status), and their Family members-both immediate and extended. Examples include Family Readiness Groups (FRG), newsletters, telephone trees, and other volunteer programs and activities

SHOW SLIDE 17

Slide 17: Practical Exercise Focus: Practical Application Exercise.

Instruct students to complete practical exercise #1.

Instructors should review answers with the students at the completion of the PE.

SHOW SLIDE 18 (Terminal Learning Objective - Task)

Slide 18: Terminal Learning Objective (Task)Focus: Review TLO.

SHOW SLIDE 19 (Terminal Learning Objective - Condition)

Slide 19: Terminal Learning Objective (Condition)Focus: Review TLO.

SHOW SLIDE 20 (Terminal Learning Objective – Standards)

Slide 20: Terminal Learning Objective (Standards)Focus: Review TLO.