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+Criminal Investigation
+
+## Department Of The Army Polygraph Activities
+
+Headquarters Department of the Army Washington, DC 21 April 2016
+
+## Summary Of Change
+
+AR 1956 Department of the Army Polygraph Activities This major revision, dated 21 April 2016--
+
+o Incorporates revised policy concerning the Army Intelligence Polygraph
+Program in accordance with AR 381-20(C) (throughout).
+Headquarters Department of the Army Washington, DC 21 April 2016
+
+# Effective 21 May 2016
+
+## Criminal Investigation Department Of The Army Polygraph Activities
+
+identifies key internal controls that must be evaluated (see appendix B).
+
+Guard/Army National Guard of the United States, and the U.S. Army Reserve, unless otherwise stated. The proponent of this regulation may modify chapters and policy of this regulation during mobilization.
+
+S u p p l e m e n t a t i o n .  S u p p l e m e n t a t i o n  o f this regulation and establishment of command and local forms are prohibited witho u t  p r i o r  a p p r o v a l  f r o m  t h e  P r o v o s t M a r s h a l  G e n e r a l  ( D A P M - M P O - P S ) , 2 8 0 0  A r m y  P e n t a g o n ,  W a s h i n g t o n ,  D C 203102800.
+
+H i s t o r y .  T h i s  p u b l i c a t i o n  i s  a  m a j o r revision.
+
+Suggested improvements. Users are invited to send comments and suggested improvements on DA Form 2028 (Recomm e n d e d  C h a n g e s  t o  P u b l i c a t i o n s  a n d Blank Forms) directly to the Provost Mars h a l  G e n e r a l  ( D A P M - M P O - P S ) ,  2 8 0 0 A r m y  P e n t a g o n ,  W a s h i n g t o n ,  D C 203102800.
+
+Distribution. This publication is available in electronic media only and is intended for command levels C and E for the Active Army and the U.S. Army Reserve and D for the Army National Guard of the United States.
+
+Proponent and exception authority. The proponent of this regulation is the Provost Marshal General. The proponent has the authority to approve exceptions or waivers to this regulation that are consistent with controlling law and regulations. The proponent may delegate this approval authority, in writing, to a division chief within the proponent agency or its direct reporting unit or field operating agency, in the grade of colonel or the civilian equivalent. Activities may request a waiver to this regulation by providing justification that includes a full analysis of the expected benefits and must include formal review by the activity's senior legal officer. All waiver requests will be endorsed by the commander or senior leader of the requesting activity and forwarded through t h e i r  h i g h e r  h e a d q u a r t e r s  t o  t h e  p o l i c y proponent. Refer to AR 2530 for specific guidance.
+
+Summary. This regulation prescribes the policies and responsibilities for using the polygraph in the Department of the Army. It updates the preparation and submission of the polygraph request; the conduct of the polygraph examinations; the supervision and review of those examinations; polygraph examination reports; and procedures for routing and storing polygraph r e c o r d s .  T h i s  r e g u l a t i o n  i m p l e m e n t s DODD 5210.48 and DODI 5210.91.
+
+Army internal control process. This regulation contains internal control provisions in accordance with AR 112 and Applicability. This regulation applies to t h e  A c t i v e  A r m y ,  t h e  A r m y  N a t i o n a l
+
+## Contents (Listed By Paragraph And Page Number)
+
+Chapter 1
+General, page 1
+Purpose - 11, page 1 References - 12, page 1 Explanation of abbreviations and terms - 13, page 1 Responsibilities - 14, page 1 Statutory authority - 15, page 1 Overall policies - 16, page 1 Polygraph examinations authorized by U.S. Army Criminal Investigation Command - 17, page 2 Approval authorities - 18, page 2
+
+## ContentsContinued
+
+Chapter 2
+Polygraph Use, page 3
+Preparation and submission of polygraph examination requests - 21, page 3 Use of polygraph examinations conducted by agencies other than Federal agencies - 22, page 3 Conduct of polygraph examinations - 23, page 3 Polygraph examination rooms - 24, page 4 Supervision and review - 25, page 4 Polygraph examination report - 26, page 4 Procedures for routing and storing polygraph records - 27, page 5 Release of polygraph examination reports - 28, page 5 Polygraph equipment procurement - 29, page 5 Polygraph research and studies - 210, page 5 Waivers - 211, page 6 Chapter 3
+Selection, Training, and Supervision of Polygraph Examiners, page 6
+Selection - 31, page 6 Training - 32, page 6 Applications for training and certification of U.S. Army Criminal Investigation Command special agents - 33, page 6
+Retention of certification - 34, page 7 Revocation of certification - 35, page 7 Loss or damage of certificates - 36, page 7
+
+## Appendixes
+
+A.
+References, page 8
+B.
+Internal Control Evaluation, page 9
+
+## Glossary
+
+11. Purpose This regulation contains policies, and procedures for using the polygraph in the Department of the Army (DA). It prescribes the authority for conducting polygraph examinations within DA. It delineates responsibility and authority between U.S. Army Criminal Investigation Command (USACIDC) and U.S. Army Intelligence and Security Command (INSCOM). Policy regarding the intelligence polygraph program, including counterintelligence scope polygraph examinations, is covered in AR 38120(C).
+
+## 12. References See Appendix A. 13. Explanation Of Abbreviations And Terms See The Glossary. 14. Responsibilities
+
+a. The Deputy Chief of Staff, G2 will (1) Designate the Director, Army G2X to centralize technical control of the Army intelligence credibility assessment program and appoint the Army Intelligence Polygraph Program Manager for the Army.
+
+(2) Serve as the proponent for Army intelligence polygraph policy and procedures. (3) Ensure the Commander, INSCOM plans, programs, resources, and implements the Army intelligence polygraph program as specified in AR 38120(C).
+
+b. The Provost Marshal General will (1) Exercise overall Army staff responsibility for the DA Polygraph Program. (2) Ensure the execution of responsibilities assigned to the Secretary of the Army by DODD 5210.48 for support to the National Center for Credibility Assessment (NCCA).
+
+(3) Provide Army staff policy guidance on using polygraph in criminal investigations. (4) Ensure the Commander, USACIDC is authorized to (a) Conduct USACIDC polygraph examinations and authorize USACIDC polygraph examinations. (b) Procure or possess polygraph equipment for USACIDC operational purposes. (c) Have assigned USACIDC polygraph examiners. (d) Certify, decertify, and recertify USACIDC polygraph examiners. (e) Conduct quality control of USACIDC polygraph examinations. ( f )  D e s i g n a t e  a  U S A C I D C  p o l y g r a p h  p r o g r a m  m a n a g e r  t o  o v e r s e e  a d m i n i s t r a t i o n  o f  U S A C I D C  p o l y g r a p h
+examinations.
+
+(g) Designate members to the Department of Defense (DOD) Polygraph and the NCCA oversight committees. c. The Commanding General, U.S. Army Training and Doctrine Command will (1) Execute Army responsibilities for the NCCA, as prescribed in DODD 5210.48 and DODI 5210.91. (2) Provide and maintain facilities for the NCCA. (3) Provide administrative, logistical, and special funding support to the NCCA. (4) Provide personnel to the NCCA for practical exercises and research, to include paid examinees from local universities and communities as clinical and research requirements dictate. 15. Statutory authority Titles 10 and 18, United States Code (10 USC and 18 USC), DODD 5210.48, and DODI 5210.91 are the statutory authorities. The Defense Authorization Act for FY04 is the statutory authority for the DOD Counterintelligence (CI) Polygraph Program. 16. Overall policies Army investigations depend on relevant evidence secured through skillful investigation and interrogations. The polygraph is a useful investigative aid to secure and verify evidence. It will be used only as an aid in support of other investigative means. Use of the polygraph is not necessarily the final action of an investigation.
+
+a. Questions asked will relate to the relevant issue under inquiry. b. Unless directly relevant to the inquiry, the following issues will not be covered: (1) Religious beliefs and lawful affiliations. (2) Beliefs and opinions regarding racial matters. (3) Political beliefs and affiliations of a non-subversive nature. (4) Opinions on the constitutionality of legislative policies.
+(5) Sexual orientation or preferences of subject. c. For criminal investigations, no adverse action will be taken against persons refusing or unwilling to be examined by polygraph. Other investigation, as appropriate, may continue following the person's refusal to be examined by polygraph.
+
+d. Army intelligence polygraph examinations, including counterintelligence scope polygraph (CSP) examinations of persons with access to certain highly sensitive and classified programs, are governed by the provisions in AR 38120(C).
+
+e. DOD requests for polygraph examinations will be submitted to the Commander, USACIDC. For USACIDC
+polygraph examinations, the point of contact is Chief, Polygraph Division; U.S. Army Crime Records Center, 27130 Telegraph Road, Quantico, VA 221349998. For U.S. Army Intelligence (USAI) polygraph examinations, the point of contact is available at: usarmy.meade.902-mi-grp.mbx.polygraph-ppmo1@mail.mil. The subject of a criminal investigation may request an exculpatory polygraph investigation, and an examination may be administered if considered essential by the polygraph approval/authorization authority to a just and equitable resolution of the matter under investigation.
+
+f. The polygraph may be used to examine the following: (1) U.S. military and civilian persons in connection with criminal investigations of offenses of military interest punishable under Federal law or Uniform Code of Military Justice (UCMJ) by death or confinement of a term of 1 year or more. Investigation by other means must have been as thorough as circumstances permit, and developing information using a polygraph examination must be essential to conducting the investigation. In addition, the person being considered for examination must have been interviewed, and reasonable cause must exist to believe that they have knowledge of, or was involved in, the matter under investigation. Exceptions may be granted for exculpatory examinations.
+
+(2) Foreign military and civilian persons in connection with criminal investigation of offenses of U.S. military interest punishable under Federal law or UCMJ by death or confinement for a term of 1 year or more, unless prohibited by the laws of a specific foreign country. Exceptions may be granted for exculpatory examinations.
+
+g. Final administrative or judicial findings will not be based solely on polygraph results; however, the results of an analysis of the polygraph charts may be considered probative in administrative determinations.
+
+h. Polygraph results and the records of results are privileged data and will be released only as provided in paragraph
+28.
+
+i. A polygraph examination will be conducted following judicial arraignment of the potential examinee only when authorized by a court and when consistent with this regulation. The polygraph will not be used to verify or refute a judicial finding. Additionally, a polygraph examination is not normally appropriate for:
+(1) A convicted offender in connection with the offense for which they were convicted, as part of a post-trial review.
+
+(2) Witnesses who have failed to be believable during a trial resulting in a conviction to verify or refute their testimony. This does not preclude using the polygraph in perjury investigations.
+
+j. Polygraph instruments used will measure and record, as a minimum, respiration, galvanic skin response (or, conductance), blood volume, and heart rate. 17. Polygraph examinations authorized by U.S. Army Criminal Investigation Command Polygraph examinations will be authorized by the Commander, USACIDC. The following named positions are delegated this authority:
+
+a. The Deputy Commander, USACIDC. b. The Director, U.S. Army Crime Records Center (USACRC). c. The Chief, Polygraph Division, USACRC. d. The Commanders of the 3d, 6th, and 701st Military Police Groups (Criminal Investigation Division (CID)) are
+authorized to approve the conduct of polygraph examinations within their respective areas of responsibility on an emergency basis. Examples are those instances in which the Deputy Commander, USACIDC; Director, USACRC; and the Chief, Polygraph Division, USACRC cannot be contacted within a two-hour time period and further delays in administering an examination would severely jeopardize the mission. Care must be taken to ensure emergency authority is appropriately applied and not used as a matter of convenience. The Director, USACRC, will be notified by the most expedient means available if this delegated authority is used.
+
+## 18. Approval Authorities See Ar 38120(C) For Army Intelligence Polygraph Approval Authorities.
+
+21. Preparation and submission of polygraph examination requests The investigative element requesting approval to conduct a polygraph examination will submit a completed DA Form 2805 (Polygraph Examination Authorization) (refer to http://www.apd.army.mil/ProductMaps/EForms/DAForms.aspx for further details) to the concerned person. This request will, at a minimum, identify the requestor, the individual(s) to be tested, and a summary detailing the basis for the request. This summary will provide sufficient information to allow the approving authority to ensure compliance with applicable regulatory and policy standards, as well as to determine if the testing issue is appropriate for application of the polygraph technique. Approvals will be obtained prior to the conduct of an examination. Telephonic requests, followed with written requests, may be used in emergencies. The requesting official will include the following data on every polygraph examination request:
+a. For criminal investigations (1) The offense which formed the basis of the investigation is punishable under Federal law or the UCMJ by death or confinement for a term of 1 year or more. Even though such an offense may be disposed of with a lesser penalty, the person may be given a polygraph examination to eliminate suspicion.
+
+(2) The person to be examined has been interviewed and there is reasonable cause to believe that the person has knowledge of, or was involved in, the matter under investigation.
+
+(3) Consistent with the circumstances, data to be obtained by polygraph examination are needed for further conduct of the investigation. Investigation by other means has been as thorough as circumstances permit.
+
+b. Polygraph support may be provided for non-DOD law enforcement agencies only when (1) The requesting non-DOD law enforcement agency is conducting a criminal investigation involving DOD
+personnel to be examined.
+
+(2) The investigation is of military interest. c. The use of the polygraph may be authorized for exculpation, provided that the request for such examination is initiated by the subject (or a person acting on the subject's behalf) of a criminal investigation, and administration of the examination is considered essential by the polygraph approval/authorization authority to a just and equitable resolution of the matter under investigation. 22. Use of polygraph examinations conducted by agencies other than Federal agencies Only polygraph examinations conducted by Federal agencies and conforming to DOD standards will be used in official DOD proceedings. On occasion, attorneys representing DOD-affiliated personnel contract for private commercial polygraph examinations on behalf of their clients, anticipating that the examinations will be used in official DOD proceedings. Since DOD cannot attest to the conditions under which the examinations were administered, DOD components will not accept nor use such examinations in any actions (such as courts or preliminary discussions before legal action, boards, or other judicial or administrative actions) instead of those conducted by Federal agencies.
+
+## 23. Conduct Of Polygraph Examinations
+
+a. Only certified polygraph examiners will conduct independent polygraph examinations. When appropriate, at least
+5 working days before a polygraph examination, the examiner will be furnished all investigative data on the person to be examined. These will include any prior polygraph examination results. Exception is permitted only for operational necessity.
+
+b. A certified examiner must supervise examiners serving their internships during examinations (see para 32b). c. The examination will not be given when, in the opinion of the examiner, a person is not suitable for any of the following conditions:
+
+(1) Mental or physical fatigue. (2) Apparent mental disorder. (3) Extreme emotional stress, intoxication, narcotics addiction, or excessive use of depressants, stimulants, tranquil-
+izers, or hallucinogens.
+
+(4) Physical discomfort. d. If any of the conditions listed in paragraph 23c are present, and if deemed necessary, polygraph supervisors from each respective polygraph office will decide what action to take. Examiners will not make any psychiatric or physical diagnoses.
+
+e. The examinee will not be subjected to prolonged interrogation immediately prior to the polygraph examination. f. Voluntary consent in writing on DA Form 2801 (Polygraph Examination Statement of Consent) must be obtained from the person being examined if connected with a criminal investigation ((refer to http://www.apd.army.mil/ ProductMaps/EForms/DAForms.aspx for further details)). A signed statement or refusal is not required.
+
+g. Examinees in criminal investigations must be advised of the following: (1) Date, time, and place of the examination.
+
+(2) Appropriate individual rights. (3) If classified matter is to be discussed, the examinee's lawyer must possess an appropriate security clearance. (4) Whether the testing area contains a two-way mirror or observation device. (5) If the proceedings are to be monitored or recorded, the examinee will be informed prior to the conduct of the examination.
+
+(6) Continued investigation by other means is not prohibited if the polygraph examination is refused. No adverse action will be taken for refusing to take the examination.
+
+h. The instrument, nature, and procedures of the examination will be explained to the examinee. i. All questions to be asked by the examiner during the instrument portion of the examination will be reviewed with the examinee prior to testing.
+
+j. Certified polygraph examiners will be officially identified as "polygraph examiners." Other titles will not be used.
+
+Clinical garments are not to be worn by polygraph examiners.
+
+k. Females accused or suspected of an offense must be tested in the presence of a female witness at all times, unless the examiner is female.
+
+l. Public showing of the mechanical operations of the polygraph and the physiological changes that take place during the emotional stimulation is not permitted. No unfounded claims of application or reliability are allowed. Only certified examiners will instruct, lecture, or demonstrate the polygraph.
+
+m. Opinions of truth or deception can be expressed only if each relevant question has been asked at least twice during a series and valid criteria exist for evaluation.
+
+n. For polygraph examinations found to be "inconclusive," another examination may be given. Approval need not be obtained for such additional examination.
+
+o. The examiner who conducted the examination interprets the polygraph charts.
+
+24. Polygraph examination rooms Rooms used regularly for polygraph examinations must be located away from distracting noises such as street and office traffic, telephones, or latrines. Examination rooms will not be located in basements or on ground floors of multistory buildings. They will also meet the following standards:
+
+a. Be about 12 feet by 12 feet, and large enough for polygraph equipment and required furniture. b. Be soundproofed. Tile with geometric design will be avoided. c. The floor will be carpeted to aid in soundproofing. d. Be equipped with an observation mirror or audio and/or visual equipment to monitor and record. e. Be air conditioned and heated. The air conditioner and heat source must operate at a low noise level. f. Have electrical outlets that contain a ground connection.
+25. Supervision and review Each polygraph examination must be reviewed by USACIDC technical supervisors of the polygraph examiner for initial quality control. The quality control element representing USACIDC conducts a final review.
+
+a. These quality control elements review all charts, reports of polygraph examinations and other investigative and operational data. These reviews are used to decide if the examination was satisfactory or if a repeat polygraph e x a m i n a t i o n  s h o u l d  b e  c o n d u c t e d .  Q u a l i t y  c o n t r o l  e x a m i n e r s  m a y  r e q u i r e  p o l y g r a p h  e x a m i n e r s  t o  j u s t i f y  t h e i r conclusions.
+
+b. Direct communication between polygraph examiners and quality control elements of USACIDC is authorized and encouraged.
+
+## 26. Polygraph Examination Report
+
+a. Polygraph examiners must complete a narrative report detailing the facts and circumstances surrounding each examination they conduct. This report is exempt from information control (see AR 33515). At a minimum, this report must
+(1) Contain the date the examination was authorized and conducted and the report number to which the examination pertains.
+
+(2) Identify the examinee by name, rank, social security number, unit of assignment or address, the offense under investigation, and the reason the test is being administered.
+
+(3) Contain a synopsis of the investigation and how the examinee relates to the testing issue. (4) Whether or not the examinee made any pre-test admissions. (5) The examination results. (6) Whether or not the examinee made any admissions after the test. (7) Whether or not the polygraph charts show unusual physiological responses. (8) Whether or not all parts of the examination were completed. (9) Name and serial number of the instrument or computer used.
+b. Copies of the polygraph examination report, which are attached as exhibits to reports of investigation, must be labeled: "Attached as Exhibit _____ is a Polygraph Examination Report. This exhibit will be destroyed not later than (enter date here, 3 months after the date of the report of investigation) (see AR 1956). The original, to include related polygraph records, is at the U.S. Army Crime Records Center, 27130 Telegraph Road, Quantico, VA 221349998. Reproduction of this exhibit or its contents is prohibited."
+
+## 27. Procedures For Routing And Storing Polygraph Records
+
+a. Within three workdays after a USACIDC polygraph examination, the examiners will send the following documents electronically to the Director, U.S. Army Crime Records Center (CICRPD), 27130 Telegraph Road, Quantico, VA 221349998, for quality control review:
+
+(1) All polygrams collected. (2) A listing of all questions used during the examination. (3) A DA Form 2801. (4) Polygraph examination report in narrative format. (5) Polygraph examination request in memorandum or email format. (6) Polygraph examiner worksheet. b. An electronic message will be returned to the polygraph examiner of record providing the results of the quality
+control review. Upon a successful completion of the quality control review, the USACIDC examiner will provide a copy of the polygraph examination report to the supported Army element.
+
+c. When the polygraph examination is part of a USACIDC lead request, a copy of the polygraph examination report will be attached to the information report. These will be sent to the requesting USACIDC element.
+
+d. All law enforcement records that result from examinations for other agencies and are not part of the USACIDC
+report will be sent to the USACRC.
+
+e. Polygraph documents at the USACRC will be segregated from case investigative files and dossier material.
+
+## 28. Release Of Polygraph Examination Reports
+
+a. Release of polygraph results will be strictly controlled and comply with DODI 5210.91, DODD 5400.11, and DOD 5400.11R. Results of a polygraph examination apply to that data contained on the polygraph examination report. These include the following:
+
+(1) Synopsis of the examination. (2) Brief identification and background data. (3) Relevant questions asked and answered by the examinee. (4) Polygraph examiner conclusions. These concern determinations of truth or deception and any admissions made
+during the examination.
+
+b. All other records collected or connected with polygraph examinations that apply to pre-test preparations, examiner notes, polygraph worksheets, polygrams, and other technical details will not be sent outside the Army agency that conducts the examination, except as required by DODI 5210.91, DODD 5400.11, DOD 5400.11R, or a court order.
+
+c. Polygraph examination results may be released to the following: (1) The Secretary of the Army, the Chief of Staff, and their immediate advisers. (2) Army officials charged with (a) Counterintelligence and personnel security. (b) Law enforcement. (c) Administration of criminal justice. This includes legal counsel in judicial or administrative proceedings arising
+from the investigation.
+
+(3) DOD officials corresponding to those listed in paragraphs 28c(1) and 28c(2). (4) Federal, State, and local law enforcement officials when (a) An alleged violation of Federal or State law or a felony is shown in the results. (b) Approved for release by the Commander, USACIDC. (5) Legal counsel for the person examined, or to the person examined, on request (subject to safeguarding classified
+defense data).
+
+d. Requests for criminal investigation polygraph examination reports will be forwarded to the Director, U.S. Army Crime Records Center, USACIDC. Records will be maintained to include the date, nature, and purpose of disclosure and name and address of person or agency which received the disclosure.
+
+## 29. Polygraph Equipment Procurement Only Ncca Validated And Approved Polygraph Equipment And/Or Technologies Will Be Authorized For Operational Use. 210. Polygraph Research And Studies
+
+a. The Commander, USACIDC may request authorization from the Director of Operations, Defense Intelligence Agency to conduct research involving the use of the polygraph for criminal investigations. The following data must be provided in this request:
+
+(1) Name of agency or contractor selected to perform the research. (2) Qualification of agency or contractor. (3) Estimated cost of research. (4) Description of research and purpose. (5) Starting date and anticipated completion date. b. Routine statistics or analysis of the contents of polygraph materials or report do not constitute research for the
+purpose of this regulation.
+
+c. DA polygraph examiners may assist in authorized research and study programs.
+
+## 211. Waivers The Commander, Usacidc Authorizes Any Requests For Waivers On The Use Of The Polygraph And Examinations. Chapter 3 Selection, Training, And Supervision Of Polygraph Examiners 31. Selection
+
+a. For the position of polygraph examiner, each person must be (1) A U.S. citizen. (2) At least 25 years of age. (3) A graduate of an accredited college (or equivalent) with 2 years investigative experience (actual conduct of investigations). The experience must have been with a Government or other law enforcement agency.
+
+(4) Screened through a background or character investigation and must be found to be a sound and moral person. b. Service members must be in military occupational specialty (MOS) 311A. c. DOD civilians may be accepted by the USACIDC if eligible for accreditation as CID special agents. d. Candidate examiners are required to receive a CSP examination. This examination will be conducted by examiners of the agency quality control office or designee. This ensures that in subsequent tests on others, the candidate knows the impact and effect of the examination. The examinations will be given prior to the training courses.
+
+## 32. Training
+
+a. The basic polygraph examiners training course (7HSQIK\832ASIP9) as taught at NCCA will be the sole source of polygraph training for all applicants in accordance with DODD 5210.48.
+
+(1) Monitor the end product of intern examiners. (2) Make recommendations as to course content to the NCCA Advisory Committee. b. Each candidate will serve an internship under a certified examiner. This period will be for at least 6 months
+following the basic polygraph training course. During that period, each candidate is required to
+
+(1) Show proficiency in the use of the polygraph. (2) Conduct at least 25 examinations which have been directly supervised and monitored on site by a certified
+polygraph examiner.
+
+c. Coordinate with quality control officers to ensure that candidates enter their intern period following basic polygraph courses or at other appropriate times.
+
+d. Complete refresher or advance training at least every 2 years. e .  C o m p l e t e  8 0  h o u r s  o f  c o n t i n u i n g  e d u c a t i o n  t o  m a i n t a i n  F e d e r a l  c e r t i f i e d  p o l y g r a p h  e x a m i n e r  t r a i n i n g requirements.
+
+## 33. Applications For Training And Certification Of U.S. Army Criminal Investigation Command Special Agents
+
+a. The USACIDC special agents will apply for training in a memorandum. The memorandum will be routed through the applicant's chain of command to: Commander, USACIDC (CISPPEAC), 27130 Telegraph Road, Quantico, VA 221349998. The applicants must meet the requirements listed in paragraph 31.
+
+(1) Special agents-in-charge and commanders will recommend approval or disapproval and give comment. Any reason(s) for disapproval will be specified.
+
+(2) Action will be taken by the Commander, USACIDC. A notification of approval or disapproval will be returned to the applicant through the chain of command.
+
+b. For certification as a polygraph examiner, applications will be prepared in a memorandum. The memorandum will be routed through the applicant's chain of command to: Commander, USACIDC (CICRPD), 27130 Telegraph Road, Quantico, VA 221349998. Completion of a 6-month minimum internship during which 50 examinations were conducted is required. The examination results will have been reviewed by quality control persons at the USACRC. Evidence that the training period requirements listed in paragraph 32a have been met will also be included.
+
+(1) The Director, USACRC, as the polygraph program manager, will recommend approval or disapproval of all requests for certification. Reasons for disapproval will be given.
+
+(2) A DA Form 3833 (Polygraph Examiner Certificate) will be issued when approval is given by the Commander, USACIDC.
+
+## 34. Retention Of Certification
+
+a. Continued proficiency is required to retain certification. When an examiner is assigned other duties for more than
+6 months or does not comply with paragraph 34b, the following is required:
+(1) Completion of a refresher intern period of at least 2 months or a minimum of 15 examinations under supervision of a certified examiner.
+
+(2) Coordination with quality control prior to entry into this intern period. b. Certified examiners will conduct at least 18 polygraph examinations during a 6-month period. The following are exempt:
+(1) Examiners who direct or instruct polygraph training. (2) Polygraph quality control supervisors.
+
+## 35. Revocation Of Certification
+
+a. When a polygraph examiner's certificate is suspended or revoked, the certificate will be returned to the certifying official.
+
+b. A polygraph examiner's certificate may be suspended for failure to maintain prescribed proficiency standards. c. The following actions will be cause for withdrawal of the certification: (1) Loss of accreditation of MOS 311A. (2) Removal of military investigator badge and credentials. (3) Removal from the position or duty requirement to conduct polygraph examinations for a period of more than 6
+months.
+
+(4) Continued failure to maintain prescribed proficiency standards.
+
+36. Loss or damage of certificates Loss or damage of polygraph certificates will be handled in the same manner as prescribed for loss or damage of credential in AR 1953 and AR 38120(C).
+
+## Appendix A References Section I Required Publications Unless Otherwise Stated, Army Publications Are Available On The Army Publishing Directorate Web Site At Http://Www. Apd.Army.Mil. Dod Publications Are Available At Http://Www.Dtic.Mil/Whs/Directives/.
+
+AR 1953 Acceptance, Accreditation, and Release of United States Army Criminal Investigation Command Personnel (Cited in para 36.) AR 33515 Management Information Control System (Cited in para 26a.)
+
+## Ar 38120(C) The Army Counterintelligence Program (Cited In Para 11.)
+
+DOD 5400.11R Department of Defense Privacy Program (Cited in para 28a.) DODD 5210.48 Credibility Assessment (CA) Program (Cited in para 14b(2).) DODD 5400.11 DOD Privacy Program (Cited in para 28a.) DODI 5210.91 Polygraph and Credibility Assessment (PCA) Procedures (Cited in para 14c(1).)
+
+## Section Ii Related Publications A Related Publication Is A Source Of Additional Information. The User Does Not Have To Read It To Understand The Publication. Ar 112 Managers' Internal Control Program Ar 2530 The Army Publishing Program National Defense Authorization Act For Fiscal Year 2004 Public Law 108136 (Available At Http://Www.Gpo.Gov.) National Security Act Of 1947 Public Law 80253
+
+10 USC Armed Forces 18 USC Crimes and Criminal Procedure 32 USC National Guard
+
+## Section Iii Prescribed Forms Unless Otherwise Indicated, Da Forms Are Available On The Army Publishing Directorate Web Site (Http://Www.Apd. Army.Mil).
+
+DA Form 2801 Polygraph Examination Statement of Consent (Prescribed in para 23f.)
+
+## Da Form 2805 Polygraph Examination Authorization (Prescribed In Para 21.)
+
+DA Form 3833 Polygraph Examiner Certificate (Prescribed in para 33b(2).) (Stocked and issued through USACIDC.)
+
+## Section Iv Referenced Forms Unless Otherwise Indicated, Da Forms Are Available On The Army Publishing Directorate Web Site (Http://Www.Apd. Army.Mil).
+
+DA Form 112 Internal Control Evaluation Certification DA Form 2028 Recommended Changes to Publications and Blank Forms
+
+## Da Form 3881 Rights Warning Procedure/Waiver Certificate Appendix B Internal Control Evaluation B1. Function The Function Covered By This Evaluation Is Da Polygraph Activities.
+
+B2. Purpose The purpose of this evaluation is to assist evidence handlers, evidence custodians, evidence room inspectors, leaders, and commanders in evaluating the key internal controls listed. It is intended as a guide and does not cover all controls. B3. Instructions Answers must be based on the actual testing of key internal controls (for example, document analysis, direct observation, sampling, simulation). Answers that indicate deficiencies must be explained and the corrective action identified in supporting documentation. These internal controls must be evaluated at least once every 5 years. Certification that the evaluation has been conducted must be accomplished on DA Form 112 (Internal Control Evaluation Certification).
+
+## B4. Test Questions
+
+a. Does an individual selected for polygraph examiner training meet the requirements as specified in paragraph 31? b. Is the NCCA the sole source of basic polygraph examiner training? c. Did the polygraph examiner complete a 6 month internship prior to certification? d. Did the polygraph examiner conduct at least 25 examinations under the supervision of a certified examiner during
+an internship?
+
+e. Did the polygraph examiner receive refresher or advanced polygraph training at least every 2 years? f. When assigned to other duties for more than 6 months, did the polygraph examiner complete a refresher internship
+period of at least 2 months when they returned to polygraph examiner duties?
+
+g. Are all polygraph examinations authorized in accordance with paragraph 21? h. Did the polygraph examiner evaluate each examinees for suitability prior to and during the pre-instrument phase? i. Are DA Forms 2801 (or the translation into English of the information documented within DA Form 2801) used
+by polygraph examiners to record the examinees' consent in criminal and counterintelligence investigations and exculpatory polygraph examinations?
+
+j. Did the polygraph examiner identify examination results as preliminary until completion of a satisfactory quality control review?
+
+k. Are polygraph reports provided to supported Army element only after completion of a satisfactory quality control?
+
+l. Are polygraph examination reports and documents dispatched to quality control within 3 workdays from the date of examination?
+
+m. Are only those officials identified in paragraph 28 provided polygraph examination results? n. Are non-record copies of the polygraph report attached as exhibits to the reports annotated with the appropriate destruction statement specified in paragraph 26?
+
+o. Are personnel security CI scope polygraph examinations of National Security Agency assignees authorized only after receipt of documentation verifying examinee employment, assignment, or detail to National Security Agency?
+
+p. Are personnel security CI scope DOD polygraph examinations authorized prior to testing? q. Are individuals who declined personnel security investigation polygraph examinations eligible for positions that have not been determined to require a polygraph examination?
+
+r. Do polygraph examiners advise examinees of their privilege against self-incrimination and right to legal counsel prior to the conduct of personnel security related polygraph examinations?
+
+s. Are examinees of unresolved deceptive personnel security CI scope polygraph examinations afforded the opportunity to undergo additional polygraph testing?
+
+t. Are the requirements set forth in AR 1956 met prior to denying an individual access to designated classified information based on unresolved deceptive personnel security CI scope polygraph examinations?
+
+u. Do all polygraph examinations receive a quality control review by the USACIDC or USAI polygraph quality control office?
+
+v. Is a "blind" analysis of the polygrams collected during an examination performed during the quality control review?
+
+w. Are polygraph test questions that are used during an examination reviewed and evaluated during the quality control review?
+
+x. Are polygraph examination documents reviewed to ensure proper polygraph technique was used? y. Are polygraph examination documents reviewed for administrative sufficiency? z. Is the use of DA Forms 2801 (when applicable) and the DA Form 3881 (Rights Warning Procedure/Waiver Certificate) verified?
+
+aa. Are statistical records maintained on the performance of polygraph examiners?
+
+## B5. Supersession Not Applicable.
+
+B6. Comments Help make this a better tool for evaluating internal controls. Submit comments to the Provost Marshal General (DAPMMPOPS), 2800 Army Pentagon, Washington, DC 203102800.
+
+## Glossary Section I Abbreviations Ar Army Regulation Ci Counterintelligence Cid Criminal Investigation Division Csp Counterintelligence Scope Polygraph Da Department Of The Army Dod Department Of Defense Dodd Department Of Defense Directive Dodi Department Of Defense Instruction Inscom U.S. Army Intelligence And Security Command Mos Military Occupational Specialty Ncca National Center For Credibility Assessment Ucmj Uniform Code Of Military Justice Usacidc U.S. Army Criminal Investigation Command Usacrc U.S. Army Crime Records Center Usai U.S. Army Intelligence Usc United States Code Section Ii Terms
+
+Counterintelligence Those intelligence activities intended to detect, evaluate, counteract, or prevent hostile intelligence collection, sabotage, terrorism, or assassination conducted by or on behalf of any foreign power, organization, or person operating to the detriment of the Army.
+
+## Cryptologic Information Information Pertaining To The Production Of Signals Intelligence And Maintenance Of Communications Security. Foreign Intelligence Information Relating To The Capabilities, Intentions, And Activities Of Foreign Powers, Organizations, Or Persons. Foreign Nationals All Persons Who Are Neither Citizens, Nor Immigrant Aliens To The United States.
+
+Polygram Paper of any length from a polygraph instrument that reflects calibration procedures or physiological tracings of an examinee. Polygraph examination Questioning and other processing of an examinee before the actual use of the polygraph instrument; the use of the polygraph instrument with respect to such examinee; and any questioning or other processing involving the examinee after the use of the polygraph instrument. Specifically, examinations consist of three phases: pre-instrument portion, instrument portion, and post instrument portion. Polygraph examination results A synopsis of the polygraph examination that normally includes a brief identification and background information, the relevant questions asked, the examinee's answers, the examiner's opinions concerning the indication of truthfulness or deception, any admissions made by the examinee during the examination. Polygraph examination report The complete, detailed memorandum formatted report prepared by the polygraph examiner as prescribed by USACIDC and INSCOM including pre-instrument preparations, the examiner's notes, polygram, and other technical details of the polygraph examination. Polygraph instrument A diagnostic instrument capable of measuring and recording, as a minimum, respiration, electrodermal, blood volume, and heart rate response to verbal and or visual stimuli.
+
+## Relevant Question A Polygraph Question Pertaining Directly To The Matter Under Investigation For Which The Examinee Is Being Tested. Technical Question A Question That Refers To Any Other Question Asked By The Examiner During The Instrument Portion Of The Examination.
+
+Third Agency Limitation (Third Agency Rule) The governing rule that states that, except as provided in Section 102, National Security Act of 1947, classified information originating in one U.S. agency (for example, DOD) will not be disseminated by another agency to which the information has been made available without the consent of the originating agency.
+
+## Section Iii Special Abbreviations And Terms This Section Contains No Entries.

markdown/army/ar525-15.md

@@ -0,0 +1,452 @@
+Military Operations
+
+## Software Reprogramming For Cyber Electromagnetic Activities
+
+Headquarters Department of the Army Washington, DC 19 February 2016
+
+## Summary Of Change Ar 52515 Software Reprogramming For Cyber Electromagnetic Activities
+
+This major revision, dated 19 February 2016--
+
+o Changes the title from Software Reprogramming for Electronic Warfare and
+Target Sensing Systems to Software Reprogramming for Cyber Electromagnetic Activities (cover).
+o Introduces expanded scope for software reprogramming support to cyber
+electromagnetic activities (chap 1).
+o Adds responsibilities for Headquarters, Department of the Army, commands, and
+direct reporting units to provide support for electronic warfare reprogramming mission requirements (chap 2).
+o Establishes cyber electromagnetic activities software reprogramming
+integration and interoperability implementation strategy (chap 3).
+
+## Military Operations Software Reprogramming For Cyber Electromagnetic Activities
+
+Guard/Army National Guard of the United States, and the U.S. Army Reserve, unless otherwise stated. It also applies to all proponent agencies involved in research and development, acquisition, life cycle supp o r t ,  i n t e l l i g e n c e ,  p l a n n i n g  a n d  i n t e g r a - tion, and operations activities of electronic w a r f a r e  a n d  t a r g e t  s e n s i n g  s y s t e m s requirements.
+
+H i s t o r y .  T h i s  p u b l i c a t i o n  i s  a  m a j o r revision.
+
+S u m m a r y .  T h i s  r e g u l a t i o n  s e t s  f o r t h Army policy for software reprogramming for electronic warfare and target sensing s y s t e m s .  I t  c o v e r s  m a n a g e r i a l  r e q u i r e - ments necessary to implement electronic warfare and target sensing systems operations and training oversight for actions in peacetime and wartime, to include U.S. wartime reserve modes in order to administer counter threat changes. It establishes r e s p o n s i b i l i t y  f o r  A r m y  c o u n t e r - t h r e a t - change capabilities.
+
+Proponent and exception authority.
+
+The proponent of this regulation is Deputy Chief of Staff, G3/5/7. The propon e n t  h a s  t h e  a u t h o r i t y  t o  a p p r o v e exceptions or waivers to this regulation that are consistent with controlling law and regulations. The proponent may delegate this approval authority, in writing, to a  d i v i s i o n  c h i e f  w i t h i n  t h e  p r o p o n e n t agency or its direct reporting unit or field operating agency, in the grade of colonel or the civilian equivalent. Activities may request a waiver to this regulation by prov i d i n g  j u s t i f i c a t i o n  t h a t  i n c l u d e s  a  f u l l analysis of the expected benefits and must i n c l u d e f o r m a l r e v i e w b y t h e a c t i v i t y ' s senior legal officer. All waiver requests will be endorsed by the commander or s e n i o r  l e a d e r  o f  t h e  r e q u e s t i n g  a c t i v i t y and forwarded through their higher headquarters to the policy proponent. Refer to AR 2530 for specific guidance.
+
+Applicability. This regulation applies to t h e  A c t i v e  A r m y ,  t h e  A r m y  N a t i o n a l
+
+## Contents (Listed By Paragraph And Page Number)
+
+Chapter 1 Introduction, page 1
+Purpose - 11, page 1 References - 12, page 1 Explanation of abbreviations and terms - 13, page 1
+Responsibilities - 14, page 1 Program objectives - 15, page 1
+
+## Chapter 2 Responsibilities, Page 2 Assistant Secretary Of The Army (Acquisition, Logistics And Technology) - 21, Page 2
+
+Army internal control process. This regulation contains internal control provisions in accordance with AR 112 and identifies key internal controls that must be evaluated (see appendix B).
+
+S u p p l e m e n t a t i o n .  S u p p l e m e n t a t i o n  o f this regulation and establishment of command and local forms are prohibited without prior approval from the Deputy Chief of Staff, G3/5/7 (DAMOODE), Washington, DC 203103200.
+
+Suggested improvements. Users are invited to send comments and suggested improvements on DA Form 2028 (Recomm e n d e d  C h a n g e s  t o  P u b l i c a t i o n s  a n d Blank Forms) directly to the Deputy Chief of Staff, G3/5/7 (DAMOODE), Washington, DC 203103200.
+
+Distribution. This regulation is available in electronic media only and is intended for command levels C, D, and E for the Active Army, the Army National Guard/ A r m y  N a t i o n a l  G u a r d  o f  t h e  U n i t e d States, and the U.S. Army Reserve.
+
+## ContentsContinued
+
+Chief Information Officer/G6 - 22, page 2 Chief, National Guard Bureau - 24, page 2 Deputy Chief of Staff, G2 - 25, page 2 Deputy Chief of Staff, G3/5/7 - 26, page 3 Deputy Chief of Staff, G4 - 27, page 4 Deputy Chief of Staff, G8 - 28, page 4 Chief, Army Reserve - 29, page 4
+Commanding General, U.S. Army Materiel Command - 210, page 4
+Commanding General, U.S. Forces Command - 211, page 5 Commanding General, U.S. Army Training and Doctrine Command - 212, page 5 Commanders, Army service component commands - 213, page 5 Commanding General, U.S. Army Test and Evaluation Command - 214, page 6 Commanding General, Second Army - 215, page 6 Commanding General, U.S. Army Cyber Command - 216, page 6 Commanders of Army service component commands serving geographic combatant commands and Joint task forces
+- 217, page 6
+Chapter 3 Counter-Threat-Change Strategic Overview, page 6
+New and changed threats - 31, page 6 Rapid software reprogramming strategy - 32, page 7 Evolving Army practices - 33, page 7 Commander's response to changes in threat-system electromagnetic parameters, procedures and modes of operation
+- 34, page 7
+
+## Appendixes
+
+A.
+References, page 8
+B.
+Internal Control Evaluation, page 9
+
+## Glossary
+
+11. Purpose This regulation establishes policy, assigns responsibilities, and provides strategy for integration and interoperability of cyber electromagnetic activities (CEMA). CEMA consist of cyberspace operations, electronic warfare (EW), and spectrum management operations. This policy emphasizes CEMA EW systems conducting electronic attack (EA), electronic warfare support (ES), and electronic protection (EP) through rapid software reprogramming (RSR). It is the Army policy for CEMA EW mission software products (MSPs) and Mission Enabling Software (MES). MSP include aviation survivability equipment software, mission data sets, and ground-based counter-improvised explosive device software, known as threat load sets, and nonmission software products such as the Army Reprogramming Analysis Team (ARAT) survivability software loader development and distribution. It describes the operation of Army capability to identify and counter changes to threat system composition, capabilities and signatures within the electromagnetic s p e c t r u m  ( E M S )  a n d  c o o r d i n a t e d  w i t h  s p e c t r u m  m a n a g e m e n t  o p e r a t i o n s .  M E S  e n c o m p a s s e s  a l l  o t h e r  A r m y Reprogramming Analysis TeamProgram Office (ARATPO) products, for example, computer based training, system software support and maintenance, pattern developments, and CEMA threat verification and validation. The Army creates effective countermeasures to hostile introduction of new CEMA threat systems and changes that impact the Army's ability to detect, classify, declare, and counter the threat. The development of these countermeasures enhances security and preservation of friendly forces and equipment. This policy gives the Army a process which enables soldiers a reach-back RSR capability that will assist commanders to attain tactical superiority, achieve surprise, gain and retain the initiative, maintain awareness of new and emerging threats, and obtain decisive results while maintaining vigilant data collection efforts to detect introduction of new threat signals or changes to existing threats through the RSR of CEMA systems.
+
+## 12. References See Appendix A. 13. Explanation Of Abbreviations And Terms See Glossary. 14. Responsibilities Responsibilities Are Listed In Chapter 2.
+
+15. Program objectives The principal objective of providing EW operational software programming support is to detect, classify, and declare new and changed cyber electromagnetic threats, and to support mitigation of these changes in order to allow commanders to conduct missions as required. There is special emphasis on reducing ambiguity because of the covert nature of new and changing threats. Failure to respond to these changes in threat composition or signature may disrupt operations and negatively impact mission accomplishment and force preservation. RSR for post-production software support (PPSS) includes ground and air EA, ES, and EP software and firmware including radar warning receivers, radar jammers, missile warning receivers, radar frequency interferometry systems, laser detection systems, integrated radio frequency, infrared countermeasures, electro-optical systems, countermeasure dispensing systems, counter radiocontrolled improvised explosive devices, radio frequency jammers, communications jammers, the EW Planning and Management Tool, and future Army reprogrammable CEMA systems. The following activities will contribute to the Army's principal EW RSR objective above:
+a. Field Army EW sensors, and smart weapon systems that are software configurable at the application level and/or hardware modular in order to adapt to hostile introduction of new and changed threats.
+
+b. Exercise cyber security process and procedures in the development of mission software for EW systems. c. Field Army capabilities that incorporate configurable software and firmware to counter threat changes. d. Update threat reprogrammable EW mission software product content, (that is, threat library, operational flight program, filtering parameters, and geolocational parameters), via secure network to EW officers (EWOs) and aviation mission survivability officers (AMSOs) in Army service component commands (ASCCs).
+
+e. Operate a sustained program that is software programmer accessible to collect and evaluate employment, deployment, and signature information for systems operating in the EMS. This program will be essential for providing friendly EA, ES, and EP and to successfully engage or defeat hostile or potentially hostile systems.
+
+f. Maintain essential data about the U.S., allied forces, and coalition partners' RSR and their counters to enemy capabilities while ensuring effectiveness of capabilities through thorough testing and evaluation.
+
+g. Support U.S. forces and others with RSR as required and consistent with security guidelines regarding the dissemination of threat and/or counter-threat information to non-U.S. forces.
+
+h. Reduce or eliminate the effects of new and changed enemy-introduced threats.
+
+i. Increase friendly RSR effectiveness during operations.
+
+j. Reduce the susceptibility of U.S. systems to new and changed threats through increased situational awareness and improved EW capabilities to detect them. Support situational awareness capability.
+
+k. Maintain the ARATPO rapid reprogramming infrastructure for Army EW software sustainment and tactical CEMA that supports the ASCC commander's ability to quickly respond to the combatant commander's missions across the full range of military operations as an Army core capability. ARATPO is chartered by U.S. Army Materiel Command (AMC) as the responsible official for EW Post Production Software Support under AMC-U.S. Army Communications and Electronics Command (CECOM) Software Engineering Center (SEC).
+
+## Chapter 2 Responsibilities
+
+21. Assistant Secretary of the Army (Acquisition, Logistics and Technology)
+The ASA (ALT) will
+a. Ensure that sensor-based weapons and CEMA systems are developed using software reprogrammable signature detection, classification, and response capabilities that can be responsive and enabling to EW, spectrum management and cyber operations.
+
+b. Coordinate with the Deputy Chief of Staff, G2 (DCS, G2) and the Deputy Chief of Staff, G3/5/7 (DCS, G3/
+5/7) to support the direction and control of requirements development for the data production and database capabilities needed to support signature software reprogramming.
+
+c. Provide staff coordination with the DCS, G2, the DCS, G3/5/7 and the Deputy Chief of Staff, G8 (DCS, G8)
+(DAPRFDI) for the development of essential EW systems and RSR capabilities identified through the Research, Development, and Acquisition Planning, Programming, Budgeting, and Execution System. Coordinate with U.S. AMC, within the scope of the National Disclosure Policy1 (NDP1), to encourage allied incorporation of friendly RSR capabilities into appropriate foreign military sales (FMS) systems.
+
+d. Ensure all program managers (PMs) with software reprogrammable EW systems include integrated logistics assessments for EW systems and RSR in coordination with the CECOM SEC ARATPO. Ensure the requisite information technology infrastructure is established and maintained to support effective RSR functions.
+
+e. Ensure PMs assess impact of RSR changes regarding system safety where the change to the reprogrammable software impacts the interface control document with the host platform or as appropriate.
+
+22. Chief Information Officer/G6
+The CIO/G6 will
+a. Serve as the liaison to relevant Army and Joint technical and user groups served by ARATPO for EW, and RSR
+to ensure proper bandwidth and priority.
+
+b. Designate EW RSR as a tactical support element to combatant commanders using the EMS to identify threats, affect targets, and protect soldiers, on a non-interference basis with friendly communications and considered separate from standard information systems.
+
+c. Ensure and support secure and classified communications, information management, and information technology capability for RSR functions.
+
+d. Coordinate RSR information management and information technology hardware, infrastructure, and access requirements with Second Army, combatant commands (CCMDs), ASCCs, and the ARATPO as required preventing a mission gap.
+
+e. Ensure that policies and doctrine do not cause an ASCC mission gap in performance of a Combatant Commander mission for the RSR infrastructure for CEMA systems (for example, spectrum management operations).
+
+f. Ensure, through policy, EW EA systems deconfliction within the EMS. Provide spectrum management necessary to protect communications while permitting essential EA operations.
+
+24. Chief, National Guard Bureau The CNGB will
+a. Coordinate with Commander, AMC and CECOM for ARAT staff assistance visits to support unit cyber, EW, and/or RSR training and deployments as necessary.
+
+b. Provide the necessary resources for EW and/or CEMA RSR requirements specific to U.S. Army National Guard unit EW readiness.
+
+## 25. Deputy Chief Of Staff, G2 The Dcs, G2 Will
+
+a. Coordinate with the CIO/G6, the DCS, G3/5/7, DCS, G8, and the CG, AMC to ensure that EW reprogramming requirements for collection, intelligence production, database maintenance, and related research and development are identified and integrated in accordance with Department of Defense Directive (DODD) 5250.01.
+
+b. In coordination with the DCS, G3/5/7, represent the Army Staff in Joint intelligence forums that discuss changes to threat system composition, capabilities, and signatures, and the means to counter those changes.
+
+c. Ensure that scientific and technical intelligence centers, for example, National Ground Intelligence Center, are capable of vetting EW parametric data in support of RSR and maintaining vetted threat data to Army ground and airborne systems.
+
+d. Support the integration of Title 50 (50 USC) intelligence products for use in mission software and products utilized by Army EW and CEMA systems.
+
+e. The CG, U.S. Army Intelligence and Security Command will (1) In coordination with the DCS, G2 and DCS, G8, budget for and provide EW threat, signature, electronic intelligence, and applicable all-source data necessary to identify changes in the threat composition or operation to the ARATPO for rapid reprogramming of EW system capabilities based on requirements provided to the intelligence community by ARATPO, PEO and/or PM, and ASA (ALT).
+
+( 2 )  D e v e l o p  a n d  m a i n t a i n  t h r e a t  t o o l s  a n d  p a r a m e t r i c  d a t a b a s e s  t o  s u p p o r t  c u r r e n t  a n d  f u t u r e  E W  s y s t e m requirements.
+
+(3) Provide required Army contribution to EW and measurement and signal intelligence reprogramming databases, as appropriate.
+
+(4) In coordination with CECOM, SEC, and/or ARATPO and the Research, Development, and Engineering Command (RDECOM), Communications-Electronics Research, Development, and Engineering Center (CERDEC), review and validate input from ASCCs. Review and approve ASCC-recommended procedures for receiving new and changed threat data from CCMD.
+
+(5) Review ARATPO mission software production requirements and provide updated EW databases for air and ground EW and/or CEMA systems.
+
+(6) Execute policy for 50 USC intelligence products utilized in developing or reprogramming EW mission software and products.
+
+(7) In coordination with the DIA Intelligence Mission Data Center (IMDC), ensure that future Life Cycle Mission Data Plan requirements are evaluated during the early system acquisition cycle as a factor to proceed past a Milestone B decision.
+
+26. Deputy Chief of Staff, G3/5/7
+The DCS, G3/5/7 will
+a. Validate the Army's EW operational support infrastructure efforts to ensure that timely and effective mission software reprogramming is available to meet mission requirements.
+
+b. Ensure Army EW requirements, to include RSR, are represented, as required, within relevant PEG: General Purpose Forces, Information Management (Sustaining), Intelligence, Army National Guard, U.S. Army Reserve, Modernization, Supply and Maintenance, and School and Institutional Training.
+
+c. Coordinate with the appropriate EW organization within Army Commands, ASCCs, Direct Reporting Units, and the Joint community to ensure the ARATPO EW and RSR operations are integrated, as applicable.
+
+d. Develop RSR policy, programs, and force requirements for Regular Army, Army National Guard/Army National Guard of the United States, U.S. Army Reserve (USAR), and U.S. Army Special Operations Command (USASOC).
+
+e. In coordination with AMC, ASA (ALT), and TRADOC, ensure EW and RSR are addressed in system requirements documents.
+
+f. Coordinate RSR matters with the other military Services and allies as permitted by disclosure and security classification directives.
+
+g. Oversee the Army's contribution to North Atlantic Treaty Organization Emitter Database and U.S. Electromagnetic System (USELMS) Database.
+
+h. In coordination with the DCS, G2, represent the Army Staff in Joint intelligence forums that consider counterthreat-change matters and advise other counterparts.
+
+i. Headquarters, Department of the Army staff proponent and ARATPO contact for EW RSR policy actions within the Army, and ARAT support to other Services, Department of Defense, and other government agencies. This includes support to homeland defense requirements per Army policy and direction.
+
+j. Develop and integrate EW training policy that includes RSR as a standing objective in major Army training exercises.
+
+k. Establish the Implementation Authority for mission software implementation consistent with Army and Joint policies.
+
+27. Deputy Chief of Staff, G4
+The DCS, G4 will
+a. Ensure that logistical policies support the capability to perform software installation and RSR at the platform or weapon level.
+
+b. Support the AMC, CECOM, ARATPO with the necessary logistical sustaining resources to ensure a robust, efficient, and rapid software reprogramming infrastructure and PPSS across the CEMA portfolio of systems.
+
+c. Represent ARATPO sustainment requirements in the Army Planning, Programming, Budgeting, and Evaluation System.
+
+d. In conjunction with the DCS, G2, ensure the ARATPO is involved in the development, delivery, and maintenance of any EW RSR capability provided under FMS.
+
+28. Deputy Chief of Staff, G8
+The DCS, G8 will
+a. Coordinate with AMC (ARATPO) for review and validation of requirements for EW RSR developmental efforts to compete for resources during the program objective memorandum and program budget review process.
+
+b. Plan and program resources for ARATPO research, development, test, and evaluation activities. c. Ensure that CEMA systems transitioning to sustainment from ASA (ALT) PEOs and/or PMs ensure efficient use of existing Government organic core sustainment infrastructure (that is, PPSS) in support of new system acquisition.
+
+29. Chief, Army Reserve The CAR will
+a. Coordinate with Commander, AMC and CECOM for ARAT staff assistance visits to support unit cyber, EW, and/or RSR training and deployments, as necessary.
+
+b. Ensure Army Reserve training requirements for EW and RSR are included in the USAR training PEG. c. Ensure the requisite operational and logistical resources are available at the unit level to support ARATPO staff assistance visits.
+
+210. Commanding General, U.S. Army Materiel Command The CG, AMC will
+a. Designate the ARATPO via charter as the Army responsible official for (1) EW PPSS mission software reprogramming infrastructure and EW support to CEMA, as required. (2) RSR capability assessment office for operational CEMA (EW and cyber) equipment. b. Provide the ARATPO with the resources and facilities necessary to provide timely EW software reprogramming compliant with 10 USC 2460 definition of depot-level maintenance and repair which includes RSR support to meet current operational mission requirements and ensure adequate infrastructure to meet anticipated and/or future requirements no later than 4 years after initial operational capability.
+
+c. Coordinate with and provide DCS, G2 and the ARATPO with threat system intelligence support necessary to continuously conduct system engineering evaluations. Ensure the ARATPO coordinates with acquisition PEOs and/or PMs developing and fielding systems operating in the EMS so the effects of CEMA PPSS are adequately represented in order to support leader decisions centered on organizing, equipping, and employing ground forces.
+
+d. In coordination with TRADOC organizations (TRADOC capability managers (TCMs), Centers of Excellence, and Schools) provide continuous review from a software engineering and system capability perspective and evaluation of methods, models, and tools, doctrinal publications, EW software engineering reprogramming training, and other training as directed.
+
+e. Ensure and incorporate reprogrammable memory for all EW and applicable cyber systems operating in the EMS
+while observing operations security guidance.
+
+f. Direct and provide resources to ARATPO to support the software requirement for all EW systems to be reprogrammable at the organizational maintenance or operator level.
+
+g. Coordinate with the DCS, G4 and DCS, G8, to ensure Army EW PPSS requirements are incorporated in appropriate budgetary requirements.
+
+h. Ensure EMS deconfliction strategies and capabilities necessary to protect communications while still permitting essential EA operations to be incorporated into all EA, ES, and EP systems associated with RSR.
+
+i. Coordinate with the CIO/G6 to ensure a classified communications capability to provide EW mission data sets directly to the field commanders.
+
+j. Require ARATPO support to Joint and Army exercises as required, life cycle sustainment of EW and/or cyber systems, crisis response teams including Army explosive ordnance disposal and other government agencies in support of Homeland Defense.
+
+k. Provide direct support to FMS case management requiring PPSS services such as software development, threat analysis, equipment, and training support to meet U.S. Army Security Assistance Command requirements that include installation and test as well as RSR designs that provide for Joint and allied interoperability.
+
+l. Ensure development of MES products for example, computer-based training, system software support and maintenance, pattern developments, threat verification and validation, and future cyber products, as needed.
+
+211. Commanding General, U.S. Forces Command The CG, FORSCOM will
+a. Prepare, inspect, and ensure assigned forces are maintained at the highest possible readiness level to conduct EW
+operations, receive, and process EW mission software products for all reprogrammable equipment.
+
+b. Establish and execute a CEMA readiness evaluation strategy similar to current aviation resource management survey for both air and ground Army organizations.
+
+c. Establish and maintain in coordination with ARATPO a RSR support and assistance program to familiarize and assist unit missions and deployments.
+
+d. Coordinate with U.S. Army Test and Evaluation Command (ATEC) to provide for required conduct and programming of operational (troop) tests of EW systems and software.
+
+e. Ensure those forces postured in Tier 1 readiness have current EW mission software products to support required deployments and are exercised in their use.
+
+212. Commanding General, U.S. Army Training and Doctrine Command The CG, TRADOC will
+a. Develop tactics, techniques, and procedures (TTP) in support of Army EW software reprogramming by theater, operational area, or mission and provide guidance for the planning, execution, and evaluation of RSR activities in operations and training.
+
+b. Identify gaps affecting EW PPSS across the doctrine, organization, training, materiel, leadership, and education, personnel, and facilities and provide potential solutions to the deficiencies determined during capabilities based analysis process.
+
+c. Ensure that the principles of the RSR process and ARATPO processes for download and/or upload of EW
+systems mission software are included in the instructional POI at Army institutions as appropriate.
+
+d. Ensure TRADOC representation and support of the EW configuration control board for EW RSR. e. Submit priority intelligence requirements to CG, U.S. Army Intelligence and Security Command using prescribed procedures and methods. Submit requests for materiel support for counter-threat capability development in accordance with AR 38111.
+
+f. Ensure EMS requirements and impacts for CEMA are considered in capabilities-based assessments. g. Ensure the representation of EW RSR during the Capabilities Based Analysis Process including the priority requirement for EM threat information.
+
+h. Integrate RSR capabilities into doctrinal and training publications. i. Coordinate with AMC to provide qualified ARATPO instructors on EW RSR procedures and equipment to EWOs and AMSOs at appropriate TRADOC centers of excellence and as required.
+
+j. Coordinate with ARATPO for experiments with EW systems and EW RSR at appropriate network integration evaluations.
+
+213. Commanders, Army service component commands The Commanders, ASCCs will
+a. Ensure Army CEMA representatives to the CCMD staff are trained on counter-threat-change capabilities and ARATPO infrastructure and activities.
+
+b. Ensure deploying units and crews receive training on the current software and TTP for all EW systems required for military operations.
+
+c. Develop procedures for implementing TRADOC's stated TTP, training, doctrine, and other responses to enemy introduction of new or modified existing threats.
+
+d. Exercise established procedures to exchange data electronically with Joint Services for EW reprogramming, operations, and tactics.
+
+e. Exercise RSR procedures in accordance with respective command authorities. f. Include RSR objectives in exercises and training events. g. Ensure that counter-threat-change objectives are planned and coordinated with appropriate Service operations and intelligence organizations.
+
+h. Support Army and Joint Services reprogramming exercises and requirements as directed by DCS, G3/5/7 or geographical CCMD.
+
+i. The Commander, U.S. Army Special Operations Command will coordinate with ARATPO for required RSR
+support and provide necessary funding for that support.
+
+214. Commanding General, U.S. Army Test and Evaluation Command The CG, ATEC will
+a. Ensure that system evaluation plans incorporate direct and indirect EW roles in the evaluation process. b. Ensure that event design plans include testing of systems in an environment that represents the hostile EW threat to the extent possible.
+
+c. In conjunction with ARAT-PO, ensure comprehensive threat load testing of EW systems during appropriate system tests and for related EW tests at the network integration evaluations.
+
+215. Commanding General, Second Army The CG, 2nd Army will
+a. In coordination with ARCYBER, develop and test information assurance or as applicable the cybersecurity on Army systems, and recommend to CG, TRADOC, organizational and operational concepts, and doctrine pertaining to the employment of EW to support Army operations in the Army's portion of the DOD information networks. In coordination with ARCYBER, integrate requirements and procedures for countering hostile EW threats in combat developments and training activities. Use AMC-developed system threat assessment report for related EW threats.
+
+b. Coordinate with AMC, CECOM, SEC, and ARATPO on the needs for secure distribution of EW and CEMA
+mission data sets as networks evolve.
+
+c. In coordination with CG, AMC and ARATPO, ensure EW RSR messaging is continuously available and with sufficient priority to accomplish directly to forces in the CCMD areas of operation via secret internet protocol router network, and coordinate planned adjustments or revisions to network policy with ARATPO to assure continuous support.
+
+d. Assist ARATPO in the development of over-the-air delivery of mission software directly to EW systems and hosting auxiliary mission software on the networks for combat requirements, as needed and as networks mature.
+
+216. Commanding General, U.S. Army Cyber Command
+The CG, ARCYBER will
+a. Coordinate with AMC, CECOM, SEC, and ARATPO in all matters of CEMA operations. b. Provide a representative to the CEMA configuration control board in support of CEMA RSR. c. Ensure that ARATPO has operational priority in the task order waiver approval process. d. Ensure ARATPO infrastructure connectivity in support of Army EW operations. e. Integrate EW RSR into CEMA at appropriate tactical echelons in coordination with ARATPO, the EW TCM,
+and appropriate commands and staffs.
+f. Authorize direct liaison with the cyber Center of Excellence for EW RSR integration and coordination with the
+EMS and cyber activities and operations, where appropriate.
+g. In accordance with the Second Army, assist in the development and implementation of automated dissemination
+of EW mission software products and the hosting of alternative EW mission software products as the network system evolves with AMC, CECOM, SEC, and ARATPO.
+217. Commanders of Army service component commands serving geographic combatant commands and Joint task forces The Commanders, ASCCs serving geographic combatant commands and Joint task forces will
+a. Direct the use of friendly wartime reserve mode (WARM) as dictated by the threat environment or as directed by the geographic combatant commander. This authority may not be delegated.
+
+b. Notify EW coordination centers and ARATPO when U.S. WARM capabilities must be executed. c. Consult and exercise established procedures identified in ATP 313.10 to exchange data electronically with other Services for EW reprogramming, operations, and tactics.
+
+d. Ensure standing operating procedures for reporting requirements include notification of ARATPO when EW
+mission software products have been uploaded to operational EW systems.
+
+## Chapter 3 Counter-Threat-Change Strategic Overview
+
+31. New and changed threats a. Adversaries are expected to employ both high and low technology systems with constantly changing TTPs. EW
+requires RSR capability to adapt to or forestall these changes.
+
+b. The largest volume of new and changed threats will most likely be employed at the beginning of hostilities. This
+creates the following problems for Army forces:
+(1) Detecting new and existing threats. (2) Identifying the type of threat. (3) Validating and verifying the threat change to be creditable. (4) Determining how to counter the threat changes. (5) Implementing appropriate friendly force changes to counter the new or changed threat.
+32. Rapid software reprogramming strategy The ARATPO RSR strategy focuses on the following four functional components to achieve success:
+a. Detect the change. Perform continuous analysis of collected intelligence to identify when new threats, or modifications to existing threats, are introduced that may affect EW system performance or TTP.
+
+b. Assess the change. Make use of automated tools and software models to identify or flag when changes may adversely impact EW system performance, either globally or regionally.
+
+c. Develop the response. Use threat parametric, signature, and employment information to rapidly develop, test, and accept a response to the change. Responses may be software updates, hardware modifications, changes in TTP, or a combination of all three.
+
+d. Implement the change. Transmit and implement the change (hardware, software, and TTP) to the system at the operator level. See ATP 313.10 for additional information on RSR processes.
+
+33. Evolving Army practices a. Warfare is rapidly moving into a new domain: cyberspace. This will affect warfighting in all domains, and the Army will take measures to adapt to the cyberspace environment. As doctrine and tactics evolve, so will practices for reprogramming EW and CEMA systems to make them more responsive to the Soldier. This increased responsiveness demands shortened timelines to combat enemy threats as they adapt to new technology and to new methods of employment. RSR will be required to become even more adaptive, automated, and integrated with weapons systems operating in the EMS. A vigorous research and development approach to provide timely mission software to the field with on-call data sets hosted on the network are required for use by the EWOs and AMSOs to counter anticipated threats. The intelligence community will be required to provide validated and verified threat information to the ARATPO more rapidly than in the past for specific regions of the world. Priorities for software updates will have to be identified by the TCM as early as possible to create and adjust mission data sets for users. The integration and cooperation required will demand attention by the entire CEMA community as part of a combined arms team in support of CEMA operations.
+
+b. New EW and CEMA systems now in development will require continuous attention to detail and involvement of every command in the acquisition of new systems in an era of scarce resources to achieve the efficiencies required. Upfront involvement of sustainers in the early phases of the development cycle and acquisition decisionmaking will be of critical importance to achieve required goals in this environment.
+
+c. Those EW and CEMA systems supported by RSR must be maintained whether they are in operational use or in depot storage. Current mission software products are readily accessible through ARATPO accounts on the secure internet protocol router network.
+
+d. Under the CEMA tactical organizational construct, there is a CEMA element at all levels (corps through battalion) that serves as the commander's staff group for planning. The CEMA element is led by the unit EWO. The EWO serves as the commander's designated staff officer for the planning, integration, and synchronization of CEMA and uses other elements of the staff to integrate CEMA into the commander's scheme of maneuver in addition to the existing responsibilities for coordinating and implementing ongoing EW activities (see FM 338).
+
+## 34. Commander's Response To Changes In Threat-System Electromagnetic Parameters, Procedures And Modes Of Operation See Chairman Joint Chiefs Of Staff Instruction 3210.04A For Guidance On This Topic. Appendix A References Section I Required Publications The Following Publication Is Available On The Army Publishing Directorate Web Site (Http://Www.Apd.Army.Mil).
+
+AR 38111
+Intelligence Support to Capability Development (Cited in para 212e.)
+
+## Section Ii Related Publications A Related Publication Is A Source Of Additional Information. The User Does Not Have To Read It To Understand This Publication. Ar 112 Managers' Internal Control Program
+
+AR 2530
+The Army Publishing Program AR 701
+Army Acquisition Policy AR 719
+Warfighting Capabilities Determination AR 951
+Flight Operations AR 3805
+Department of the Army Information Security Program AR 52522
+U.S. Army Electronic Warfare AR 5301
+Operations Security (OPSEC)
+AR 7501
+Army Materiel Maintenance Policy ATP 313.10
+EW Reprogramming Multi-Service Tactics, Techniques, and Procedures for Reprogramming Electronic Warefare (EW) Systems
+
+## Cjcsi 3121.01B (S) Standing Rules Of Engagement For U.S. Forces (U) (Available On Siprnet.) Cjcsi 3210.04A (S) Joint Electronic Warfare Reprogramming Policy (U) (Available On Siprnet.)
+
+CJCSI 3320.01D
+Electromagnetic Spectrum Use in Joint Military Operations CJCSM 3212.02D
+Performing Electronic Attack in the United States and Canada for Testing, Training, and Exercises CJCSM 3212.03
+Performing Tests, Training, and Exercises Impacting the Global Positioning System (GPS) in the United States and Canada CJCSM 3320.01D
+Joint Electromagnetic Spectrum Management Operations in the Electromagnetic Operational Environment CJCSM 3320.02D
+Joint Spectrum Interference Resolution (JSIR) Procedures CJCSM 3320.04
+Electromagnetic Warfare in Support of Joint Electromagnetic Spectrum Operations DODD 3222.04
+Electronic Warfare (EW) Policy (Available at http://www.dtic.mil/whs/directives.)
+DODD 5250.01
+Management of Signature Support within the Department of Defense (Available at http://www.dtic.mil/whs/directives.)
+FM 338
+Cyber Electromagnetic Activities NDP1
+National Disclosure Policy (NDP1, 1 Oct 1988) (Available at http://www.dtic.mil/whs/directives/corres/pdf/523011p. pdf.)
+10 USC 2460
+Definition of depot-level maintenance and repair (Available at https://www.law.cornell.edu/uscode/text.)
+50 USC
+War and National Defense (Available at https://www.law.cornell.edu/uscode/text.)
+
+## Section Iii Prescribed Forms This Section Contains No Entries. Section Iv Referenced Forms Da Forms Are Available On The Army Publishing Directorate Web Site (Http://Www.Apd.Army.Mil). Da Form 112 Internal Control Evaluation Certification
+
+DA Form 2028
+Recommended Changes to Publications and Blank Forms
+
+## Appendix B Internal Control Evaluation B1. Function The Function Covered By This Evaluation Is Software Reprogramming For Ew Systems.
+
+B2. Purpose The purpose of this evaluation is to assist the organizations designated in chapter 2 in evaluating the key internal controls listed. It is not intended to cover all controls.
+
+B3. Instructions Answers must be based on the actual testing of key internal controls (for example, document analysis, direct observation, sampling, simulation, and so forth). Answers that indicate deficiencies must be explained and the corrective action identified in the supporting documentation. These internal controls must be evaluated at least once every 5 years. Certification that the evaluation has been conducted must be accomplished on DA Form 112 (Internal Control Evaluation Certification).
+
+B4. Test questions
+a. Are sensor-based weapons and EW systems developed using reprogrammable software? (ASA (ALT) only) b. Are policies and procedures in place to enable RSR across the Army, Services, Joint community, and allies, as
+necessary? (All-ASCCs address inside their command only.)
+
+## B5. Supersession Not Applicable.
+
+B6. Comments Help make this a better tool for evaluating internal controls. Submit comments to Deputy Chief of Staff, G3/5/7 (DAMOODE), Washington, DC 203103200
+
+## Glossary Section I Abbreviations
+
+AMC
+U.S. Army Materiel Command AMSO
+Aviation Mission Survivability Officer ARAT
+Army Reprogramming Analysis Team ARATPO
+Army Reprogramming Analysis Team-Program Office ARCYBER
+U.S. Army Cyber Command ASA (ALT)
+Assistant Secretary of the Army (Acquisition, Logistics and Technology)
+ASCC
+Army service component command ATEC
+U.S. Army Test and Evaluation Command CAR
+Chief, Army Reserve CCMD
+combatant command CECOM
+Communications-Electronic Command CEMA
+cyber electromagnetic activities CG
+Commanding General CIO/G6
+Chief Information Officer/G6
+CNGB
+Chief National Guard Bureau DCS, G2
+Deputy Chief of Staff, G2
+DCS, G3/5/7
+Deputy Chief of Staff, G3/5/7
+DCS, G4
+Deputy Chief of Staff, G4
+DCS, G8
+Deputy Chief of Staff, G8
+EA
+electronic attack EMS
+electromagnetic spectrum EP
+electronic protection ES
+electronic warfare support EW
+electronic warfare EWO
+electronic warfare officer
+
+## Forscom U.S. Army Forces Command Inscom U.S. Army Security And Intelligence Command Mes Mission Enabling Software Msp Mission Software Program (Or Product) Ndp1 National Disclosure Policy1 Peo Program Executive Officer
+
+PM
+program manager
+
+## Ppss Post-Production Software Support Rsr Rapid Software Reprogramming
+
+SEC
+Software Engineering Center
+
+## Tcm Tradoc Capabilities Manager Tradoc U.S. Army Training And Doctrine Command Ttp Tactics, Techniques, And Procedures Warm Wartime Reserve Mode Section Ii Terms
+
+Cyber electromagnetic activities Activities leveraged to seize, retain, and exploit an advantage over adversaries and enemies in both cyberspace and the EMS, while simultaneously denying and degrading adversary and enemy use of the same and protecting the mission command system.
+
+Electromagnetic spectrum The range of frequencies of electromagnetic radiation from zero to infinity. It is divided into 26 alphabetically designated bands.
+
+Electronic attack Division of EW involving the use of electromagnetic energy, directed energy, or anti-radiation weapons to attack personnel, facilities, or equipment with the intent of degrading, neutralizing, or destroying enemy combat capability and is considered a form of fires.
+
+Electronic protection Division of EW involving actions taken to protect personnel, facilities, and equipment from any effects of friendly or enemy use of the EMS that degrade, neutralize, or destroy friendly combat capability.
+
+Electronic warfare EW is military action involving the use of electromagnetic and directed energy to control the EMS or to attack the enemy. EW consists of three divisions: EA, EP, and ES.
+
+Electronic warfare support Division of EW involving actions tasked by, or under direct control of, an operational commander to search for, intercept, identify, and locate or localize sources of intentional and unintentional radiated electromagnetic energy for the purpose of immediate threat recognition, targeting, planning, and conduct of future operations.
+
+Electronic warfare mission software EW mission software is the element contained in an equipment software operating program to enable the detection of hostile threats while performing EA, EP, and electronic support functions. Specifically, EW mission software may contain a data library and operational profile of threat system operations. For example, the threat load set in an EW radio-controlled improvised explosive devices protection system will contain regional or area of operations specific threat parametric data in the library and platform operational ground profile characteristics of the system such as speed of travel, and on-board communications.
+
+Mission Enabling Software MES encompasses all other ARATPO products, for example, computer based training, system software support and maintenance, pattern developments, CEMA threat verification and validation, and future cyber products.
+
+Mission software product MSP include aviation survivability equipment software, mission data sets, and ground-based counter improvised explosive device software, known as threat load sets, and nonmission software products such as the ARAT survivability software loader development and distribution.
+
+Operational flight program The software program of an embedded computer system (that is, the Electronic Control Unit of the Common Missile Warning System) which enables that system to perform its interactive tasks as designed.
+
+Operations security A process of analyzing friendly action attendant to military operations and other activities to (1) Identify those actions that can be observed by adversary intelligence systems; (2) Determine indicators hostile intelligence systems might obtain that could be intercepted and pieced together to derive critical information in time to be useful to adversaries;(3) Select and execute measures that eliminate or reduce to an acceptable level the vulnerabilities of friendly actions to the adversary exploitation.
+
+Rapid software reprogramming Rapid software reprogramming is the deliberate alteration or modification of EW systems, or the tactics and procedures that employ them, in response to validated changes in equipment, tactics, or the electromagnetic environment. These changes may be the result of deliberate actions on part of friendly, adversary or third parties; or may be brought about by electromagnetic interference or other inadvertent phenomena. The purpose of EW reprogramming is to maintain or enhance the effectiveness of EW system equipment. EW reprogramming includes changes to self-defense systems, offensive weapon systems, and intelligence collection systems.
+
+Wartime reserve mode WARM are characteristics and operating procedures of sensor, communications, navigation aids, threat recognition, weapons, and countermeasures systems that will contribute to military effectiveness if unknown to or misunderstood by opposing commanders before they are used, but could be exploited or neutralized if known in advance. WARM are deliberately held in reserve for wartime or emergency use and seldom, if ever, applied or intercepted prior to such use.
+
+## Section Iii Special Abbreviations And Terms This Section Contains No Entries.

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+## Army Tactical Standard Operating Procedures November 2011
+
+DISTRIBUTION RESTRICTION. Approved for public release; distribution is unlimited.
+
+## Headquarters, Department Of The Army
+
+         This publication is available at
+Army Knowledge Online (www.us.army.mil) and
+General Dennis J. Reimer Training and Doctrine
+     Digital Library at (www.train.army.mil).
+
+
+
+## Army Tactical Standard Operating Procedures Contents
+
+Page
+
+PREFACE........ ii
+Chapter 1
+STANDARD OPERATING PROCEDURE DEVELOPMENT RESOURCES .... 1-1
+Collaborative Technology for SOP Development ........ 1-1 Doctrine and Policy to Support Standardization and Recordkeeping ........ 1-1 Doctrine and Policy for Coordinating Operating Procedures With Partners ...... 1-3
+Chapter 2
+EFFECTIVE OPERATING PROCEDURE INSTRUCTIONS ........ 2-1
+Developing SOPs as Instructional Materials ........ 2-1 Writing Instructions Effectively ........ 2-4
+Chapter 3
+THE STANDARD OPERATING PROCEDURE PORTAL ........ 3-1
+Adhering to Information Security Requirements ........ 3-1 Logging in to the Portal ........ 3-1 Becoming Familiar with the milWiki ........ 3-2 Using the SOP Portal Home Page for Collaboration ........ 3-2
+
+GLOSSARY ........ Glossary-1
+
+REFERENCES ........ References-1
+
+INDEX ........ Index-1
+
+## Tables
+
+Table 1-1. Department of the Army recordkeeping guidance ........ 1-2 Table 2-1. Stages of standard operating procedure development ........ 2-2 Table 2-2. Sample initial authoring questions ........ 2-2 Table 3-1. List of attachments and responsible staff officers ........ 3-4
+
+## Preface Purpose
+
+Army Techniques Publication (ATP) 3-90.90 facilitates development of standard operating procedures (SOPs) in order to enhance efficiency and adaptability across the force. ATP 3-90.90 achieves this purpose through linking to a milWiki portal under the milSuite uniform resource locator (URL) containing guidance for tactical SOPs and unclassified examples of SOPs for reference. The SOP portal provides a baseline for developing new SOPs quickly and a forum for improving existing SOPs. The portal presents best practices consistent with doctrinal principles.
+
+## Special Considerations For Use Of This Manual
+
+The Combined Arms Doctrine Directorate established the SOP portal in 2009. The authors attempted to align the original information with pertinent doctrine and regulations. Where the portal's contents differ from current doctrine and regulations, the latter take precedence. The information in the SOP portal is not authoritative doctrine. The examples in the portal do not provide ready-to-use SOPs for Army units. Soldiers developing SOPs for their units are encouraged to apply critical thinking while referring to the models and other resources to aid their own content development. At a minimum, portal users must be familiar with this ATP, Field Manuals (FMs) 5-0 and 6-99.2; Army Regulations (ARs) 25-1, 34-4, and 380-5; and Department of the Army Pamphlet (DA Pam) 25-403. Soldiers are encouraged to use the portal to collaborate, to improve the portal's contents, and to upload new SOP examples. The SOP portal is secure and requires an Army Knowledge Online or Defense Knowledge Online login. The portal's contents are unclassified. Neither this manual nor the SOP portal is intended to regulate the appearance or content of unit SOPs. This ATP uses joint terms where applicable. When formal military terms are identified in the text of this ATP, the terms are italicized and the number of the proponent manual follows the definition. The glossary lists acronyms used. See the references for a listing of publications cited. A *standard operating procedure* is a set of instructions covering those features of operations which lend themselves to a definite or standardized procedure without loss of effectiveness. The procedure is applicable unless ordered otherwise (JP 3-31). A SOP is both standing and standard: it instructs how to perform a prescribed and accepted process established for completing a task. Features of operations that lend themselves to standardization are common and usually detailed processes performed often and requiring minimal variation each time. Well-written and properly used unit tactical SOPs enhance effective execution of tasks; the benefits of SOPs are numerous. They reduce training time, the loss of unwritten information, the commission of errors, the omission of essential steps or processes, and the time required for completion of tasks. This does not mean, however, that carrying out SOPs never requires thought or that SOPs should never change. Indeed, tactical units must change some operating procedures as rapidly as operational environments and missions change. The SOP portal helps units avoid an unnecessary loss of effectiveness that could occur by maintaining unthinking dependence on outdated written procedures. The portal also helps units avoid a loss of effectiveness that could occur when units delay writing down processes that need to become standardized.
+Note. In June 2010, JP 3-31 changed standing operating procedure to standard operating procedure. The meaning is unchanged.
+
+## Scope
+
+The doctrine in this manual provides techniques for developing unit tactical SOPs. Units throughout the Army can take advantage of technology to obtain guidance, collaborate in real time, and find information quickly. This manual and the SOP portal are intended to enhance operational adaptability Army-wide. In the short term, the information in the SOP portal will help units establish or improve SOPs more rapidly. In the long term, the intention is that more and more units will build SOPs using the portal and the doctrine in this manual. Ideally, SOPs throughout the Army should increase in similarity as the combination of doctrinal guidance and
+Army-wide milWiki collaboration facilitates consensus. This will help units communicate and coordinate with one another more easily. Reassigned Soldiers and units will become familiar with SOPs in their new assignments more quickly. Chapter 1 of this ATP discusses resources for integrating SOP development with collaborative technology, doctrine, and policy. Chapter 2 discusses a process to help authors develop effective SOPs. Chapter 3 provides the SOP portal's URL and detailed instructions on how to use the portal. To enhance standardization of tactical SOPs, the SOP portal provides tactical SOP guidance organized according to the Army operation plan and order format. For the reader's convenience, chapter 3 of this manual shows a list of attachments and responsible staff officers as table 3-1 (pages 3-4 to 3-7). Table 3-1 serves as an approximate table of contents for the information under the portal's tactical SOP guidance tab. Because the volume and variability of material in the portal, providing a fixed listing of the portal's contents in this ATP is not practical. Unit SOP examples are organized under the portal's categories tab (described in chapter 3). The general categories used for SOP examples are nondoctrinal and variable; they will expand or change as Soldiers modify them.
+
+## Applicability
+
+The principal audience for ATP 3-90.90 is Army leaders and staffs at tactical headquarters. This manual can also be used as a reference by joint and multinational commands and other Services. This manual does not apply to organizations developing official departmental publications. ATP 3-90.90 applies to the Active Army, Army National Guard (ARNG)/Army National Guard of the United States (ARNGUS), and U.S. Army Reserve (USAR) unless otherwise stated.
+
+## Security Measures For Milwiki Collaboration
+
+The milSuite and milWiki information security procedures ensure that the SOP portal is secure. The SOP portal is consistent with Department of the Army information security policies and procedures. SOP portal users must adhere to AR 380-5. SOP portals users must not post classified information to the portal. To develop unit SOPs, users must download and develop information on unit hardware with the appropriate classification. The Combined Arms Doctrine Directorate milWiki program manager, SOP portal content managers, and the milSuite security network enterprise managers monitor input to the portal. Managers or doctrine proponents may modify or remove content. Posts are traceable to their originator.
+
+## Information Security Caution
+
+SOP portal users must comply with AR 380-5. Do not enter any classified information about friendly or enemy tactics, techniques, and procedures in use for current operations. Develop classified unit SOPs on classified unit hardware.
+
+## Administrative Information
+
+Headquarters, U.S. Army Training and Doctrine Command, is the proponent for this publication. The preparing agency is the Combined Arms Doctrine Directorate, U.S. Army Combined Arms Center. Send written comments and recommendations on a DA Form 2028 (Recommended Changes to Publications and Blank Forms) to Commander, U.S. Army Combined Arms Center and Fort Leavenworth, ATTN: ATZL-MCK-D (ATP 3-90.90), 300 McPherson Avenue (Building 463), Fort Leavenworth, KS 66027-2337; or by e-mail to: usarmy.leavenworth.mccoe.mbx.cadd-org-mailbox@mail.mil; or submit an electronic DA Form 2028.
+
+This page intentionally left blank.
+
+
+## Chapter 1 Standard Operating Procedure Development Resources
+
+This chapter introduces using collaborative technology to enhance standard operating procedure content development. Then it discusses Army doctrine and policy in support of standard operating procedure content development. Finally, it briefly discusses resources related to coordinating operating procedures with partners.
+
+## Collaborative Technology For Sop Development
+
+1-1. Army Techniques Publication (ATP) 3-90.90 is distinct from traditional doctrinal literature in that it links to an online portal containing guidance for developing tactical standard operating procedures (SOPs), along with examples of unit SOPs. The portal serves as a forum for discussion, updates, and improvements. Soldiers may use the portal as a resource when developing unit SOPs in support of command post operations. Soldiers can refer to ATP 3-90.90 and the SOP portal to improve processes for establishing and revising SOPs and for discussing best practices in general.
+1-2. The SOP portal harnesses collaborative technology to accelerate the creation and sharing of knowledge related to unit SOPs. The portal makes it easy for Soldiers to preserve, share, and adopt lessons learned among units throughout the Army. The portal's guidance and examples are not doctrinal or authoritative and, therefore, are not subject to the time-consuming staffing requirements of doctrine development. Additionally, the models do not present classified tactics, techniques, and procedures used in current operations. Chapter 3 discusses practical aspects of how to use the SOP portal.
+
+## Doctrine And Policy To Support Standardization And Recordkeeping
+
+1-3. While Army units may draw on material in the SOP portal to accelerate SOP development, they also must consider pertinent Army doctrine and regulations. Additionally, commanders and staffs analyze their operational environment and their mission to determine what SOPs are needed and how to employ them. Commanders and staffs employ SOPs to further mission command (see Field Manual (FM) 6-0 for more information about mission command). Paragraphs 1-4 to 1-7 introduce Army doctrine and policy publications to support SOP standardization and recordkeeping.
+
+Note. Appendix A of FM 5-0 describes the types of SOPs needed for conducting command post operations.
+
+## The Army Universal Task List
+
+1-4. FM 7-15 outlines Army tactical task 5.2.1.3, Establish or revise standard [or standing] operating procedures:
+Create or modify a set of instructions covering those tasks and functions that lend themselves to a definite or standing procedure without a loss of effectiveness; the standing operating procedures is effective unless ordered otherwise to meet altered conditions.
+FM 7-15
+Per FM 7-15, the overall goal for SOPs is to facilitate mission accomplishment and warfighting functions integration.
+
+## U.S. Army Report And Message Formats
+
+1-5. FM 6-99.2 prescribes Army report and message formats. Unit SOPs must use voice and digital report and message formats from FM 6-99.2. Only unit commanders may authorize modifications. For occasions that FM 6-99.2 does not provide necessary branch-specific technical reports and messages, units still must use doctrinally established formats. Refer to Department of the Army Pamphlet (DA Pam) 25-30 online to find doctrinal publications containing branch-specific formats; go to http://armypubs.army.mil.
+
+## Department Of The Army Recordkeeping Guidance
+
+1-6. Leaders ensure units adhere to Department of the Army (DA) recordkeeping guidance when preparing and using SOPs. The SOP portal does not alter or substitute for these requirements. SOPs are a type of operational record (see table 12-1, DA Pam 25-40). DA Pam 25-40 provides guidance and procedures for collecting, preparing, transferring, and preserving operational records. Army Regulation (AR) 25-1 establishes policies and assigns responsibilities for managing information resources and information technology, including recordkeeping. AR 25-400-2 governs maintenance and disposition of Army information and implements policy on recordkeeping requirements (see www.arims.army.mil). DA
+Pam 25-403 provides operational procedures and guidelines for Army recordkeeping. AR 380-5 discusses Army information security policy. DA Pam 600-67 discusses how to apply the Army writing standard. Units use the Army writing standard to ensure SOPs and other operational records are concise and easy to read. (Chapter 2 of this ATP discusses the Army writing standard in more detail.) Table 1-1 summarizes these recordkeeping authorities.
+
+AR 25-1, Army Knowledge Management and Information Technology.
+AR 25-400-2, The Army Records Information Management System (ARIMS).
+AR 380-5, Department of the Army Information Security Program.
+DA Pam 25-40, Army Publishing: Action Officers Guide.
+DA Pam 25-403, Guide to Recordkeeping in the Army.
+DA Pam 600-67, Effective Writing for Army Leaders.
+
+## Army Standardization Policy
+
+1-7. Authors of unit SOPs ensure alignment with higher-level SOPs and standardization documents as appropriate to support the goals of Army standardization policy. AR 34-4 defines *standardization* as the management principle which fosters the development and sustainment of a high state of proficiency and readiness among Soldiers and units throughout an organization. This definition emphasizes procedures that
+
+
+Sustain proficiency and readiness among Soldiers and Army units.
+
+Reduce adverse effects of personnel turbulence following reassignment of Soldiers.
+
+Eliminate local modification to approved standardized practices and procedures.
+Standardization throughout an organization reduces operational turbulence and confusion between units when force tailoring occurs.
+
+## Doctrine And Policy For Coordinating Operating Procedures With Partners
+
+1-8. Leaders consider whether unit SOPs can enhance coordination with military and nonmilitary partners. Army leaders incorporate interoperability requirements when establishing and revising SOPs, particularly regarding mission command systems. Paragraphs 1-9 to 1-14 briefly discuss doctrine and policy related to coordinating Army tactical unit operating procedures with partners.
+
+## Coordination With Joint Partners
+
+1-9. Army standardization efforts related to operating procedures sometimes include joint partners. Joint doctrine expands standardization principles to include the Department of Defense as a whole. According to Joint Publication (JP) 4-02, standardization is
+The process by which the Department of Defense achieves the closest practicable cooperation among the Services and Department of Defense agencies for the most efficient use of research, development, and production resources, and agrees to adopt on the broadest possible basis the use of: a. common or compatible operational, administrative, and logistic procedures; b. common or compatible technical procedures and criteria; c. common, compatible, or interchangeable supplies, components, weapons, or equipment; and d. common or compatible tactical doctrine with corresponding organizational compatibility.
+
+JP 4-02
+To facilitate coordination during joint operations, other Services and other partners may refer to the SOP portal.
+1-10. JP 3-0 discusses considerations related to interoperability of operating procedures during joint operations. JP 6-0 discusses interoperability considerations for communications during joint operations.
+
+Unit leaders consider whether unit SOPs should incorporate coordination with joint partners, consistent with joint and Army doctrine.
+
+## Multinational Force Compatibility
+
+1-11. Standardization efforts related to operating procedures sometimes include multinational partners.
+
+AR 34-1 establishes DA policy for enhancing multinational force compatibility through international military standardization and other Army security cooperation activities. AR 34-1 requires United States Army Training and Doctrine Command to integrate multinational force compatibility where appropriate in all assigned doctrine, organization, training, materiel, leadership and education, personnel, and facilities
+(DOTMLPF) development activities. AR 34-1 also lists additional publications related to standardization for multinational operations. For information security policy related to sharing information with multinational partners, see AR 380-5 and AR 380-10. See JP 3-16 for joint doctrine related to interoperability with multinational partners. Unit leaders consider whether unit SOPs should incorporate coordination with multinational partners.
+
+## Foreign Disclosure Caution
+
+SOPs that support standardization for multinational operations must comply with foreign disclosure policies and procedures described in AR 380-10.
+
+
+## Support For Unified Action
+
+1-12. Unit SOPs can support unified action, which is vital to the success of stability and defense support of civil authorities operations. *Unified action* is the synchronization, coordination, and/or integration of the activities of governmental and nongovernmental entities with military operations to achieve unity of effort
+(JP 1).
+1-13. Military forces conduct stability operations in coordination with diplomatic, informational, and economic instruments of national power. Army forces synchronize, coordinate, and integrate their activities with other entities to achieve common goals. FM 3-07 provides the doctrinal foundation for developing tactics, techniques, and procedures for stability operations. Appendix B of FM 3-07 discusses civilmilitary cooperation, including governmental and international partners.
+
+1-14. Military forces conduct defense support of civil authorities operations in coordination with other Services; local, state, and federal government agencies; private sector organizations; and both state National Guard and federal military forces. FM 3-28 discusses Army coordination with unified action partners for defense support of civil authorities operations. See chapter 2 of FM 3-28 for a detailed description of the comprehensive national approach for this coordination. See JP 3-08 for joint doctrine related to coordinating military operations with nonmilitary partners. Unit leaders consider how unit SOPs can support unified action for stability and defense support of civil authorities operations.
+
+
+
+## Chapter 2 Effective Operating Procedure Instructions
+
+This chapter presents a general process for developing standard operating procedures as instructional materials. It briefly discusses how to prepare effective written instructions by applying the Army writing standard.
+
+## Developing Sops As Instructional Materials
+
+2-1. An operating procedure is the approved process to complete a complex, recurring task. A procedure consists of a series of detailed stepsor subordinate tasksand carrying out those steps ensures a desired result. A standard operating procedure (SOP) provides the instructions for performing an operating procedure. (See the glossary for the full definitions of the terms *procedures* and standard operating procedure.) Writing down instructions for operating procedures is essential for units to achieve the desired result easily and repeatedly.
+2-2. Paragraphs 2-3 to 2-12 introduce a flexible developmental process for creating SOPs. This process is general enough to apply across a broad range of activities. As developers of instructional materials, SOP
+authors must follow a process that ensures effective instructions as well as effective procedures.
+
+## Stages Of Sop Development
+
+2-3. SOP authoring involves three general stages of development. In the first stage, the SOP author determines the optimal product expected from establishing or revising a procedure. This becomes the objectiveit could be anything from a rapidly assembled piece of equipment, to synchronization of schedules, to a complex intelligence product. Sometimes the commander supplies this information, or an author conducts assessments to establish or refine the objective. Then, after concisely stating the procedure's objective, the author articulates the purpose of the SOP. The purpose expresses what its users should be able to do by reading and following the SOP.
+2-4. In the second stage, the SOP author establishes an optimal process for achieving the objective. This becomes the operating procedure. This hands-on stage normally involves research, collaboration, and synthesis. The author finds out the stepsincluding subordinate tasksthat should be performed, along with their sequence, resources and conditions needed, and considerations for safety, security, and coordination. In some cases, an author need only develop instructions for a predetermined operating procedure. In other cases, the steps of the procedure itself must be revised or established before developing the instructions. For developing detailed steps of operating procedures, SOP authors use methods appropriate to their activity.
+
+2-5. In the third stage, the SOP author explains in writing how to carry out the operating procedure, usually in a computer-generated document. The commander's approval makes this document a SOP. This stage involves formulating and writing down instructions consistent with appropriate writing processes and style requirements. This stage usually includes creating additional instructional materials not limited to paper documents. Authors determine subordinate SOP development taskssuch as research, testing, and staffing requirementsdepending on the activity, the nature of the procedure, and operational requirements.
+
+
+2-6. SOP authors gather as much relevant information as possible from all appropriate sources they can find. The SOP portal aids their research. However, authors need not limit their research to the Internet.
+
+Authors focus on establishing and writing down a process that will consistently produce the desired result. Authors use critical thinking skills when assessing potential resource material, such as old or borrowed SOPs.
+2-7. Table 2-1 summarizes the stages SOP development and their results. The process is flexible, and authors may revisit earlier stages. For example, developing instructions during stage 3 sometimes leads to additional refinement of the operating procedure.
+
+| Stage                                                |
+|------------------------------------------------------|
+| 1. Determine optimal product a procedure should      |
+| deliver                                              |
+| The objective                                        |
+| 2. Establish an optimal process for achieving the    |
+| objective                                            |
+| The operating procedure                              |
+| 3. Explain in writing how to carry out the operating |
+| procedure                                            |
+| The standard operating procedure (the instructions)  |
+
+## How To Get Started Developing The Sop
+
+2-8. To help SOP authors get started, table 2-2 (pages 2-2 to 2-3) lists sample initial questions for authors to ask themselves. Authors answer questions such as these *in writing* to help plan their projects and complete them efficiently. This list is neither prescriptive nor exhaustive. Additionally, for complex projects, authors must keep a journal or project record showing their time line, milestones, progress made, contacts made, sources used, lessons learned, and issues that arise.
+
+## Table 2-2. Sample Initial Authoring Questions
+
+What is the objective of the procedure to be established or revised (what will be the product of the procedure)?
+
+What is the commander's guidance about the procedure and its product? What is the instructional purpose of the SOP document (what will its users be able to do)? Who will read the document, and who will use the procedure? What background knowledge do SOP users have? To develop the procedure thoroughly and accurately, what information must be gathered and from what sources?
+What sources are considered authoritative or informative for this procedure? How can the SOP portal be used to facilitate developing the SOP? If a procedure already existed for achieving the objective, what were its strengths and weaknesses? If there is already a consensus for the optimal way to achieve the objective, what is the general statement of that method?
+
+Whose assistance and what additional resources will be needed to complete the SOP? Who must agree on the procedure? Who will sign to approve the SOP? By what methodology should the procedure be developed or improved? How should the new or revised SOP be vetted (both the procedure and the instructions)? With what existing documents, resources, organizations, or partners must the SOP align (regulations,
+policies, equipment, doctrinal or training literature, other)?
+
+
+What will be the recordkeeping requirements related to the SOP? What safety considerations are pertinent to the procedure that will be established or revised? What security requirements must be observed in relation to the SOP? What conditions, equipment, materials, or technology are pertinent to the procedure that will be established or revised?
+
+How many drafts should it take to arrive at a final version of the SOP? What is the subject of the SOP document? What major subtopics should the SOP include? What topics should the SOP avoid? How should the SOP be organizedwhat is the preliminary topic outline? What are the best media (paper, digital, visual, 3D, audio, video, combination, other) for the SOP and for supporting instructional materials?
+
+How should the SOP be made available to intended users? Who should teach others to use the procedure? How should the procedure be tested, and how often? Who will update the SOP, and when? Who will ensure compliance with the SOP? Considering the work to be done and the commander's guidance, what is a reasonable time line for completing the SOP?
+
+Legend: SOP: standard operating procedure
+
+## How To Draft The Sop
+
+2-9. Authors prepare a series of drafts and integrate input from stakeholders into each revision of the document. This helps ensure the final instructions accurately explain the procedure. Early in SOP development, authors identify stakeholders who will review the drafts and provide input. Stakeholders include any person or group with a direct interest or involvement related to the SOP, especially Soldiers. Authors must solicit input from Soldiers. Additionally, authors must keep in mind that stakeholders sometimes include other military or nonmilitary partners.
+2-10. In the context of authoring, drafting refers to writing preliminary and developmental versions of a document. Initially, authors approach drafting using whatever techniques best suit their personal learning style. Some begin by brainstorming, making lists, or drawing maps or flow charts on a white board. Drafting is usually collaborative. The number of drafts needed depends on the complexity of the procedure, the number of stakeholders, and the time available for completing the SOP. Authors normally begin drafting the instructions for a procedure while establishing the procedure itself. Authors use rational methods appropriate to their discipline and activity for devising and testing tactical operating procedures.
+
+## How To Package The Sop
+
+2-11. SOP authors use the format required by their command, which must be consistent with appropriate military doctrine and regulations (see chapter 1). Unit SOPs normally contain the following categories of information:
+
+
+Name of the SOP, activity, unit, and classification.
+
+Subject of the SOP (this is the overall topic).
+
+References pertinent to the procedure. Citations must be accurate and thoroughtitle, type,
+number, and date of publication (for formal publications); online links if appropriate; and identifying information for correspondence or meetings.
+
+Purpose of the SOP (to ensure result X by giving instructions for performing task Y).
+
+Short summary of the SOP (a few sentences, placed near the beginning but composed last).
+
+Scope (to whom the SOP applies, and possibly under what conditions or circumstances).
+
+Definitions (sometimes needed to explain terms new to readers or to interpret acronyms).
+
+Responsibilities (brief, descriptive sentences telling exactly who is responsible to ensure what outcomes or provide what resources).
+
+Detailed instructions for the procedure, explaining
+
+Who performs exactly what tasks.
+
+When to perform the tasks: such as under what conditions, in what sequence, how often or
+how many times, at what time of day, and before or after what other event or procedure.
+
+How to perform the tasks: such as using what equipment or supplies, alone or together with
+whom, to whom or upon what, according to what security and safety requirements, and in what manner or at what pace.
+
+A reason to perform the tasks (if this information aids comprehension, execution, or
+compliance).
+
+What the result will be as each subordinate task is completed (if this information is concrete
+and factual, and it aids comprehension, execution, or compliance).
+
+Alternating actions to take in likely changes of circumstances.
+
+How or to whom Soldiers report completion of the procedure.
+
+Recordkeeping requirements.
+
+Enclosures.
+2-12. SOPs usually become electronic and paper documents prepared in word processing programs. As instructional media, they may include digital, audio, or visual components. The authors normally prepare a memorandum containing the SOP, for the commander's signature. They prepare supporting instructional materials and applications to facilitate use of the SOP.
+
+## Writing Instructions Effectively
+
+2-13. SOP authors staff a series of drafts (see paragraphs 2-9 to 2-10) to ensure the final SOP is accurate.
+
+SOP authors also ensure their instructions are easy to read and follow. To write effective instructions, SOP
+authors
+
+
+Focus on the objective.
+
+Carefully observe and analyze the tasks to be explained.
+
+Consider the characteristics of the intended audience.
+
+Incorporate appropriate media (such as illustrations or videos).
+
+Use appropriate design (such as white space, color, diagrams, and sequencing).
+
+Limit the use of acronyms and abbreviations and interpret those used.
+
+Apply the Army writing standard: comprehensible in a single, rapid reading and generally free of errors in grammar, mechanics, and usage.
+The test of good writing is that a junior enlisted Soldier should have no trouble understanding exactly what to do after reading the instructions one time. AR 25-50 and DA PAM 600-67 describe good Army writing as concise, organized, and right to the point.
+
+## Concise Writing For Sops
+
+2-14. Concise writing expresses the writer's point with the fewest words possible. Concise writing for SOPs avoids
+
+
+Passive sentences.
+
+Fancy (bureaucratic) words and long sentences.
+
+Unnecessary repetition.
+Effective writers avoid passive sentences when possible because they tend to slow or impair reading comprehension (see examples in paragraph 2-17). Passives make a document longer than necessary because they tend to be wordy. They make readers search for the main point of a sentence by moving it
+toward the middle. Additionally, they make readers decipher who performs an action by moving the subject toward the end or by omitting the subject. Precision and conciseness go hand in hand. Short, commonly used wordsbased on their dictionary definitionsand short sentences usually communicate most effectively. Conciseness does not mean that repetition is never appropriate. SOP authors consider whether instructions should repeat critical information. Authors avoid *unnecessary* repetition by carefully organizing SOP content.
+
+## Organized Writing For Sops
+
+2-15. Organized writing always starts with a purpose. Organized writing for SOPs presents
+
+
+More important ideas before less important ideas.
+
+Closely related ideas together.
+
+Subordinate ideas under main ideas.
+
+The steps of a process in chronological order.
+
+Authors achieve organization through planning and outlining. (See paragraphs 2-3 to 2-10 and table 2-2 for planning guidance.) Outlining consists of making a list of topics and arranging the topics in relation to one another. Authors prepare topic outlines before drafting any other text. Collaboration and hands-on techniques, such as drawing topic maps on whiteboards, facilitate topic outlining.
+
+## To-The-Point Writing For Sops
+
+2-16. To-the-point writing is direct. It states the main point at the beginning. A reader should not have to surmise the main point or wait until the end to discover it. In addition, to-the-point writing for SOPs avoids
+
+
+Indirect or vague language.
+
+Jargon (specialized and unofficial words, usually understood by only a few).
+
+Unnecessary components (such as cartoons or humorous anecdotes, quotations, lengthy historical backgrounds, or irrelevant references to other publications).
+These sample sentences illustrate indirect, ineffective writing for SOPs:
+
+Due to the fact that smoking is a fire hazard, it is essential that you turn off the engine prior to
+commencing to smoke.
+
+In accordance with aforementioned authorities, you must perform the task which is required.
+
+Avoid snafus by getting up-to-speed with required info on recordkeeping asap.
+These sample sentences illustrate straightforward, to-the-point writing:
+
+Turn off the engine before lighting a cigarette.
+
+This task is mandatory.
+
+Read Army Regulation 25-400-2 before disposing of any operational records.
+Authors use plain English wherever possible. They use formal military terminology accurately and precisely. When composing instructions, they assume most readers are pressed for time.
+2-17. Finally, SOPs give to-the-point instructions using a mix of strong, imperative sentences and active, descriptive sentences. Imperative sentences do not require a subjectthey tell a person to perform an action. Strong imperative sentences start with strong verbs. The document still must state explicitly who performs each action, especially when the instructions address more than one person. Instructions do not need to use words such as "must" or "should." The following sentences provide more examples of passive, imperative, and descriptive sentences.
+
+
+Example of passive sentences (ineffective):
+
+The engine is to be turned off.
+
+The aforementioned task is always completed at the beginning.
+
+Smoking is prohibited.
+
+Examples of imperative sentences (effective if the document makes clear who performs the action):
+
+Turn off the engine.
+
+First, turn off the engine.
+
+Do not smoke in or near the equipment room.
+
+Examples of descriptive sentences (effective when they clarify imperative sentences):
+
+Turning off the engine helps conserve fuel and reduce the risk of fire.
+
+The shift supervisor records the time the engine is shut down in the log book.
+Finally, refer to the SOP portal for many examples of effectively written unit SOPs.
+
+
+## Chapter 3 The Standard Operating Procedure Portal
+
+This chapter begins by emphasizing information security policy in relation to using the standard operating procedure portal. Then it explains how to log in to the milSuite to access the portal. It briefly introduces how to become familiar with the milWiki. Finally, it discusses practical aspects of navigating and using the standard operating procedure portal for collaboration.
+
+## Adhering To Information Security Requirements
+
+3-1. Standard operation procedure (SOP) portal users must comply with information security policies and procedures. They must not enter classified tactics, techniques, and procedures currently in use for military operations. It is the responsibility of the command to classify SOPswhen in development and when approvedconsistent with Army Regulation (AR) 380-5.
+
+## Information Security Caution
+
+SOP portal users must comply with AR 380-5 regarding information security policies and procedures. Do not enter any classified information about friendly or enemy unit tactics, techniques, and procedures in use for current operations. Develop classified unit SOPs on classified unit hardware.
+
+3-2. When beginning development of SOPs, units must download information from the portal. They must develop unit SOPs on unit hardware with the appropriate classification. The models on the SOP portal are unclassified examples only, intended to illustrate best practices. In addition, it is the command's responsibility to ensure compliance with AR 380-10 for foreign disclosure.
+
+## Foreign Disclosure Caution
+
+For SOPs that support multinational operations, SOP portal users must comply with AR 380-10 regarding foreign disclosure policies and procedures.
+
+## Logging In To The Portal
+
+3-3. The milSuite Web site provides social media capabilities for enhancing collaboration and efficiency within the Army Knowledge Online (AKO) and Defense Knowledge Online (DKO) communities. Access to milSuite requires AKO or DKO credentials or a registered common access card (CAC).
+3-4. Combined Arms Doctrine Directorate, United States Army Combined Arms Center, hosts the SOP
+portal. Users may click on the following hyperlink or paste it into a Web browser:
+https://www.milsuite.mil/wiki/Portal:Standard_Operating_Procedures. This takes users directly to the SOP
+portal, by way of a milSuite login page.
+
+
+3-5. The milSuite login page that users see initially provides user consent and terms of use information for the milSuite. Before logging in the first time, SOP portal users must read the information displayed under the "Standard Mandatory Notice and Consent Banner" and the "Terms of Use/Terms of Service" link. Upon logging in, users see the SOP portal home page. SOP portal users
+
+
+Consent to the "Terms Of Use/Terms Of Service" for milSuite.
+
+Ensure all posts to the SOP portal are unclassified.
+
+Align SOP development with the doctrinal guidance in Army Techniques Publication (ATP) 3-90.90.
+
+Understand that posts are monitored and are not anonymous.
+
+Read and adhere to the milWiki rules of conduct (found by clicking on the "Rules of Conduct" link at the bottom of the SOP portal home page).
+
+Read and follow the milWiki guidelines (found by clicking on the "Guidelines" link under the "Support" heading along the left side of the SOP portal home page).
+
+## Becoming Familiar With The Milwiki
+
+3-6. The milWiki provides numerous articles to familiarize users with using site. In the SOP portal home page, users will see links to articles, videos, frequently asked questions, and wiki templates pertinent to preparing SOPs. Additionally, users are encouraged to become familiar with the information at the milWiki links appearing on the left side of the SOP home page (visible after logging in). The milWiki information categories displayed on the left side of the page are
+
+
+Navigation.
+
+Support.
+
+MilSuite.
+
+Tools.
+
+Toolbox.
+3-7. The milWiki home page, at https://www.milsuite.mil/wiki/Main_Page, (also reached by clicking on the milWiki logo at the upper left-hand side of the SOP home page) links to tutorials, examples, article blueprints, and community links, under the heading "Getting Started." Users may also navigate to an informative milWiki help page at https://www.milsuite.mil/wiki/Help:Contents.
+
+## Using The Sop Portal Home Page For Collaboration
+
+3-8. Users should become familiar with how to use the milWiki before attempting to enter or modify content in the SOP portal (see paragraphs 3-6 to 3-7). This ATP provides a very limited description because the portal's structure and content are developmental and subject to frequent change.
+3-9. Users see the words "Portal: Standard Operating Procedures" near the top of the SOP portal home page. The SOP portal home page displays three tabs:
+
+
+Main page tab (of the SOP portal home page).
+
+SOP resources tab.
+
+Categories tab.
+Users may navigate the site by clicking on the tabs, described in paragraphs 3-10 to 3-17.
+
+## Sop Portal Home Page, Main Page Tab
+
+3-10. The main page tab on the SOP portal home page displays a welcome message. This page offers a variety of resources. Users should not modify the content appearing in the welcome message.
+
+
+## Sop Portal Home Page, Sop Reources Tab
+
+3-11. Clicking on the SOP resources tab (the second of the three tabs displayed on the SOP portal's home page) takes users to the SOP resources page. Users see the words "Portal: Standard Operating Procedures/SOP Resources" near the top of the SOP resources page. Four tabs on the SOP resources page are
+
+
+Main page tab (of the SOP resources page).
+
+Army regulations tab.
+
+Tactical SOP guidance tab.
+
+SOP categories tab (for uploading unit SOP examples).
+
+## Sop Resources Page, Main Page Tab
+
+3-12. At the SOP resources page, users first see a main page tab. This tab displays a welcome message and a variety of helpful resources. Users may upload additional resources. Resources shown at this tab are for the convenience of usersresources may not be authoritative.
+
+## Sop Resources Page, Army Regulations Tab
+
+3-13. At the Army regulations tab, users see copies of several ARs pertinent to the SOP portal. These are provided for the convenience of portal users. The official repository for Army administrative publications is http://www.apd.army.mil/AdminPubs/Pubs_home.asp.
+
+## Sop Resources Page, Tactical Sop Guidance Tab
+
+3-14. To view or modify the portal's tactical SOP guidance, users click on the tactical SOP guidance tab in the SOP resources page, and then on the appropriate chapter. The chapters listed under the tactical SOP "contents" are variable. They are named and organized based on the Army operation plan and order format (ATTP 5-0.1 is the doctrinal proponent). For the reader's convenience, table 3-1 (pages 3-4 to 3-7) lists the attachments and responsible staff officers. This serves as an approximate table of contents. Differences between table 3-1 and the portal's contents are due to the site's remaining under development. Users submitting content should keep the mode of organization as consistent as possible with table 3-1. Users should keep in mind that the contents within the tactical SOP guidance are not authoritative doctrine. Additionally, SOP portal users may find some chapters with the message "contents pending." Combined Arms Doctrine Directorate encourages Soldiers to submit text for missing chapters and to submit comments and recommendations for improving others. Users must observe information security policies and procedures described in this chapter.
+
+## Sop Resources Page, Sop Categories Tab
+
+3-15. The SOP categories tab displayed on the SOP resources page and the "categories" tab displayed on the SOP portal home page provide two ways to navigate to one location containing unit SOP examples. To view or upload unit SOPs, users click on either tab. Paragraphs 3-16 and 3-17 further describe using the categories.
+
+## Sop Portal Home Page, Categories Tab
+
+3-16. The portal's examples of unit SOPs are organized by general, nondoctrinal categories. Tactical units are encouraged to upload unclassified SOPs to the portalas examples of best practices to share with other unitsaccording to information security policies and procedures described in this chapter. To upload unit SOPs, users follow the instructions for the milWiki (see paragraphs 3-6 and 3-7). Users may create new categories or reorganize existing categories for their unit SOPs.
+
+3-17. To adopt text from the portal into unit SOPs, users select the desired text, copy it, and paste it into their own document, using unit hardware with the appropriate classification and following unit procedures. They modify or omit portions as needed. They must comply with AR 380-5. Chapter 2 provides additional guidance on developing effective SOPs.
+
+## Annex A - Task Organization (G-5 Or G-3 [S-3]) Annex B - Intelligence (G-2 [S-2])
+
+
+Appendix 1 - Intelligence Estimate
+
+
+Tab A - Terrain (Engineer Officer)
+
+
+Tab B - Weather (Staff Weather Officer)
+
+
+Tab C - Civil Considerations
+
+
+Tab D - Intelligence Preparation of the Battlefield Products
+
+Appendix 2 - Counterintelligence
+
+Appendix 3 - Signals Intelligence
+
+Appendix 4 - Human Intelligence
+
+Appendix 5 - Geospatial Intelligence
+
+Appendix 6 - Measurement and Signature Intelligence
+
+Appendix 7 - Open Source Intelligence
+
+## Annex C - Operations (G-5 Or G-3 [S-3])
+
+
+Appendix 1 - Design Concept
+
+Appendix 2 - Operation Overlay
+
+Appendix 3 - Decision Support Products
+
+
+Tab A - Execution Matrix
+
+
+Tab B - Decision Support Template and Matrix
+
+Appendix 4 - Gap Crossing Operations
+
+
+Tab A - Traffic Control Overlay
+
+Appendix 5 - Air Assault Operations
+
+
+Tab A - Pickup Zone Diagram
+
+
+Tab B - Air Movement Table
+
+
+Tab C - Landing Zone Diagram
+
+Appendix 6 - Airborne Operations
+
+
+Tab A - Marshalling Plan
+
+
+Tab B - Air Movement Plan
+
+
+Tab C - Drop Zone/Extraction Zone Diagram
+
+Appendix 7 - Amphibious Operations
+
+
+Tab A - Advance Force Operations
+
+
+Tab B - Embarkation Plan
+
+
+Tab C - Landing Plan
+
+
+Tab D - Rehearsal Plan
+
+Appendix 8 - Special Operations (G-3 [S-3])
+
+Appendix 9 - Battlefield Obscuration (CBRN Officer)
+
+Appendix 10 - Airspace Command and Control (G-3 [S-3] or Airspace Command and Control Officer)
+
+
+Tab A - Air Traffic Services
+
+Appendix 11 - Rules of Engagement (Staff Judge Advocate)
+
+
+Tab A - No Strike List
+
+
+Tab B - Restricted Target List (G-3 [S-3] with Staff Judge Advocate)
+
+Appendix 12 - Law and Order Operations (Provost Marshal)
+
+
+Tab A - Police Engagement
+
+
+Tab B - Law Enforcement
+
+Appendix 13 - Internment and Resettlement Operations (Provost Marshal)
+
+## Annex D - Fires (Chief Of Fires/Fire Support Officer)
+
+
+Appendix 1 - Fire Support Overlay
+
+Appendix 2 - Fire Support Execution Matrix
+
+Appendix 3 - Targeting
+
+
+Tab A - Target Selection Standards
+
+
+Tab B - Target Synchronization Matrix
+
+
+Tab C - Attack Guidance Matrix
+
+
+Tab D - Target List Worksheets
+
+
+Tab E - Battle Damage Assessment (G-2 [S-2])
+
+Appendix 4 - Field Artillery Support
+
+Appendix 5 - Air Support
+
+Appendix 6 - Naval Fire Support
+
+Appendix 7 - Cyber/Electromagnetic Activities (Electronic Warfare Officer)
+
+
+Tab A - Electronic Warfare
+
+
+Tab B - Computer Network Operations
+
+
+Tab C - Computer Network Attack
+
+
+Tab D - Computer Network Exploitation
+
+## Annex E - Protection (Chief Of Protection/Protection Officer As Designated By The Commander)
+
+
+Appendix 1 - Air and Missile Defense (Air and Missile Defense Officer)
+
+
+Tab A - Enemy Air Avenues of Approach
+
+
+Tab B - Enemy Air Order of Battle
+
+
+Tab C - Enemy Theater Ballistic Missile Overlay
+
+
+Tab D - Air and Missile Defense Protection Overlay
+
+
+Tab E - Critical Asset List/Defended Asset List
+
+Appendix 2 - Personnel Recovery (Personnel Recovery Officer)
+
+Appendix 3 - Fratricide Avoidance (Safety Officer)
+
+Appendix 4 - Operational Area Security (Provost Marshal)
+
+Appendix 5 - Antiterrorism (Antiterrorism Officer)
+
+Appendix 6 - Chemical, Biological, Radiological, and Nuclear Defense (CBRN Officer)
+
+Appendix 7 - Safety (Safety Officer)
+
+Appendix 8 - Operations Security (Operations Security Officer)
+
+Appendix 9 - Explosive Ordnance Disposal (Explosive Ordnance Disposal Officer)
+
+Appendix 10 - Force Health Protection (Surgeon)
+
+## Annex F - Sustainment (Chief Of Sustainment [S-4])
+
+
+Appendix 1 - Logistics (G-4 [S-4])
+
+Appendix 2 - Personnel Services Support (G-1 [S-1])
+
+Appendix 3 - Army Heath System Support (Surgeon)
+
+## Annex G - Engineer (Engineer Officer)
+
+
+Appendix 1 - Mobility/Countermobility
+
+Appendix 2 - Survivability (Engineer Officer)
+
+Appendix 3 - General Engineering
+
+Appendix 4 - Geospatial Engineering
+
+Appendix 5 - Engineer Task Organization and Execution Matrix
+
+Appendix 6 - Environmental Considerations
+
+## Annex H - Signal (G-6 [S-6])
+
+
+Appendix 1 - Information Assurance
+
+Appendix 2 - Voice and Data Network Diagrams
+
+Appendix 3 - Satellite Communications
+
+Appendix 4 - Foreign Data Exchanges
+
+Appendix 5 - Electromagnetic Spectrum Operations
+
+ANNEX I - Not Used
+
+## Annex J - Inform And Influence Activities (G-7 [S-7])
+
+
+Appendix 1 - Public Affairs (Public Affairs Officer)
+
+Appendix 2 - Military Deception (Military Deception Officer)
+
+Appendix 3 - Military Information Support Operations (Military Information Support Officer)
+
+Appendix 4 - Soldier and Leader Engagement
+
+## Annex K - Civil Affairs Operations (G-9 [S-9])
+
+
+Appendix 1 - Execution Matrix
+
+Appendix 2 - Populace and Resources Control Plan
+
+Appendix 3 - Civil Information Management Plan
+
+## Annex L - Intelligence, Surveillance, And Reconnaissance (G-3 [S-3])
+
+
+Appendix 1 - ISR Overlay
+
+Appendix 2 - ISR Tasking Matrix
+
+## Annex M - Assessment (G-5 [S-5] Or G-3 [S-3])
+
+
+Appendix 1 - Nesting of Assessment Efforts
+
+Appendix 2 - Assessment Framework
+
+Appendix 3 - Assessment Working Group
+
+## Annex N - Space Operations (Space Operations Officer)
+
+ANNEX O - Not Used
+
+## Annex P - Host-Nation Support (G-4 [S-4])
+
+ANNEX Q - Spare ANNEX R - REPORTS (G-3 [S-3], G-5 [S-5], G-7 and Knowledge Management Officer) ANNEX S - SPECIAL TECHNICAL OPERATIONS (Special Technical Operations Officer)
+
+
+Appendix 1 - Special Technical Operations Capabilities Integration Matrix
+
+Appendix 2 - Functional Area I Program and Objectives
+
+Appendix 3 - Functional Area II Program and Objectives
+
+ANNEX T - Spare ANNEX U - INSPECTOR GENERAL (Inspector General)
+
+ANNEX W - Spare ANNEX X - Spare ANNEX Y - Spare ANNEX Z - DISTRIBUTION (G-3 [S-3] and Knowledge Management Officer)
+
+Legend:
+G-1, assistant chief of staff, personnel
+G-2, assistant chief of staff, intelligence
+G-3, assistant chief of staff, operations
+G-4, assistant chief of staff, logistics
+G-5, assistant chief of staff, plans
+G-6, assistant chief of staff, signal
+G-7, assistant chief of staff, inform and influence activities
+G-9, assistant chief of staff, civil affairs operations
+
+S-1, personnel staff officer
+S-2, intelligence staff officer
+S-3, operations staff officer
+S-4, logistics staff officer
+S-5, plans staff officer
+S-6, signal staff officer
+S-7, inform and influence activities staff officer
+S-9, civil affairs operations staff officer
+
+
+This page intentionally left blank.
+
+
+## Glossary Section I - Acronyms And Abbreviations
+
+AR
+Army regulation
+ATP
+Army techniques publication
+ATTP
+Army tactics, techniques, and procedures
+CJCSI
+Chairman of the Joint Chiefs of Staff instruction
+
+DA Pam
+Department of the Army pamphlet
+FM
+field manual
+JP
+joint publication
+SOP
+standard operating procedure
+
+## Section Ii - Terms Procedures Standard, Detailed Steps That Prescribe How To Perform Specific Tasks. (Cjcsi 5120.02B)
+
+standard operating procedure A set of instructions covering those features of operations which lend themselves to a definite or standardized procedure without loss of effectiveness. The procedure is applicable unless ordered otherwise. (JP 3-31)
+
+This page intentionally left blank.
+
+
+## References
+
+REQUIRED PUBLICATIONS
+These documents must be available to intended users of this publication.
+
+JP 1-02. *Department of Defense Dictionary of Military and Associated Terms,* 8 November 2010.
+FM 1-02. *Operational Terms and Graphics,* 21 September 2004.
+
+## Related Publications These Documents Contain Relevant Supplemental Information.
+
+JOINT AND DEPARTMENT OF DEFENSE PUBLICATIONS
+Find Joint and Department of Defense Publications at http://www.dtic.mil/doctrine/doctrine/doctrine.htm.
+
+CJCSI 5120.02B. *Joint Doctrine Development System,* 4 December 2009.
+JP 1. *Doctrine for the Armed Forces of the United States,*14 May 2007.
+JP 3-0. *Joint Operations,* 17 September 2006.
+
+JP 3-08. *Interorganizational Coordination During Joint Operations,* 24 June 2011.
+
+JP 3-16. *Multinational Operations,* 7 March 2007. JP 3-31. *Command and Control for Joint Land Operations,* 29 June 2010.
+
+JP 4-02. *Health Service Support,* 31 October 2006.
+
+JP 6-0. *Joint Communications Systems,* 10 June 2010.
+
+ARMY PUBLICATIONS
+Find Army publications at https://akocomm.us.army.mil/usapa/.
+
+AR 25-1. *Army Knowledge Management and Information Technology,* 4 December 2008.
+
+AR 25-50. *Preparing and Managing Correspondence,* 3 June 2002. AR 25-400-2. *The Army Records Information Management System (ARIMS),* 2 October 2007. AR 34-1. *Multinational Force Compatibility,* 6 January 2004.
+
+AR 34-4. *Army Standardization Policy,*15 March 1984.
+
+AR 380-5. *Department of the Army Information Security Program,* 29 September 2000.
+
+AR 380-10. *Foreign Disclosure and Contacts with Foreign Representatives,* 22 June 2005. ATTP 5-0.1. *Commander and Staff Officer Guide*. 14 September 2011.
+
+DA Pam 25-30. Consolidated Index of Army Publications and Blank Forms {online}.
+
+https://akocomm.us.army.mil/usapa/2530.html.
+
+DA Pam 25-40. *Army Publishing: Action Officers Guide,* 7 November 2006.
+
+DA Pam 25-403. *Guide to Recordkeeping in the Army,* 11 August 2008.
+
+DA Pam 600-67. *Effective Writing for Army Leaders,* 2 June 1986.
+
+FM 3-07. *Stability Operations*, 6 October 2008.
+
+FM 3-28. *Civil Support Operations,* 20 August 2010.
+
+FM 5-0. *The Operations Process,* 26 March 2010.
+
+FM 6-0. *Mission Command,* 13 September 2011.
+
+FM 6-99.2. *U.S. Army Report and Message Formats,* 30 April 2007.
+
+FM 7-15. *The Army Universal Task List,* 27 February 2009.
+
+References
+
+## Prescribed Forms None.
+
+REFERENCED FORMS
+DA Form 2028. *Recommended Changes to Publications and Blank Forms.*
+
+## Index
+
+
+Entries are by paragraph number unless specified otherwise.
+
+## EJ
+
+effective writing,
+conciseness and, 2-14 organization and, 2-15 directness and, 2-162-17
+information security
+requirements, the SOP portal and, 3-13-2
+initial SOP authoring questions,
+table 2-2
+joint partners, SOPs and, 1-9
+1-10
+AB
+Army recordkeeping guidance,
+1-6, table 1-1
+Army report and message
+formats, 1-5
+Army standardization policy,
+1-7
+Army universal task list, 1-4 Army writing standard, 1-6,
+2-132-17
+becoming familiar with milWiki,
+3-6
+
+## CD
+
+collaboration, SOP portal home
+page and, 3-83-17
+collaborative technology,  SOP
+development and, 1-11-2
+conciseness, effective SOP
+writing and, 2-14
+coordinating procedures with
+partners, doctrine and policy for, 1-81-14
+coordination with joint partners,
+1-91-10
+developing SOPs, 2-32-10,
+tables 2-1 and 2-2
+developing SOPs as
+instructional materials, 2-1 2-12
+directness, effective SOP
+writing and, 2-162-17
+doctrine and policy for
+coordinating SOPs with partners, 1-81-14
+
+SW
+SOP development, stages of,
+2-32-7, table 2-1
+SOP drafts, preparation of,
+2-92-10
+SOP packaging, 2-112-12 SOP portal,
+information security and,
+3-13-2
+logging in to, 3-33-5 navigation of, 3-83-17
+SOP portal home page for collaboration, 3-83-17
+SOPs and multinational force compatibility, 1-11
+SOPs and unified action, 1-12
+1-14
+stages of SOP development,
+2-32-7, table 2-1
+standardization and recordkeeping, doctrine and policy for, 1-31-14
+starting SOP development, 2-8, table 2-2
+to-the-point writing for effective SOPs, 2-162-17
+unified action, SOPs and,
+1-121-14
+writing effectively, 2-132-17
+
+
+
+LP
+logging in to the SOP portal,
+3-33-5
+milWiki, becoming familiar with,
+3-6
+multinational force
+compatibility, SOPs and, 1-11
+navigating the SOP portal, 3-8
+3-17
+organization, effective SOP
+writing and, 2-15
+packaging SOPs, 2-112-12 planning SOP development,
+2-8, table 2-2
+preparing SOP drafts, 2-92-10
+
+
+This page intentionally left blank.
+
+By Order of the Secretary of the Army:
+
+                                                RAYMOND T. ODIERNO
+                                               General, United States Army
+                                                    Chief of Staff
+Official:
+
+   JOYCE E. MORROW
+Administrative Assistant to the
+   Secretary of the Army
+        1115911
+
+
+## Distribution:
+
+Army, the Army National Guard, and the United States Army Reserve: Not to be distributed; electronic media only.

markdown/army/atp6_22x1.md

@@ -0,0 +1,475 @@
+This publication is available at Army Knowledge Online (https://armypubs.us.army.mil/doctrine/
+index.html).
+
+To receive publishing updates, please subscribe at http://www.apd.army.mil/AdminPubs/
+new_subscribe.asp.
+
+# *Atp 6-22.1(Fm 6-22)
+
+Headquarters Army Techniques Publication Department of the Army No. 6-22.1 Washington, DC, 1 July 2014
+
+## The Counseling Process Contents Preface Introduction
+
+Chapter 1 COUNSELING
+Types of Developmental Counseling
+Chapter 2 COUSELING FUNDAMENTALS
+The Leader as Counselor The Qualities of the Counselor Counseling Skills Counseling Practices Accepting Limitations Addressing Resistance The Four-Stage Counseling Process Summary - The Counseling Process at a Glance
+
+## Glossary References Figures
+
+Figure 2-1. Example of a counseling outline Figure 2-2. Example counseling session
+
+## Tables
+
+Table 2-1. Counseling approach summary Table 2-2. A summary of counseling Distribution Restriction: Approved for public release; distribution unlimited.
+
+*This publication supersedes Appendix B, "Counseling," except paragraph B-2, of FM 6-22, dated 12 October 2006. This publication supersedes Appendix B, "Counseling," except paragraph B-2, of FM 6-22, dated 12 October 2006.
+
+## Preface
+
+Army Techniques Publication (ATP) 6-22.1 provides doctrinal guidance for all leaders, military and civilian, responsible for planning, preparing, executing, and assessing counseling actions. Trainers and educators throughout the Army will also use this publication. Commanders, staffs, and subordinates ensure their decisions and actions comply with applicable U.S., international, and, in some cases, host-nation laws and regulations. Commanders at all levels ensure their Soldiers operate in accordance with the law of war and the rules of engagement. (See Field Manual [FM] 27-10.) ATP 6-22.1 applies to the Active Army, Army National Guard/Army National Guard of the United States, and United States Army Reserve unless otherwise stated. For specifics in addressing Army Civilian counseling requirements, leaders should contact the servicing civilian personnel office. The proponent of ATP 6-22.1 is Headquarters, U.S. Army Training and Doctrine Command. The preparing agency is the Center for Army Leadership, Mission Command Center of Excellence, United States Army Combined Arms Center. Send comments and recommendations on DA Form 2028 (Recommended Changes to Publications and Blank Forms) to Center for Army Leadership ATTN: ATZL-MCV-R (ATP 6-22.1), 290 Stimson Avenue, Fort Leavenworth, KS 66027-1293 or electronically to usarmy.leavenworth.tradoc.mbx.6-22@mail.mil.
+
+## Introduction
+
+ATP 6-22.1 provides a doctrinal framework for counseling subordinates. ATP 6-22.1 consists of two chapters:
+-  Chapter 1 addresses the types of developmental
+counseling: event, performance, and professional growth.
+-  Chapter 2 addresses counseling fundamentals supporting
+effective counseling:
+   Counselor qualities.    Counseling skills.    Counseling practices.    Accepting limitations.    Addressing resistance.    The four-stage counseling process.    Counseling approaches and techniques.
+Based on current doctrinal changes, counseling is no longer a formally defined doctrinal term.
+
+## Chapter 1 Counseling
+
+Counseling is the process used by leaders to review with a subordinate the subordinate's demonstrated performance and potential. Counseling, one of the most important leadership and professional development responsibilities, enables Army leaders to help Soldiers and Army Civilians become more capable, resilient, satisfied, and better prepared for current and future responsibilities. Counseling is required of leaders and occurs at prescribed times. The related developmental processes of coaching and mentoring are done voluntarily. The Army's future and the legacy of today's Army leaders rests on the shoulders of those they help prepare for greater responsibility.
+
+## Types Of Developmental Counseling
+
+1-1. Regular developmental counseling is the Army's most important tool for developing future leaders at every level. Counseling responsibilities are inherent in leadership. Leaders at all levels must understand the counseling process. More importantly, Army leaders must understand that effective counseling helps achieve desired goals and effects, manages expectations, and improves the organization. Leaders should emphasize routine counseling to reinforce positive behavior and superior performance. Regular counseling provides leaders with
+
+opportunities to:
+-  Demonstrate genuine interest in subordinates. -  Help subordinates understand their role in
+accomplishing the unit's mission.
+-  Acknowledge and reinforce exceptional work or
+dedication.
+-  Evaluate subordinates' potential for development. -  Provide subordinates with assistance or resources to
+address issues or further strengths.
+-  Empower subordinates to identify and solve issues on
+their own so they are more self-reliant.
+-  Identify issues before they become significant problems. -  Identify and pre-empt causes of sub-standard
+performance.
+1-2. Developmental counseling is categorized by the purpose of the session. Understanding the purpose and types of counseling enables the leader to adapt the counseling session to the individual subordinate's needs in order to achieve desired outcomes and manage expectations. Counseling is not a onesize-fits-all endeavor; it is a shared effort between the leader and subordinate.
+
+1-3. The three major categories of developmental counseling are:
+-  Event counseling. -  Performance counseling. -  Professional growth counseling.
+1-4. While these categories can help organize and focus counseling sessions, they should not be viewed as separate or exhaustive. For example, a counseling session that focuses on resolving an issue may also address improving duty performance. A session focused on performance often includes a discussion on opportunities for professional growth. Regardless of the purpose or topic of the counseling session, leaders should follow a basic format for preparation, execution, and follow-up. DA Form 4856 (Developmental Counseling Form) provides a useful framework to prepare for counseling. It helps organize the relevant issues to discuss during counseling sessions.
+
+## Event Counseling
+
+1-5. Event-oriented counseling involves a specific event or situation. It may precede events such as participating in promotion boards, attending training courses, and preparing for deployment or redeployment. It also addresses events such as noteworthy duty performance, an issue with performance or mission accomplishment, or a personal issue. Examples of eventoriented counseling include, but are not limited to:
+-  Specific instances of superior or substandard
+performance.
+-  Reception and integration counseling. -  Crisis counseling. -  Referral counseling. -  Promotion counseling. -  Transition counseling. -  Adverse separation counseling.
+
+## Specific Instances Of Superior Or Substandard Performance
+
+1-6. Often counseling is tied to specific instances of superior or substandard duty performance. The leader uses the counseling session to convey to the subordinate whether or not the performance met the standard and what the subordinate did right or wrong. Successful counseling for specific performance occurs as close to the event as possible. Leaders should counsel subordinates for exceptional as well as substandard duty performance. 1-7. Leaders should always counsel subordinates who do not meet the standard. If performance is unsatisfactory because of a lack of knowledge or ability, leader and subordinate can develop a plan for improvement. Corrective training helps ensure that the subordinate knows and consistently achieves the standard. When counseling a subordinate for specific performance, leaders take the following actions:
+-  Explain the purpose of the counselingwhat was expected and how the subordinate exceeded or failed to meet the standard.
+
+-  Remain neutral. -  Address and explain the specific behavior or actiondo not address the subordinate's character.
+
+-  Explain the effect of the behavior, action, or performance on the rest of the organization.
+
+-  Actively listen to the subordinate's responses (see
+
+Chapter 2).
+-  If failing to meet the standard, teach the subordinate
+how to meet the standard and recognize patterns of behavior that may keep the subordinate from meeting the standard.
+-  Be prepared to conduct personal counseling, since a
+failure to meet the standard may be the result of an unresolved personal issue.
+-  Explain to the subordinate how developing an individual
+development plan will improve performance and identify specific responsibilities in implementing the plan. Continue to assess and follow up on the subordinate's progress. Adjust the plan as necessary.
+
+## Reception And Integration Counseling
+
+1-8. Army leaders should counsel all new team members when they join the organization. Reception and integration counseling serves two important purposes:
+-  It identifies and helps alleviate any issues or concerns
+that new members may have, including any issues resulting from the new duty assignment.
+-  It familiarizes new team members with organizational
+standards, roles, and assignments.
+1-9. Reception and integration counseling should include but is not limited to the following areas:
+-  Organizational history, structure, and mission. -  Organizational standards (such as discipline,
+maintenance, training, and fitness).
+-  Organizational policies. -  Chain of command familiarization. -  NCO support channel familiarization. -  Key leader contact information. -  Soldier programs within the organization, such as
+Soldier of the Month/Quarter/Year and educational and training opportunities.
+-  Security and safety issues. -  On- and off-duty conduct. -  Off-limits and danger areas. -  Personnel procedures. -  Initial and special clothing issue. -  On- and off-post recreational, educational, cultural, and
+historical opportunities.
+-  Support activities functions and locations. -  Foreign nation or host nation orientation, as applicable. -  Other items of interest as determined by the leader or
+organization.
+
+## Crisis Counseling
+
+1-10. Crisis counseling focuses on the subordinate's immediate short-term needs and assists a Soldier or employee through a period of shock after receiving negative news, such as the notification of the death of a loved one. Leaders may assist by listening and providing appropriate assistance. Assistance may include coordinating for external agency support, such as obtaining emergency funding for transportation or putting them in contact with a chaplain.
+
+## Referral Counseling
+
+1-11. Referral counseling occurs when issues are beyond the capability or expertise of a subordinate's leaders. Referral counseling helps subordinates work through personal situations that may affect performance. It may or may not follow crisis counseling. Referral counseling aims at preventing a challenge or issue from becoming unmanageable for the subordinate. Army leaders assist by identifying issues in time and referring the subordinate to the appropriate outside resources, such as Army Community Services, a chaplain, or an alcohol and drug counselor.
+
+## Promotion Counseling
+
+1-12. Army leaders must conduct promotion counseling for all specialists, corporals, and sergeants who are eligible for advancement without waivers (see AR 600-8-19). Army regulations require that Soldiers within this category receive initial (event-oriented) counseling when they attain full promotion eligibility and then periodic (performance/ professional growth) counseling thereafter. Soldiers not recommended for promotion must be counseled as to why they were not recommended and should address these shortcomings and plans of action to overcome the identified shortcomings.
+
+## Transition Counseling
+
+1-13. Transition counseling assists Soldiers who are demobilizing, separating, or retiring from active duty. Transition counseling prepares subordinates for employment, education, and other post-service opportunities and benefits. Transition requires planning throughout the individual's service starting with identifying military and long-term goals at the first unit of assignment. Leaders and subordinates should review and revise these goals as necessary during subsequent professional development counseling sessions. 1-14. Leaders will assist subordinates with transition activities in concert with the servicing Army Career and Alumni Program (ACAP) office and other transition assistance resources (see AR 600-8).
+
+## Adverse Separation Counseling
+
+1-15. Adverse separation counseling may involve informing the Soldier of the administrative actions available to the commander in the event substandard performance continues and of the consequences associated with those administrative actions (see AR 635-200). 1-16. Developmental counseling may not apply when an individual has engaged in serious acts of misconduct. In those situations, leaders should refer the matter to the commander and the servicing staff judge advocate. When rehabilitative efforts fail, counseling with a view toward separation is required. It is an administrative prerequisite to many administrative discharges. It is advisable to involve the chain of command as soon as it is determined that adverse separation counseling might be required. A unit first sergeant or the commander should inform the Soldier of such proceedings based on the notification requirements outlined in AR 635-200.
+
+## Performance Counseling
+
+1-17. Performance counseling is the review of a subordinate's duty performance during a specified period. The leader and the subordinate jointly establish performance objectives and clear standards for the next counseling period. The counseling focuses on the subordinate's strengths, areas to improve, and potential. Effective counseling includes providing specific examples of strengths and areas needing improvement and providing guidance on how subordinates can improve their performance. Performance counseling is required under the officer, noncommissioned officer, and Army Civilian evaluation reporting systems (see AR 623-3 or AR 690-400 for specifics). 1-18. During performance counseling, leaders conduct a review of a subordinate's duty performance over a certain period. Simultaneously, leader and subordinate jointly establish performance objectives and standards for the next period. 1-19. Counseling at the beginning of and during the evaluation period ensures the subordinate's personal involvement in the evaluation process. Performance counseling communicates standards and is an opportunity for leaders to establish and clarify the expected values, attributes, and competencies. Army leaders ensure that performance objectives and standards focus on the organization's objectives and the individual's professional development. They should also echo the objectives on their leader's support form as a team member's performance contributes to mission accomplishment.
+
+## Professional Growth Counseling
+
+1-20. Professional growth counseling includes planning for the accomplishment of individual and professional goals. During the counseling, leader and subordinate conduct a review to identify and discuss the subordinate's strengths and weaknesses and to create an individual development plan that builds upon those strengths and compensates for (or eliminates) shortcomings. Leaders can assist subordinates in prioritizing development efforts based upon those perceived strengths and weaknesses. 1-21. As part of professional growth counseling, the leader and subordinate may choose to develop a pathway to success with short- and long-term goals and objectives. The discussion includes opportunities for civilian or military schooling, future duty assignments, special programs, available training support resources, reenlistment options, and promotion opportunities and considerations. Documentation of this discussion results in an individual development plan. Each individual development plan will vary as every person's needs and interests are different.
+
+## Chapter 2 Counseling Fundamentals The Leader As Counselor
+
+2-1. To be effective, counseling must be a shared effort. Leaders assist their subordinates in identifying strengths and weaknesses and creating plans of action. Once an individual development plan is agreed upon, leaders support their Soldiers and Army Civilians throughout implementation and continued assessment. To achieve success, subordinates must be forthright in their commitment to improve and candid in their own assessments and goal setting. 2-2. Army leaders evaluate Army Civilian job performance using procedures prescribed under civilian personnel policies. Use of DA Form 4856 is appropriate to counsel Army Civilians on professional growth and career goals. The servicing civilian personnel office should be consulted when using a DA Form 4856 to counsel an Army Civilian concerning misconduct or poor performance. 2-3. Army leaders conduct counseling to help subordinates become better team members, maintain or improve performance, and prepare for the future. While it is not easy to address every possible counseling situation, leader selfawareness and an adaptable counseling style focusing on key characteristics will enhance personal effectiveness as a counselor. These key characteristics include:
+-  Purpose: Clearly define the purpose of the counseling. -  Flexibility: Adapt the counseling approach to each subordinate, situation, and relationship.
+
+-  Respect: View subordinates as unique, complex
+individuals with distinct values, beliefs, and attitudes.
+-  Communication: Establish open, two-way
+communication with subordinates using verbal and nonverbal actions (such as body language or gestures). Effective counselors listen more than they speak.
+-  Support: Encourage subordinates through direction,
+guidance, and supportive actions.
+
+## The Qualities Of The Counselor
+
+2-4. Army leaders must demonstrate certain qualities to be effective counselors. These qualities include respect for subordinates, self-awareness, cultural awareness, empathy, and credibility. 2-5. One challenging aspect of counseling is selecting the proper approach to a specific situation. To counsel effectively, the technique used must fit the situation, leader capabilities, and subordinate expectations. Sometimes, leaders may only need to give information or listen, while in other situations a subordinate's improvement may call for a brief word of praise. Difficult circumstances may require structured counseling followed by definite actions, such as referrals to outside agencies. 2-6. Self-aware Army leaders consistently develop and improve their own counseling abilities. They do so by studying human behavior, understanding the kinds of problems that affect their subordinates, and developing their interpersonal skills. The techniques needed to provide effective counseling vary from person to person and session to session. However, general skills that leaders will need in almost every situation include active listening, responding, and appropriate questioning.
+
+## Counseling Skills
+
+2-7. Military leaders are trained to analyze missions, identify required tasks, and take appropriate actions. Some of these skills apply to counseling as leaders use problem-solving and decisionmaking skills to identify and apply the proper counseling techniques to specific counseling situations.
+
+2-8. To be effective, counselors must have these basic counseling skills:
+-  Active listening. -  Responding. -  Appropriate questioning.
+
+## Active Listening
+
+2-9. Active listening implies listening thoughtfully and deliberately to capture the nuances of the subordinate's language. Stay alert for common themes. A subordinate's opening and closing statements as well as recurring references may indicate personal priorities. Inconsistencies and gaps may indicate an avoidance of the real issue. Certain inconsistencies may suggest additional questions by the counselor.
+
+2-10. Active listening communicates that the leader values the subordinate and enables reception of the subordinate's message. To capture and understand the message fully, leaders listen to what is said and observe the subordinate's mannerisms. Key elements of active listening include:
+-  Eye contact. Maintaining eye contact without staring
+helps show sincere interest. Occasional breaks of eye contact are normal and acceptable, while excessive breaks, paper shuffling, clockwatching, and repeated mobile telephone checks may indicate a lack of interest or concern.
+-  Body posture. Being relaxed and comfortable will help
+put the subordinate at ease. However, an overly relaxed position or slouching may be interpreted as a lack of interest.
+-  Head nods. Occasional nodding indicates attention and
+encourages the subordinate to continue.
+-  Facial expressions. Keep facial expressions natural and
+relaxed to signal a sincere interest.
+-  Verbal expressions. Refrain from talking too much and
+avoid interrupting. Let the subordinate do the talking, while keeping the discussion on the counseling subject.
+-  Check for understanding. Paraphrase or summarize
+points back to the subordinate for confirmation; for example, "What I heard was...".
+2-11. Leaders pay attention to the subordinate's gestures to understand the complete message. By watching a subordinate's actions, leaders identify the emotions behind the words. Not all actions are proof of feelings but they should be considered. Nonverbal indicators of leader and subordinate attitude include:
+-  Interest, friendliness, and openness. Be aware that
+counselor actions must be context and situation specific. For example, leaning toward the subordinate may be considered as expressing interest or being aggressive the counselor must be able to understand how the subordinate will interpret this action.
+-  Self-confidence. Standing tall, leaning back with hands
+behind the head, and maintaining steady eye contact.
+-  Anxiety. Sitting on the edge of the chair with arms
+uncrossed and hands open.
+-  Boredom. Drumming on the table, doodling, clicking a
+ballpoint pen, or resting the head in the palm of the hand.
+-  Defensiveness. Pushing deeply into a chair, glaring, or
+making sarcastic comments as well as crossing or folding arms in front of the chest.
+-  Frustration. Rubbing eyes, pulling on an ear, taking short
+breaths, wringing the hands, or frequently changing total body position.
+2-12. Leaders consider each indicator carefully. Although each may reveal something about the subordinate, do not judge too quickly. When unsure, leaders look for reinforcing indicators or check the subordinate to understand the behavior, determine what underlies it, and allow the subordinate to understand the conditions that led to the behavior and to take responsibility.
+
+## Responding
+
+2-13. A leader responds verbally and nonverbally to show understanding of the subordinate. Verbal responses consist of summarizing, interpreting, and clarifying the subordinate's message. Nonverbal responses include eye contact and occasional gestures such as a head nod. A counselor's responses should encourage the subordinate to continue.
+
+## Appropriate Questioning
+
+2-14. Although focused questioning is an important skill, counselors should use it with caution. During professional growth counseling, leaders should ask open-ended questions to obtain information or to get the subordinate to think deeper about a particular situation. Questions should evoke more than a yes or no answer and not lead toward a specific answer or conclusion. Well-posed questions deepen understanding, encourage further discussion, and create a constructive experience. Too many questions can aggravate the power differential between a leader and a subordinate and place the subordinate in a passive mode. The subordinate may also react to excessive questioning, especially if it resembles an interrogation, as an intrusion of privacy and become defensive.
+
+## Counseling Practices
+
+2-15. Dominating the session by talking too much, giving unnecessary or inappropriate advice, not truly listening, and projecting biases and prejudices all interfere with effective counseling. Competent leaders avoid rash judgments, stereotyping, losing emotional control, inflexible counseling methods, or improper follow-up. Leaders should be open to new ideas and thoughts.
+
+2-16. Leaders conduct effective counseling sessions and improve their counseling skills when they follow these general guidelines:
+-  Determine the subordinate's role in the situation and
+what has been done to resolve the issue.
+-  Focus attention on the subordinate. Listen to what is said
+and how it is said to understand what the subordinate says and feels.
+-  Encourage the subordinate to take the initiative and
+speak aloud.
+-  Remain objective; avoid confirming a subordinate's
+prejudices.
+-  Display empathy when discussing the issue. Be receptive
+to the subordinate's emotions without feeling responsible.
+-  Ask open-ended questions for relevant information;
+avoid interrogating the subordinate.
+-  Listen more and talk less; avoid interrupting. -  Keep personal experiences out of the counseling session. -  Draw conclusions based on all available information, not
+just the subordinate's statement.
+-  Enable the subordinate to help himself or herself. -  Know what information to keep confidential and what to
+present to the chain of command, if necessary.
+
+## Accepting Limitations
+
+2-17. Army leaders cannot help everyone in every situation. Army leaders should recognize their personal limitations and seek outside assistance when required. When necessary, leaders refer a subordinate to an agency more qualified to help. 2-18. Although it is generally in an individual's best interest to begin by seeking help from his or her first-line leaders, leaders should respect an individual's preference to contact outside support agencies.
+
+## Addressing Resistance
+
+2-19. Resistance in counseling may stem from either the leader or subordinate and may occur in several ways. Identifying and understanding the possible forms of resistance is essential. A leader may be reluctant to counsel subordinates because the leader has not been counseled, has had no effective role modeling for what is involved in the process, or does not understand how to conduct counseling. Additionally, leaders may feel there is no time to do counseling, counseling will not be a constructive use of time, or counseling will violate a regulation or policy. They may associate counseling with only negative issues such as dispensing punishment or correcting poor performance. Further, leaders may not want to confront a subordinate. Other typical reasons for leader reluctance involve a lack of respect for the subordinate, believing the subordinate lacks potential, or encountering constant issues with the subordinate. 2-20. Subordinate resistance often occurs as a reaction to the purpose or message of the counseling session. They may be embarrassed, misunderstand the intention of the counseling session, or disagree with the leader's assessment of the situation. Subordinates may not want to change, may blame the leader for the issue or behavior at hand, may dislike being held accountable, or may defy being disciplined. In some cases, the subordinate may not respect or trust the leader. 2-21. Leaders may preempt potential subordinate resistance by opening the counseling session with a discussion of the purpose of the session, expectations of the session, and how they relate to the subordinate's short- and long-term goals. Through regular periodic counseling, leaders should understand and be aware of the subordinate's goals. For the session to be effective, leaders must focus on the issue and adapt the counseling to the subordinate's needs and understanding. 2-22. Once a leader understands that counseling subordinates is a significant leader responsibility in developing subordinates' potential, leader reluctance to counsel can be overcome through preparation and improving counseling skills. Leaders successfully overcome subordinate resistance by applying positive counseling practices. After the leader identifies the source of a subordinate's resistance, then the counseling process can be adapted to accommodate and overcome the resistance.
+
+2-23. To overcome resistance in counseling, leaders can employ several techniques to redirect the subordinate:
+-  Reconfirm the counseling session purposebe specific
+and keep focused on the details (such as conditions, triggers, and outcomes) of the situation; refrain from any personal attacks on the subordinate.
+-  Keep the discussion professional and balanced in tone
+do not argue or place blame on any party.
+-  Discuss the suspected resistance openly with the
+subordinate and respect his or her response.
+-  Slow the tempo of the sessionrely on pertinent openended questions to give the subordinate the appropriate time and ability to reveal information and be an active participant in the counseling session.
+-  Focus on one specific behavior, its effect, and the
+consequences to minimize overwhelming the
+subordinate. It may be necessary to divide the session into multiple meetings to address each area adequately. Further, the leader should prioritize these discussions based on the needs of the individual and unit.
+
+## The Four-Stage Counseling Process
+
+2-24. Effective Army leaders use a four-stage counseling process:
+-  Identify the need for counseling. -  Prepare for counseling. -  Conduct the counseling session. -  Follow-up.
+
+## Stage 1: Identify The Need For Counseling
+
+2-25. The success of counseling depends on the preparatory steps that the counselor takes before the counseling session (formal or informal) occurs. The counselor must develop a clear purpose, have an assessment of the situation, and an idea of possible outcomes that are desired. However, counseling is an interactive and dynamic process where assessments and followon actions come from a trusted exchange between the counselor and individual receiving counseling. The counselor must consider desired outcomes during preparation or before conducting a counseling session. Counseling requires the leader to be informed and prepared for contingencies that may arise during the counseling session. 2-26. Army and organizational policies may direct the timing or focused elements of a counseling session, such as performance counseling associated with an evaluation or professional growth counseling. Leaders may conduct developmental counseling whenever the need arises for focused, two-way open communication aimed at a subordinate's development. Developing subordinates consists of observing the subordinate's performance, comparing it to established standards, and providing feedback through counseling. For event counseling, the leader must confirm or seek new information and remain open to new assessments of the event and related goals or corrections.
+
+## Stage 2: Prepare For Counseling
+
+2-27. Successful counseling requires preparation in the following areas:
+-  Select a suitable place. -  Schedule the time. -  Notify the subordinate well in advance. -  Outline the components of the counseling session. -  Organize information and draft a plan of action. -  Plan the counseling strategy. -  Establish the right atmosphere.
+
+## Select A Suitable Place
+
+2-28. Conduct the counseling session in an environment that minimizes interruptions and is free from distracting sights and sounds. The location should allow for privacy as the counseling session may cover personal issues not intended for public knowledge. In addition, the selected location needs to provide the right atmosphere appropriate for the counseling session.
+
+## Schedule The Time
+
+2-29. When possible, leaders should formally counsel a subordinate during the duty day. Counseling after duty hours may be rushed or perceived as unfavorable. Select a time free from competition with other activities. Leaders should consider that important events occurring after the session could distract a subordinate from concentrating on the counseling session. The scheduled time for counseling should also be appropriate for the complexity of the issue at hand. Generally, counseling sessions should last less than an hour.
+
+## Notify The Subordinate Well In Advance
+
+2-30. Counseling is a subordinate-centered, two-person effort for which the subordinate must have adequate time to prepare. The person being counseled should know why, where, and when the counseling takes place. Counseling tied to a specific event should happen as closely to the event occurrence as possible. For performance or professional development counseling, subordinates may need a week or more to prepare or review specific documents and resources, including evaluation support forms or counseling records.
+
+## Outline The Components Of The Counseling Session
+
+2-31. Using the available information, leaders determine the focus and specific topics for the counseling session. Leaders should identify what prompted the counseling requirement, aims our outcomes, and their role as counselor. In addition, leaders should identify possible comments and questions to keep the counseling session subordinate-centered and guide the subordinate through the session's stages. As subordinates may be unpredictable during counseling, a written outline can help keep the session on track and enhances the chances for success (see figure 2-1 on page 2-6).
+
+## Organize Information And Draft A Plan Of Action
+
+2-32. The counselor should review all pertinent information, including the purpose of the counseling, facts, and observations about the person to be counseled, identification of possible issues, and main points of discussion with possible questions to pose to the subordinate. In addition, as part of organizing information, the counselor should assess the situation and consider the subordinate's performance and any prior issues. The counselor can outline a possible plan of action with clear obtainable goals as a basis for the final plan development between counselor and the Soldier or Army Civilian.
+
+## Plan The Counseling Strategy
+
+2-33. Leaders plan each counseling session, tailoring the counseling session to the individual and situation. Part of the planning process includes identifying the counseling approach, assessing the individual's situation and reputation, and identifying any anticipated resistance. 2-34. An effective leader approaches each subordinate as an individual. Different people and different situations require different counseling approachescounseling is not a one-sizefits-all endeavor. Army leaders may employ three major approaches to counseling: nondirective, directive, or combined.
+
+2-35. The Army leader can select from several techniques when counseling subordinates. These techniques may cause subordinates to change behavior and improve their performance. Counseling techniques leaders may explore during the nondirective or combined approaches include:
+-  Suggesting alternatives. Discuss alternative actions the
+subordinate may take. Leader and subordinate together decide which course of action is most appropriate.
+-  Recommending. Recommend one course of action but
+leave the decision to accept it to the subordinate.
+-  Persuading. Persuade the subordinate that a given course
+of action is best, but leave the final decision to the subordinate. Successful persuasion depends on the leader's credibility, the subordinate's willingness to listen, and mutual trust.
+-  Advising. Advise the subordinate that a given course of
+action is best. This is the strongest form of influence not involving command.
+2-36. Techniques to use during the directive approach to counseling include:
+-  Corrective training. Teach and assist the subordinate in
+attaining and maintaining the required standard. A subordinate completes corrective training once consistently meeting standards.
+-  Commanding. Order the subordinate to take a given
+course of action in clear, precise words. The subordinate will face consequences for failing to execute.
+2-37. While these approaches differ in specific techniques, the major difference between the approaches is the degree to which the subordinate participates and interacts during a counseling session. Table 2-1 identifies the advantages and disadvantages of each approach.
+
+| Advantages             |
+|------------------------|
+| More time-consuming.   |
+| Requires greatest      |
+| counselor skills.      |
+| Nondirective           |
+| Encourages maturity.   |
+| Encourages open        |
+| communication.         |
+| Develops personal      |
+| responsibility.        |
+| May take too much time |
+| for some situations.   |
+| Combined               |
+| Moderately quick.      |
+| Encourages maturity.   |
+| Encourages open        |
+| communication.         |
+| Allows counselors to   |
+| use their experience.  |
+Directive
+Quickest method. Good for those needing clear, concise direction. Allows counselors to use their experience.
+Does not encourage subordinates to be part of the solution. Treats symptoms, not issues. Tends to discourage subordinates from talking freely. Solution is the counselor's, not the subordinate's.
+
+## Establish The Right Atmosphere
+
+2-38. The right atmosphere promotes open, two-way communication between a leader and subordinate. To establish a more relaxed atmosphere, leaders may offer the subordinate a seat or a cup of coffee. If appropriate, choose to sit in a chair next to or facing the subordinate since a desk can serve as a barrier. 2-39. Some situations require formal settings. During counseling to correct substandard performance, leaders seated behind a desk may direct the subordinate to remain standing. This reinforces the leader's role and authority and underscores the severity of the situation.
+
+## Stage 3: Conduct The Counseling Session
+
+2-40. Army leaders use a balanced mix of formal and informal counseling and learn to take advantage of daily events to provide Soldiers and Army Civilians with feedback. Figure 2-2 on page 2-9 portrays an example of a formal counseling session. Even during informal counseling, leaders should address the four basic components of a counseling session:
+
+-  Open the session. -  Discuss the issues. -  Develop a plan of action. -  Record and close the session.
+
+## Open The Session
+
+2-41. In opening, the leader makes the purpose clear and establishes a subordinate-centered setting as appropriate for the situation. The counselor establishes an atmosphere of shared purpose by inviting the subordinate to speak and acknowledge the purpose. An appropriate purpose statement might be "SFC Taylor, the purpose of this counseling is to discuss your duty performance over the past month and to create a plan to enhance performance and attain performance goals." If applicable, start the counseling session by reviewing the status of the current plan of action.
+
+## Discuss The Issues
+
+2-42. The leader and counseled individual should attempt to develop a mutual and clear understanding of the counseling issues. Use active listening and invite the subordinate to do most of the talkingencourage the subordinate to participate fully in the session. Leaders respond and ask questions without dominating the conversation but help the subordinate better understand the subject of the counseling session, such as duty performance, a situation and its effects, or potential areas for growth. Leaders must be open to adjusting their understanding of the situation based on the subordinate's input. 2-43. To reduce the perception of bias or early judgment, both leader and subordinate should provide examples or cite specific observations. When the issue is substandard performance, the leader must be clear what did not meet the standard. During the discussion, the leader must clearly establish what the subordinate must do to meet the standard. It is very important that the leader frames the issue at hand as substandard performance and prevents the subordinate from labeling the issue as unreasonable. An exception would occur if the leader considers the current standard as negotiable or is willing to alter the conditions under which the subordinate can meet the standard.
+
+## Develop A Plan Of Action
+
+2-44. A plan of action identifies a method and pathway for achieving a desired result, limited to one or two realistic goals tied to work or life events with milestones that allow for monitoring progress. Before developing the plan of action, the leader must assess whether the counseled subordinate understands the purpose and any related issues. The plan of action must be appropriate and specific, showing the subordinate how to modify or maintain specific behaviors to reach goals set during the counseling session. For example: "PFC Miller, next week you'll attend the map reading class with 1st Platoon. After class, SGT Dixon will coach you through the land navigation course and help you develop your compass skills. After observing you going through the course with SGT Dixon, I will meet with you again to determine if you need additional training."
+
+## Record And Close The Session
+
+2-45. Although requirements to record counseling sessions vary, a leader always benefits from documenting the main points of a counseling session, even informal ones. Documentation serves as a ready reference for the agreed-upon plan of action and helps the leader track the subordinate's accomplishments, personal preferences, or issues. A good record of counseling enables the leader to make proper recommendations for professional development, promotions, and evaluations. DA Form 4856 is designed to help Army leaders conduct and record counseling sessions. Leaders must decide when counseling, additional training, rehabilitation, reassignment, or other developmental options have been exhausted. 2-46. Army regulations require specific written records of counseling for certain personnel actions, such as barring a Soldier from reenlisting, processing an administrative separation or placing a Soldier in the overweight program. When a Soldier faces involuntary separation, the leader must maintain accurate counseling records. Documentation of substandard actions often conveys a strong message to subordinates that a further slip in performance or discipline could require more severe action or punishment. 2-47. Leaders should close the session by asking the counseled subordinate to summarize key points and expectations based on the proposed plan of action. Leaders should establish any necessary follow-up measures with the subordinate to support the successful implementation of the plan of action. Follow-up measures may include providing the subordinate with specific resources and time, periodic assessments of the plan and additional referrals. If possible, schedule future meetings before dismissing the subordinate.
+
+## Leader Responsibilities
+
+2-48. The counseling process does not end with the initial counseling session. It continues throughout the implementation of the plan of action consistent with the observed results. Sometimes the initial plan of action will require modification to meet the desired outcomes. Leaders must consistently support their subordinates in implementing the plan of action by teaching, coaching, mentoring, or providing additional time, referrals and other appropriate resources. Additional measures may include more focused follow-up counseling, informing the chain of command, or taking more severe corrective measures if appropriate.
+
+## Assess The Plan Of Action
+
+2-49. During assessment, the leader and the subordinate jointly determine if the desired results happened. They should determine the date for their initial assessment during the initial counseling session. The plan of action assessment provides useful information for future follow-up counseling sessions.
+
+## Summary - The Counseling Process At A Glance
+
+2-50. Use Table 2-2 as a quick reference whenever counseling Soldiers or Army Civilian team members.
+
+The Counseling Process Identify the need for counseling. Prepare for counseling:
+-  Select a suitable place. -  Schedule the time. -  Notify the subordinate well
+in advance.
+-  Organize information. -  Identify possible outcomes. -  Outline the components of
+the counseling session.
+-  Plan counseling strategy. -  Establish right atmosphere.
+Conduct the counseling session:
+-  Open the session. -  Discuss the issue. -  Develop a plan of action
+(to include the leader's responsibilities).
+-  Record and close the
+session.
+Follow-up:
+-  Support plan of action
+implementation.
+-  Assess the plan of action.
+Leaders must demonstrate these qualities to counsel effectively:
+-  Respect for
+subordinates.
+-  Self and cultural
+awareness.
+-  Credibility. -  Empathy.
+Leaders must employ these counseling skills appropriately:
+-  Active listening. -  Responding. -  Appropriate
+questioning.
+Effective leaders avoid common counseling mistakes. Leaders should avoid:
+-  Personal bias. -  Rash judgments. -  Stereotyping. -  Losing emotional
+control.
+-  Inflexible counseling
+methods.
+-  Improper follow-up.
+
+## Glossary Acronyms And Abbreviations
+
+ACAP
+Army Career and Alumni Program
+ADRP
+Army doctrine reference publication
+AR
+Army regulation
+ATP
+Army techniques publication
+DA
+Department of the Army
+FM
+field manual
+NCO
+noncommissioned officer
+NCOER
+noncommissioned officer evaluation report
+PFC
+private first class
+SFC
+sergeant first class
+SGT
+sergeant
+U.S.
+United States
+
+## References
+
+REQUIRED PUBLICATIONS
+These documents must be available to intended users of this publication. Joint publications are available online at http://www.dtic.mil/ doctrine/new_pubs/jointpub.htm.
+
+ADRP 1-02. *Terms and Military Symbols*. 24 September 2013. JP 1-02. *Defense Dictionary of Military and Associated Terms*. 08
+November 2010.
+RELATED PUBLICATIONS
+These sources contain relevant supplemental information. Most Army publications are available online at http:// www.apd.army.mil.
+
+ADRP 6-22. *Army Leadership*. 1 August 2012. AR 600-8. *Military Personnel Management*. 1 October 1989. AR 600-8-19. *Enlisted Promotions and Reductions*. 30 April 2010. AR 623-3. *Evaluation Reporting System*. 5 June 2012. AR 635-200. *Active Duty Enlisted Administrative Separations*. 6
+June 2005.
+AR 690-400. Chapter 4302 Total Army Performance Evaluation
+System. 16 October 1998.
+FM 27-10. *The Law of Land Warfare*. 18 July 1956.
+PRESCRIBED FORMS
+Unless otherwise indicated, DA Forms are available on the Army Publishing Directorate web site (www.apd.army.mil).
+
+DA Form 4856. *Developmental Counseling Form*.
+
+REFERENCED FORMS
+Unless otherwise indicated, DA Forms are available on the Army Publishing Directorate web site (www.apd.army.mil).
+
+DA Form 2028. Recommended Changes to Publications and Blank Forms.
+
+RECOMMENDED FORMS
+Unless otherwise indicated, DA Forms are available on the Army Publishing Directorate web site (www.apd.army.mil).
+
+DA Form 679. *Officer Evaluation Report*. DA Form 6791. *Officer Evaluation Report Support Form*. DA Form 6791A. *Developmental Support Form*. DA Form 1059. *Service School Academic Evaluation Report*. DA Form 10591. *Civilian Institution Academic Evaluation Report*. DA Form 21668. *NCO Evaluation Report*. DA Form 216681. *NCOER Counseling and Support Form*. DA Form 7222. *Senior System Civilian Evaluation Report*. DA Form 7222-1. *Civilian Evaluation Report Support Form*. DA Form 7223. *Base System Civilian Evaluation Report*. DA Form 7223-1. Base System Civilian Performance Counseling
+Checklist /Record.
+RECOMMENDED READINGS
+AR 635-8. *Separation Processing and Documents*. 10 February
+2014.
+RECOMMENDED WEB SITES
+All URLs were accessed on 14 March 2014.
+Army 360 Multi-Source Assessment and Feedback (MSAF)
+Program. Available at https://msaf.army.mil.
+Army Career & Alumni Program (ACAP). Available at https://
+www.acap.army.mil.
+Army Career Tracker (ACT). Available at https://
+actnow.army.mil.
+Army G1 Mentorship Program. Available at http://
+www.armyg1.army.mil/hr/mentorship.
+Army Suicide Prevention Program. Available at http://
+www.armyg1.army.mil/hr/suicide.
+Comprehensive Soldier Fitness Program. Available at http://
+www.army.mil/csf/index.html.
+Military OneSource. Available at www.militaryonesource.mil. Resilience Training. Available at https://
+www.resilience.army.mil.
+U. S. Army Combat Readiness/Safety Center. Available at
+https://safety.army.mil/Default.aspx.
+By order of the Secretary of the Army:
+RAYMOND T. ODIERNO
+General, United States Army Chief of Staff Official:
+Administrative Assistant to the Secretary of the Army
+1411105
+DISTRIBUTION:
+Active Army, Army National Guard, and United States Army Reserve:
+Distributed in electronic media only (EMO).