AR 600-20. Army Command Policy
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1 TEXT C Company Drill.Pdf
State of California – Military Department California Cadet Corps CURRICULUM ON MILITARY SUBJECTS Strand M7: Unit Drill Level 11 This Strand is composed of the following components: A. Squad Drill B. Platoon Drill C. Company Drill 1 California Cadet Corps M7: Unit Drill Table of Contents C. Company Drill ............................................................................................................................................ 3 Objectives ................................................................................................................................................. 3 C1. Basic Information ............................................................................................................................ 4 C2. Posts for Key Personnel .................................................................................................................. 5 .............................................................................................................................................................. 8 C3. Basic Formation Information .......................................................................................................... 8 C4. Changing Interval .......................................................................................................................... 10 C5. Changing Distance ......................................................................................................................... 10 C6. Aligning the Company .................................................................................................................. -
Medi-Cal Dental EDI How-To Guide
' I edi Cal Dental _ Electronic Data Interchange HOW-TO GUIDE EDI EDI edi EDI Support Group Phone: (916) 853-7373 Email: [email protected] Revised November 2019 , ] 1 ,edi .. Cal Dental Medi-Cal Dental Program EDI How-To Guide 11/2019 Welcome to Medical Dental Program’s Electronic Data Interchange Program! This How-To Guide is designed to answer questions providers may have about submitting claims electronically. The Medi-Cal Dental Program's Electronic Data Interchange (EDI) program is an efficient alternative to sending paper claims. It will provide more efficient tracking of the Medi-Cal Dental Program claims with faster responses to requests for authorization and payment. Before submitting claims electronically, providers must be enrolled as an EDI provider to avoid rejection of claims. To enroll, providers must complete the Medi-Cal Dental Telecommunications Provider and Biller Application/Agreement (For electronic claim submission), the Provider Service Office Electronic Data Interchange Option Selection Form and Electronic Remittance Advice (ERA) Enrollment Form and return them to the address indicated on those forms. Providers should advise their software vendor that they would like to submit Medi-Cal Dental Program claims electronically, and if they are not yet enrolled in the EDI program, an Enrollment Packet should be requested from the EDI Support department. Enrollment forms are also available on the Medi-Cal Dental Program Web site (www.denti- cal.ca.gov) under EDI, located on the Providers tab. Providers may also submit digitized images of documentation to the Medi-Cal Dental Program. If providers choose to submit conventional radiographs and attachments through the mail, an order for EDI labels and envelopes will need to be placed using the Forms Reorder Request included in the Enrollment Packet and at the end of this How-To Guide. -
Military Commander and the Law – 2019
THE MILITARY • 2019 COMMANDER AND THE THE LAW MILITARY THE MILITARY COMMANDER AND THE LAW TE G OCA ENE DV RA A L E ’S G S D C H U J O E O H L T U N E C IT R E D FO S R TATES AI The Military Commander and the Law is a publication of The Judge Advocate General’s School. This publication is used as a deskbook for instruction at various commander courses at Air University. It also serves as a helpful reference guide for commanders in the field, providing general guidance and helping commanders to clarify issues and identify potential problem areas. Disclaimer: As with any publication of secondary authority, this deskbook should not be used as the basis for action on specific cases. Primary authority, much of which is cited in this edition, should first be carefully reviewed. Finally, this deskbook does not serve as a substitute for advice from the staff judge advocate. Editorial Note: This edition was edited and published during the Secretary of the Air Force’s Air Force Directive Publication Reduction initiative. Therefore, many of the primary authorities cited in this edition may have been rescinded, consolidated, or superseded since publication. It is imperative that all authorities cited herein be first verified for currency on https://www.e-publishing.af.mil/. Readers with questions or comments concerning this publication should contact the editors of The Military Commander and the Law at the following address: The Judge Advocate General’s School 150 Chennault Circle (Bldg 694) Maxwell Air Force Base, Alabama 36112-6418 Comm. -
Defense Primer: Reserve Forces
Updated January 28, 2021 Defense Primer: Reserve Forces The term reserve component (RC) refers collectively to the passes from the governor of the affected units and seven individual reserve components of the Armed Forces. personnel to the President of the United States. Congress exercises authority over the reserve components under its constitutional authority “to raise and support Reserve Categories Armies,” “to provide and maintain a Navy,” and “to All reservists, whether they are in the Reserves or the provide for organizing, arming, and disciplining the National Guard, are assigned to one of three major reserve Militia.... ” (Article I, Section 8) categories: the Ready Reserve, the Standby Reserve, or the Retired Reserve. There are seven reserve components: Ready Reserve Army National Guard The Ready Reserve is the primary manpower pool of the reserve components. Members of the Ready Reserve will Army Reserve usually be called to active duty before members of the Standby Reserve or the Retired Reserve. The Ready Navy Reserve Reserve is made up of three subcomponents: Marine Corps Reserve The Selected Reserve contains those units and individuals within the Ready Reserve designated as “so Air National Guard essential to initial wartime missions that they have priority over all other Reserves.” (DOD Instruction Air Force Reserve 1215.06.) Members of the Selected Reserve are generally required to perform one weekend of training Coast Guard Reserve each month and two weeks of training each year, although some may train more than this. When The purpose of these seven reserve components, as codified reservists are activated, they most frequently come from in law, is to “provide trained units and qualified persons this category. -
A Brief Introduction to Unix-2019-AMS
Brief Intro to Linux/Unix Brief Intro to Unix (contd) A Brief Introduction to o Brief History of Unix o Compilers, Email, Text processing o Basics of a Unix session o Image Processing Linux/Unix – AMS 2019 o The Unix File System Pete Pokrandt o Working with Files and Directories o The vi editor UW-Madison AOS Systems Administrator o Your Environment [email protected] o Common Commands Twitter @PTH1 History of Unix History of Unix History of Unix o Created in 1969 by Kenneth Thompson and Dennis o Today – two main variants, but blended o It’s been around for a long time Ritchie at AT&T o Revised in-house until first public release 1977 o System V (Sun Solaris, SGI, Dec OSF1, AIX, o It was written by computer programmers for o 1977 – UC-Berkeley – Berkeley Software Distribution (BSD) linux) computer programmers o 1983 – Sun Workstations produced a Unix Workstation o BSD (Old SunOS, linux, Mac OSX/MacOS) o Case sensitive, mostly lowercase o AT&T unix -> System V abbreviations 1 Basics of a Unix Login Session Basics of a Unix Login Session Basics of a Unix Login Session o The Shell – the command line interface, o Features provided by the shell o Logging in to a unix session where you enter commands, etc n Create an environment that meets your needs n login: username n Some common shells n Write shell scripts (batch files) n password: tImpAw$ n Define command aliases (this Is my password At work $) Bourne Shell (sh) OR n Manipulate command history IHateHaving2changeMypasswordevery3weeks!!! C Shell (csh) n Automatically complete the command -
Reserve Forces Review 2030 Unlocking the Reserves’ Potential to Strengthen a Resilient and Global Britain
Reserve Forces Review 2030 Unlocking the reserves’ potential to strengthen a resilient and global Britain May 2021 Contents Executive summary 7 Reserve Forces Review 2030 recommendations 11 Chapter 1 – Context and the imperative for change 15 Chapter 2 – Redefining the relationship between the reserves and society 25 Chapter 3 – Expanding the role of the reserves 43 Chapter 4 – Unlocking the potential of reservists 55 Chapter 5 – Transforming support to the reserves 73 Engagement log 88 Glossary 102 Reserve Forces Review 2030 3 4 Reserve Forces Review 2030 Foreword Brigadier The Rt Hon The Lord Lancaster TD VR When the Chief of the Defence Staff asked me to chair an independent review into the reserve forces, I leapt at the opportunity. For over 32 years, the Army Reserve has been an integral part of my life and perhaps the one constant of my adult years. Like many fellow reservists, my service has been part of a fairly consistent juggling act between the competing demands of a hectic professional career, private life and soldiering. In writing this foreword I recognise that so much has changed. Rather than looking ‘down and in’ at the use of The reserves have evolved from almost entirely reserves by the single services, we have been contingent forces – that trained at weekends tasked with looking ‘up and out’. and annual camps, recruited locally, and were At its heart, this Reserve Forces Review 2030 encapsulated by names such as ‘Territorial (RF30) is about people and skills, and how Army’ and ‘Royal Auxiliary Air Force’ – to the Defence, industry, government and wider reserve forces we have today across all three society can share them. -
Defence & Public Protection
UCD Career Development Centre DEFENCE & PUBLIC PROTECTION Sector Background An Garda Síochána Policing is a challenging and exciting role and one which continually presents new and interesting experiences. Modern policing entails much more than crime fighting. Reducing the fear of crime and working in partnership with communities are the keys to making a positive difference and improving quality of life for all citizens. Members of An Garda Síochána operate on the front line, supporting victims and witnesses, providing reassurance and instilling confidence. They are also in a position to make a proactive contribution to an area, building relationships and trust within the community. The career presents opportunities to work in a wide variety of fields including Community Policing, Traffic Control and Regulation, Public Order, Detective Duties, Organised Crime, Fraud and Drugs Offences. The Defence Forces The role of the Defence Forces is to defend the state, aid the civil power participating in United Nations missions overseas and provide a fishery protection service. The Defence Forces may be called on by Government to perform other duties in times of emergency. The Defence Forces includes the Permanent Defence Force and the Reserve Defence Force. The Permanent Defence Force ● The Army ● The Air Corps ● The Naval Service The Air Corps is the air component of the Defence Forces with its base and headquarters at Casement Aerodrome in Baldonnel, Co. Dublin. The Naval Service is the maritime component of the Defence Forces with its base and headquarters located in Haulbowline, Co. Cork. The Naval Service is also the principal seagoing agency of the state and is primarily responsible for Maritime Defence and Fishery Protection but also contributes to the State’s law enforcement, search and rescue and emergency response capability. -
The United States Atomic Army, 1956-1960 Dissertation
INTIMIDATING THE WORLD: THE UNITED STATES ATOMIC ARMY, 1956-1960 DISSERTATION Presented in Partial Fulfillment of the Requirements for the Degree Doctor of Philosophy in the Graduate School of The Ohio State University By Paul C. Jussel, B.A., M.M.A.S., M.S.S. * * * * * The Ohio State University 2004 Dissertation Committee Approved by Professor Allan R. Millett, Advisor Professor John R. Guilmartin __________________ Professor William R. Childs Advisor Department of History ABSTRACT The atomic bomb created a new military dynamic for the world in 1945. The bomb, if used properly, could replace the artillery fires and air-delivered bombs used to defeat the concentrated force of an enemy. The weapon provided the U.S. with an unparalleled advantage over the rest of the world, until the Soviet Union developed its own bomb by 1949 and symmetry in warfare returned. Soon, theories of warfare changed to reflect the belief that the best way to avoid the effects of the bomb was through dispersion of forces. Eventually, the American Army reorganized its divisions from the traditional three-unit organization to a new five-unit organization, dubbed pentomic by its Chief of Staff, General Maxwell D. Taylor. While atomic weapons certainly had an effect on Taylor’s reasoning to adopt the pentomic organization, the idea was not new in 1956; the Army hierarchy had been wrestling with restructuring since the end of World War II. Though the Korean War derailed the Army’s plans for the early fifties, it returned to the forefront under the Eisenhower Administration. The driving force behind reorganization in 1952 was not ii only the reoriented and reduced defense budget, but also the Army’s inroads to the atomic club, formerly the domain of only the Air Force and the Navy. -
Applying Traditional Military Principles to Cyber Warfare
2012 4th International Conference on Cyber Confl ict Permission to make digital or hard copies of this publication for internal use within NATO and for personal or educational use when for non-profi t or non-commercial C. Czosseck, R. Ottis, K. Ziolkowski (Eds.) purposes is granted providing that copies bear this notice and a full citation on the 2012 © NATO CCD COE Publications, Tallinn first page. Any other reproduction or transmission requires prior written permission by NATO CCD COE. Applying Traditional Military Principles to Cyber Warfare Samuel Liles Marcus Rogers Cyber Integration and Information Computer and Information Operations Department Technology Department National Defense University iCollege Purdue University Washington, DC West Lafayette, IN [email protected] [email protected] J. Eric Dietz Dean Larson Purdue Homeland Security Institute Larson Performance Engineering Purdue University Munster, IN West Lafayette, IN [email protected] [email protected] Abstract: Utilizing a variety of resources, the conventions of land warfare will be analyzed for their cyber impact by using the principles designated by the United States Army. The analysis will discuss in detail the factors impacting security of the network enterprise for command and control, the information conduits found in the technological enterprise, and the effects upon the adversary and combatant commander. Keywords: cyber warfare, military principles, combatant controls, mechanisms, strategy 1. INTRODUCTION Adams informs us that rapid changes due to technology have increasingly effected the affairs of the military. This effect whether economic, political, or otherwise has sometimes been extreme. Technology has also made substantial impacts on the prosecution of war. Adams also informs us that information technology is one of the primary change agents in the military of today and likely of the future [1]. -
Introduction to Army Leadership
8420010_LT1_p002-015 8/14/08 1:31 PM Page 2 Leadership Track Section 1 INTRODUCTION TO ARMY LEADERSHIP Key Points 1 What Is Leadership? 2 The Be, Know, Do Leadership Philosophy 3 Levels of Army Leadership 4 Leadership Versus Management 5 The Cadet Command Leadership Development Program e All my life, both as a soldier and as an educator, I have been engaged in a search for a mysterious intangible. All nations seek it constantly because it is the key to greatness — sometimes to survival. That intangible is the electric and elusive quality known as leadership. GEN Mark Clark 8420010_LT1_p002-015 8/14/08 1:31 PM Page 3 Introduction to Army Leadership ■ 3 Introduction As a junior officer in the US Army, you must develop and exhibit character—a combination of values and attributes that enables you to see what to do, decide to do it, and influence others to follow. You must be competent in the knowledge and skills required to do your job effectively. And you must take the proper action to accomplish your mission based on what your character tells you is ethically right and appropriate. This philosophy of Be, Know, Do forms the foundation of all that will follow in your career as an officer and leader. The Be, Know, Do philosophy applies to all Soldiers, no matter what Army branch, rank, background, or gender. SGT Leigh Ann Hester, a National Guard military police officer, proved this in Iraq and became the first female Soldier to win the Silver Star since World War II. Silver Star Leadership SGT Leigh Ann Hester of the 617th Military Police Company, a National Guard unit out of Richmond, Ky., received the Silver Star, along with two other members of her unit, for their actions during an enemy ambush on their convoy. -
Lieutenant Colonel Donyeill (Don) A. Mozer US Army, Regular Army Cell
Lieutenant Colonel Donyeill (Don) A. Mozer U.S. Army, Regular Army Cell: 785-375-6055 [email protected] or [email protected] Objective Complete Doctorate in Interdisciplinary Health Sciences at University of Texas at El Paso. Summary of Personal Qualifications Donyeill “Don” Mozer is a career Army officer with 20 years of active duty leadership experience in the US Army. He additionally has 5 years of prior service as an enlisted Soldier in the US Army Reserves. He was able to overcome an adverse childhood to become a successful leader in the military. He has held numerous leadership and staff officer positions throughout his career and has extensive operational and combat experience through deployments to Afghanistan, Iraq, Kuwait, and South Korea. Donyeill Mozer also spent two years teaching military science at the United States Military Academy and was The Army ROTC Department Head and Professor of Military Science at McDaniel College in Westminster, MD (which also included the ROTC programs at Hood College and Mount Saint Mary’s University. LTC Mozer earned a BA degree in Sociology from University of North Carolina at Charlotte and Masters in Public Administration from CUNY John Jay College. His military education includes the Infantry Basic Officers Leaders Course, Logistics Captains Career Course, Airborne School, Ranger School, and Intermediate Level Education. In 2011, he participated in a summer program where he studied genocide prevention in Poland with the University of Krakow. Civilian Education City University of New York at John Jay College MPA – Public Administration 2009 NYC, New York University of North Carolina at Charlotte B.A. -
The Active-Duty Officer Promotion and Command Selection Processes
Issue Paper #34 Promotion Version 3 The Active-Duty Officer Promotion and Command Selection Processes Considerations for Race/Ethnicity and Gender MLDC Research Areas 1 Definition of Diversity Abstract gender. The MLDC in turn requested that the military Services and the Coast Guard Legal Implications Two MLDC charter tasks directed the com- describe their promotion and command selec- Outreach & Recruiting missioners to evaluate whether the officer tion processes so that the MLDC could study promotion and command selection systems whether certain features of these systems Leadership & Training provide fair opportunities to both men and might affect the selection of officers based on Branching & Assignments women and members of all race/ethnicity their race/ethnicity or gender. A summary of groups. Using Service briefings and other the presentations from the fall 2009 and win- Promotion information provided to the MLDC, this ter 2010 MLDC meetings, along with relevant Retention Issue Paper (IP) describes key features of material provided by the Services after the meetings, is presented.2 Implementation & the promotion and command selection proc- Accountability esses and discusses how they may accentu- There are three main ways in which ate or mitigate the potential for bias in the promotion and command opportunities may Metrics selection of officers for promotion or com- be unfair. First, a lack of fairness may develop National Guard & Reserve mand. Overall, the promotion and command before officers are actually evaluated for selection board processes include a number promotion or command selection; this occurs of features that attempt to impart fairness if race/ethnicity or gender affects the assign- and to mitigate the impact of bias on the ment of officers to key positions that enhance part of an individual board member.