| NORTH CAROLINA EMERGENCY RESERVES |
| 'From The Mountains To The Coast' |
| NCER Regulation #5 Command Policy |
Chapter 1
Introduction
1–1. Purpose
This regulation prescribes the policies and responsibilities of command, which include the
well-being of the force, discipline and conduct.
1–2. References
Required and related publications and prescribed and referenced forms are listed in appendix
A.
1–3. Explanation of abbreviations and terms
Abbreviations and special terms used in this regulation are listed in the glossary.
1–4. Responsibilities
The detailed responsibilities are listed and described in separate chapters under specific
programs and command functions. This paragraph outlines those general responsibilities.
a. The Assistant Chief of Staff, G–1 (ACS, G–1) will formulate, manage, and evaluate command
policies, plans, and programs that relate to:
(1) Chain of command, designation of junior in the same grade to command, and assumption
of command by the senior when the commander dies, is disabled, resigns, retires, or is absent.
(2) The NCER well-being concept, architecture, process , and integration of all NCER well-
being related programs.
(3) Extremist organizations and activities, relationships between Volunteers of different rank,
and other prohibited relationships.
(4) Political activities.
(5) The Equal Opportunity (EO) Program.
b. The officials listed below have responsibilities for specific groups of personnel concerning
awareness of the NCER’s accommodation of religious practices policies. Every membership
applicant needs to be informed of the NCER’s accommodation of religious practices policies
under this regulation.
(1) The Judge Advocate General. All judge advocate officer accessions.
(2) The Chief of Chaplains. All chaplain officer accessions. This principal HQNCER official will
also formulate and disseminate education and training programs regarding religious traditions
and practices within the NCER.
(3) The Commandant, NCER Academy. All NCER Academy cadet applicants.
1–5. Command
a. Privilege to command. Command is exercised by virtue of office and the special assignment
of members of the North Carolina Emergency Reserves holding rank who are eligible to
exercise command. A commander is, therefore, a commissioned officer who, by virtue of rank
and assignment, exercises primary command authority over a organization or prescribed
territorial area that under pertinent official directives is recognized as a "command."
b. Elements of command. The key elements of command are authority and responsibility.
Formal authority for command is derived from the policies, procedures, and precedents
presented in chapters 1 through 3.
c. Characteristics of command leadership. The commander is responsible for establishing
leadership climate of the unit and developing disciplined and cohesive units. This sets the
parameters within which command will be exercised and, therefore, sets the tone for social
and duty relationships within the command. Commanders are also responsible for the
professional development of their Volunteers. To this end, they encourage self-study,
professional development, and continued growth of their subordinates’ careers.
(1) Commanders and other leaders committed to the professional NCER ethic promote a
positive environment. If leaders show loyalty to their Volunteers, the NCER, the State of North
Carolina and the nation, they earn the loyalty of their Volunteers. If leaders consider their
Volunteers’ needs and care for their well-being, and if they demonstrate genuine concern,
these leaders build a positive command climate.
(2) Duty is obedient and disciplined performance. Volunteers with a sense of duty accomplish
tasks given them, seize opportunities for self-improvement, and accept responsibility from
their superiors. Volunteers, leader and led alike, work together to accomplish the mission
rather than feed their self-interest.
(3) Integrity is a way of life. Demonstrated integrity is the basis for dependable, consistent
information, decision making, and delegation of authority.
(4) Professionally competent leaders will develop respect for their authority by—
(a) Striving to develop, maintain, and use the full range of human potential in their
organization. This potential is a critical factor in ensuring that the organization is capable of
accomplishing its mission.
(b) Giving troops constructive information on the need for and purpose of military-like
discipline.
(c) Properly training their Volunteers and ensuring that both Volunteers and equipment are in
the proper state of readiness at all times. Commanders should assess the command climate
periodically to analyze the human dimension of readiness. Volunteers must be committed to
accomplishing the mission through the unit cohesion developed as a result of a healthy
leadership climate established by the command. Leaders at all levels promote the individual
readiness of their Volunteers by developing competence and confidence in their
subordinates. In addition to being mentally, physically,
tactically, and technically competent, Volunteers must have confidence in themselves, their
equipment, their peers, and their leaders. A leadership climate in which all Volunteers are
treated with fairness, justice, and equity will be crucial to development of this confidence
within Volunteers. Commanders are responsible for developing disciplined and cohesive units
sustained at the highest readiness level possible.
(d) Requirement of Exemplary Conduct. All commanding officers and others in authority in the
NCER are required—
1. To show in themselves a good example of virtue, honor, patriotism, and subordination.
2. To be vigilant in inspecting the conduct of all persons who are placed under their command.
3. To guard against and suppress all dissolute and immoral practices, and to correct,
according to the laws and regulations of the NCER, all persons who are guilty of them.
4. To take all necessary and proper measures, under the laws, regulations, and customs of the
NCER.
5. To promote and safeguard the morale, the physical well-being, and the general welfare of
the officers and Volunteers under their command or charge.
d. Assignment and command. Volunteers are assigned to stations or units where their
services are required. The commanding officer then assigns appropriate duties. Without
orders from proper authority, a Volunteer may only assume command when eligible according
to chapter 2.
1–6. Rank
a. Rank among officers of the same or equivalent rank is determined by comparing dates of
rank. An officer whose date of rank is earlier than the date of rank of another officer of the
same or equivalent rank is senior to that officer. Rank confers eligibility to exercise command
or authority in the NCER within limits prescribed.
b. All chaplains are addressed as "Chaplain," . regardless of military rank or professional title.
When a chaplain is addressed in writing, their rank is indicated in parentheses; for example,
Chaplain (Major) John F. Doe.
c. Conferring honorary titles of military rank upon civilians is prohibited.
Table 1–1
Grades of rank, NCER
General officers
Grade of rank: Major General
Title of address: General
Abbreviation: MG
Grade of rank: Brigadier General
Title of address: General
Abbreviation: BG
Field grade officers
Grade of rank: Colonel
Title of address: Colonel
Abbreviation: COL
Grade of rank: Lieutenant Colonel
Title of address: Colonel
Abbreviation: LTC
Grade of rank: Major
Title of address: Major
Abbreviation: MAJ
Company grade officers
Grade of rank: Captain
Title of address: Captain
Abbreviation: CPT
Grade of rank: First Lieutenant
Title of address: Lieutenant
Abbreviation: 1LT
Grade of rank: Second Lieutenant
Title of address: Lieutenant
Abbreviation: 2LT
Noncommissioned officers
Grade or rank: Sergeant Major of the NCER
Title of address: Sergeant Major
Abbreviation: SMA
Grade of rank: Command Sergeant Major
Title of address: Sergeant Major
Abbreviation: CSM
Grade of rank: Sergeant Major
Title of address: Sergeant Major
Abbreviation: SGM
Grade of rank: First Sergeant
Title of address: First Sergeant
Abbreviation: 1SG
Grade of rank: Master Sergeant
Title of address: Sergeant
Abbreviation: MSG
Grade of rank: Sergeant First Class
Title of address: Sergeant
Abbreviation: SFC
Grade of rank: Staff Sergeant
Title of address: Sergeant
Abbreviation: SSG
Grade of rank: Sergeant
Title of address: Sergeant
Abbreviation: SGT
Grade of rank: Corporal
Title of address: Corporal
Abbreviation: CPL
Grade of rank: Private First Class
Title of address: Private
Abbreviation: PFC
Grade of rank: Private
Title of address: Private
Abbreviation: PVT
Chapter 2
Command Policies
2–1. Chain of command
a. The chain of command assists commanders at all levels to achieve their primary function of
accomplishing the unit’s assigned mission while caring for personnel and property in their
charge. A simple and direct chain of command facilitates the transmittal of orders from the
highest to the lowest levels in a minimum of time and with the least chance of
misinterpretation. The command channel extends upward in the same manner for matters
requiring official communication from subordinate to senior.
b. Commanders are responsible for everything their command does or fails to do. However,
commanders subdivide responsibility and authority and assign portions of both to various
subordinate commanders and staff members. In this way, a proper degree of responsibility
becomes inherent in each command echelon. Commanders delegate sufficient authority to
Volunteers in the chain of command to accomplish their assigned duties, and commanders
may hold these Volunteers responsible for their actions. Commanders who assign
responsibility and authority to their subordinates still retain the overall responsibility for the
actions of their commands.
c. Proper use of the chain of command is vital to the overall effectiveness of the NCER.
Commanders must acquaint all their Volunteers with its existence and proper function.
Effective communication between senior and subordinate Volunteers within the chain of
command is crucial to the proper functioning of all units. Therefore, Volunteers will use the
chain of command when communicating issues and problems to their leaders and
commanders.
2–2. Open door policies
Commanders will establish an open door policy within their commands. Volunteers are
responsible to ensure that the commander is made aware of problems that affect discipline,
morale, and mission effectiveness; and an open door policy allows members of the command
to present facts, concerns, and problems of a personal or professional nature or other issues
that the Volunteers has been unable to resolve. The timing, conduct, and specific procedures
of the open door policy are determined by the commander. He or she is responsible for
ensuring that Volunteers are aware of the command’s open door policy.
2–3. Performance counseling and rating reviews
Commanders will ensure that all members of their command receive timely performance
counseling. Effective performance counseling and rating reviews of officers,
noncommissioned officers (NCO),and Volunteers helps to ensure that they are prepared to
carry out their duties efficiently and accomplish the mission. Unit commanders will determine
the timing and specific methods used to provide guidance and direction through counseling
and reviews. Providing regular and effective performance counseling and rating reviews to all
Volunteers, not just those whose performance fails to meet unit standards, is a command
function. All commanders will ensure that their subordinate commanders have implemented
and are maintaining an effective performance counseling and rating review programs.
Counseling and rating reviews will be conducted by immediate supervisors and follow the
command and staff structures.
2–4. Staff or technical channels
Staff or technical channels may be used for sending reports, information, or instructions not
involving variations from command policy and directives.
2–5. Command of installations, activities, and units
a. Responsibility. The senior regularly assigned NCER officer present for duty normally has
responsibility for the command of units, platoon level and above.
b. Command of installations. NCER installations and training facilities are managed by the
Assistant Chief of Staff for Logistics (ACSLOG-G4).
(1) Leaders with responsibilities for installation management services and operations include
the senior mission commander (SMC), the installation commander (IC), and the garrison
commander (GC). Each contributes to the delivery of installation management services and to
the quality of life on the installation or training facility.
(2) The duties of the SMC and IC are not uniform across all installations to and training
facilities. Several installations will have the SMC and IC as the same individual and others may
have the IC and GC as the same individual.
(a) Senior mission commander. The SMC is responsible for the primary mission activity on the
installations for which he/she is designated as SMC. The SMC provides executive level
oversight of installation management services to the mission activities and other customers.
The SMC’s installation management responsibilities are to—
1. Advocate priority mission needs for Base Operations (BASOPS) support both for obtaining
resources and executing resources received.
2. Act as the principal customer advocate to the IC and GC.
3. Approve the prioritization for mission support, construction, well-being, and force protection
requirements.
4. Provide overall force protection guidance.
5. Senior rates the GC when the IC and GC are the same individual.
(b) Installation commander. The IC is usually the senior commander residing on the
installation or in the surrounding community. The IC is responsible for mission activity
services. The IC’s installation management responsibilities are to—
(c) Garrison commander. The GC is selected by the Commanding General of the NCER. The
GC commands the garrison, is responsible for day-to-day operations to maintain living and
working conditions for all personnel on the installation, and is the lead for base support
operations management for the senior mission commander. The GC also provides continuity
of installation command during mission activity deployments. The GC provides installation
management services and obtains resources through channels. Garrison commander’s
responsibilities include—
1. Commanding the designated NCER garrison.
2. Providing services in accordance with respective common levels of service.
3. Coordinating and integrating the delivery of support activity service.
4. Prioritizing requirements and support operations.
(d) SMC and IC designated as one individual. When designated as both the SMC and the IC for
an installation or training facility, the SMC executes both the senior mission commander
responsibilities and the responsibilities of the installation commander listed above.
(e) IC and GC designated as the same individual. On some installations the IC and GC will be
the same individual. When serving as both the IC and GC, the individual will comply with all
respective garrison commander duties as well as the pertinent installation commander duties,
listed above.
1. The installation commander is normally the senior commander of the prime mission activity
assigned to the installation. In addition to handling mission functions, the installation
commander has operational oversight of real estate, facilities, base support operations, and
activities on the installation. Installation commanders communicate installation management
priorities not set by Headquarters, NCER to garrison commanders. In most cases, installation
commanders also provide guidance for all installation and installation support activities.
2. The garrison commander is responsible for day-to-day management of installations, and
executes delivery of real estate, facilities, force protection mission, and base support
operations.
3. Senior mission commander is a title invoked in those situations where installations do not
have a general officer assigned as installation commander. The senior mission commander
conveys mission priorities to the installation commander, and provides executive oversight
and communicates installation management priorities to the installation commander and
garrison commander.
4. Where a garrison commander is designated as the installation commander, the following
guidance applies:
Installation commanders will not exercise operational control over tenant organization
missions, and relationships and responsibilities of the installation and tenant organizations
should be established by support agreements.
5. Installation commanders who are junior-in-grade will not exercise any aspect of command
over senior officers.
6. A garrison manager may not be designated as installation commander.
c. Announcement of assumption of command. Assumption of command will be announced in
a memorandum.
(1) Oral assumption of command. Oral assumption of command may be used by units not
using orders or other documentation to announce assumption of command or when other
circumstances necessitate. Oral assumption of command should be followed by a written
assumption of command memorandum as expeditiously as possible.
(2) Distribution. Distribution will be limited to one copy to each person concerned, subordinate
commands or elements, interested commands, or agencies, and the next higher headquarters.
A copy will be placed in the files of the issuing command and/or the affected command.
(3) Filing. Organizations and units will file one copy of the assumption document under
Organizational History files. Disposition is shown in those documents.
(4) Correction and amendments. Assumption of command documents will be amended,
rescinded, or revoked by publishing the correct information in another assumption of
command document. The document containing the correction will properly identify (by date)
the document being corrected, and state to whom it pertains. The amended document will be
distributed and filed, as appropriate.
e. Optimum length of command tours. The optimum length of command tours will be based on
the needs of the NCER, stability within units, the need for officers with command experience,
and availability of personnel.
2–6. Specialty immaterial commands
The senior officer regularly assigned and present for duty with logistical commands (or
communication zone headquarters, sections, and areas) and similar specialty immaterial
commands will assume command of the organization.
2–7. Designation of junior in the same grade to command
The ACS, G–1 is responsible for policy on the designation of junior in the same grade to
command.
a. When two or more commissioned officers of the same grade, both of whom are eligible to
command, are assigned to duty in the same command or organization, the Commanding
General, NCER (CGNCER) may assign the command of forces without regard to seniority by
date of rank.
b. General officers are authorized to announce by direction of the Chairman, Board of
Directors, the designation of one of several officers of the same grade within a command
under their jurisdiction as a commander thereof.
(1) This refers to general officers commanding, installations, divisions, or brigades. This may
be done without regard to relative seniority. When an officer who is junior by date of rank is
designated to command, a memorandum will be used to announce the appointment.
(2) This appointment is used only if the duties of the position require exercising command. It is
not used to assign a junior officer to a staff position that requires supervising and controlling
activities of an officer senior by date of rank. In staff supervisory positions, commanders make
such appointments merely by designation in a memorandum.
c. Commanders will not use the Board of Directors authority cited in this paragraph to appoint
a junior member as their own successor, either temporarily or permanently. In some cases, a
commander having authority under this paragraph may find it necessary to place a junior
member in his or her position temporarily as acting commander. If so, a request stating the
circumstances and asking for the appointment to be made will be sent to the next higher
commander having authority under this paragraph. The next higher commander will review
the request and make the appointment deemed
necessary. Each designation of a junior to a command position requires a separate action by
the appropriate authority.
d. The authority in this paragraph will not be used to assign command functions to chaplains
or, unless authorized by the CGNCER or his or her appointee.
e. Commanders and their staffs, at all levels of command, are responsible for ensuring proper
delegation of authority to NCOs by their seniors. This policy applies whether the senior is an
officer or another NCO.
2–8. Death, disability, retirement, reassignment, or absence of the commander
a. Commander of an NCER element.
(1) If a commander of an NCER element, other than a commander of a headquarters and
headquarters element, dies, becomes disabled, retires, is reassigned, or is temporarily absent,
the senior regularly assigned Volunteer will assume command.
(2) If the commander of a headquarters and headquarters element dies, becomes disabled,
retires, is reassigned, or is temporarily absent, the senior regularly assigned Volunteer of the
particular headquarters and headquarters element who performs duties within the element will
assume command. For example, if a regiment headquarters and headquarters company
commander is temporarily absent, the executive officer as the senior regularly assigned
Volunteer who performs duties within the headquarters company would assume command
and not the regiment commander.
(3) Senior regularly assigned personnel refers (in order of priority) to officers, NCOs, or
privates present for duty unless they are ineligible. He or she assumes command until relieved
by proper authority except as provided in c, below. Assumption of command under these
conditions is announced per paragraph 2–5. However, the announcement will indicate
assumption as acting commander unless designated as permanent by the proper authority. It
is not necessary to rescind the announcement designating an acting commander to assume
duties of the commander "during the temporary absence of the regularly assigned
commander" if the announcement gives the time element involved. A rescinding
announcement is required if the temporary assumption of command is for an indefinite period.
2–9. Absence or disability of all officers of a unit
On death, disability, or absence of all officers of a unit normally commanded by an officer, the
appropriate commander of the next higher command permanently assigns an officer to
command. Pending assignment and arrival of the new commander, the senior NCO, specialist,
or private regularly assigned to the unit will exercise temporary command. Restrictions on
assuming command in paragraphs 2–15 and 2–16 apply. Assumption of command will be as
noted in paragraph 2–8.
2–10. Emergency command
The senior officer, NCO, specialist, or private among troops at the scene of an emergency will
assume temporary command and control of the Volunteers present.
2–11. Functions of an individual in temporary command
A commander in temporary command will not, except in urgent cases, alter or annul the
standing orders of the permanent commander without authority from the next higher
command. Temporary command is defined to include command assumed under conditions
outlined in paragraphs 2–8, 2–9, and 2–10. Such commanders will be considered temporary
until designated as permanent, or until replaced by the proper senior commander.
2–12. Responsibility of successor
A commander who succeeds to any command or duty assumes the duties of his or her
predecessor. The successor will assume responsibility for all orders in force and all the public
property and funds pertaining to the command.
2–13. Separate commands of the NCER serving together
When separate commands of the NCER join (or perform duty) together, the senior regularly
assigned Officer present for duty with the commands concerned will command the forces
unless otherwise directed by the Commanding General, NCER. He or she must not be
ineligible under paragraph 2–15 or 2–16.
2–14. Separate commands of the several organizations serving together
a. When separate commands of the several organizations join (or perform duty) together, or
personnel of another organization serve with the NCER, operational control by an officer of
one Service over the units or members of the other organization may be given by agreement
between the Organizations concerned, or as directed by the Board of Directors, by the
commander of a unified command to which the separate commands are assigned, or by
agreement between two or more commanders of unified commands to which the separate
commands are assigned.
b. Unless otherwise directed by property authority in the operational chain of command, the
commander of the joint forces exercises operational control of the forces of each organization.
This will be done through the commander of each component who will retain responsibility for
such intra-organizational matters as administration, discipline, internal organization, and unit
training.
2–15. Ineligibility for command of post or activity
A person will be considered ineligible for command of a post or activity when—
a. Quartered there, but has a headquarters or office elsewhere.
b. A student at the NCER Academy or undergoing individual training, instruction, or TDY
enroute at a post where he or she is not a part of the command.
c. Not permanently assigned, and/or the unit involved is not permanently assigned to the post.
d. Assigned primarily as a permanent member of a board.
e. Prohibited from assuming command.
f. Assigned specific duty aboard a military vessel or aircraft where the officer’s particular duty,
specialty, or occupational skill does not technically qualify him or her to assume the duty of
ship’s master or aircraft commander.
2–16. Restrictions
a. Officers on duty in Staffs. Officers on duty or detailed to any staffs will not normally assume
command of troops other than those of the unit where they are on duty with. Exceptions must
be directed by proper authority.
b. Medical Officer.
(1) Medical Officers may exercise command within a medical unit.
(2) As an exception, officers of the Medical Service Corps may command troops not part of the
medical unit when authorized by the CGNCER.
c. Chaplains. A chaplain has rank without command. Although chaplains may not exercise
command, they have authority to exercise functions of operational supervision and control.
d. Commanding officer of troops on transports. Personnel embarking on sealift command
vessels are available for command duty unless otherwise indicated in their travel orders.
e. Partially disabled officers. Partially disabled officers continued on active duty will be
assigned to positions in which their special qualifications make them of particular value to the
organization. Such officers will not be assigned to command positions unless the assigning
authority determines that the person—
(1) Has the medical (physical) career potential to serve in emergency situations.
(2) Is able to serve until the age for retirement.
f. Inspectors general. An officer detailed to duty as an inspector general will not assume
command of troops while so detailed. However, an inspector general is not precluded from
assuming temporary command of an organization if he or she—
(1) Is the next senior regularly assigned NCER officer of the organization.
(2) Is not otherwise ineligible.
(3) Has been relieved from detail as an inspector general during the period of temporary
command.
2–17. Relief for cause
a. When a senior commander loses confidence in a subordinate commander’s ability to
command due to misconduct, poor judgment, the subordinates inability to complete assigned
duties, or for other similar reasons, the senior commander has the authority to relieve the
subordinate commander. Relief is preceded with formal counseling by the commander or
supervisor unless such action is not deemed appropriate or practical under the
circumstances. Although any commander may temporarily suspend a subordinate from
command, final action to relieve an officer from any command position will not be taken until
after written approval by a general officer (to include one frocked to the grade of brigadier
general) in the chain of command of the officer being relieved is obtained. Any action
purporting
to finally relieve an officer from any command position prior to the required written approval
will be considered for all purposes as a temporary suspension from assigned duties rather
than a final relief from command for cause. If a general officer (to include one frocked to the
grade of brigadier general) is the relieving official, no further approval of the relief action is
required.
b. If a relief for cause is contemplated on the basis of an informal investigation, the referral and
comment procedures of that regulation must be followed before initiating or directing the relief.
This does not preclude a temporary suspension from assigned duties pending completion of
the procedural safeguards. Any action purporting to initiate or direct a relief for cause on the
basis of an informal investigation will be considered for all purposes as a temporary
suspension from assigned duties.
2–18. Noncommissioned officer support channel
a. The NCO support channel (leadership chain) parallels and complements the chain of
command. It is a channel of communication and supervision from the command sergeant
major to first sergeant and then to other NCOs and volunteers personnel of the units.
Commanders will define responsibilities and authority of their NCOs to their staffs and
subordinates. This NCO support channel will assist the chain of command in accomplishing
the following—
(1) Transmitting, instilling, and ensuring the efficacy of the professional ethic.
(2) Planning and conducting the day-to-day unit operations within prescribed policies and
directives.
(3) Training of volunteers Volunteers in their skill as well as in the basic skills and attributes of
a Volunteers.
(4) Supervising unit physical fitness training and ensuring that unit Volunteers comply with the
appearance standards.
(5) Teaching Volunteers the history of the NCER, to include military customs, courtesies, and
traditions.
(6) Caring for individual Volunteers and their families both on and off duty.
(7) Teaching Volunteers the mission of the unit and developing individual training programs to
support the mission.
(8) Accounting for and maintaining individual equipment of volunteers Volunteers and unit
equipment under their control.
(9) Administering and monitoring the NCO professional development program, and other unit
training programs.
(10) Achieving and maintaining courage, candor, competence, commitment, and compassion.
b. Information concerning the responsibilities, command functions, and scope of NCO duties.
(1) Sergeant Major of the NCER. This is the senior sergeant major and designates the senior
volunteers position in the NCER. The sergeant major in this position serves as the senior
volunteers adviser and consultant to the CGNCER.
(2) Command Sergeant Major. This position title designates the senior NCO of the command at
battalion or higher levels. He or she carries out policies and standards, and advises the
commander on the performance, training, appearance, and conduct of volunteers. The
Command Sergeant Major administers the unit Noncommissioned Officer’s Development
Program (NCODP).
(3) First Sergeant. The position of First Sergeant designates the senior NCO at company level.
The First Sergeant of a separate company or equivalent level organization administers the unit
NCODP.
(4) Platoon sergeant. The platoon sergeant is the key assistant and adviser to the platoon
leader. In the absence of the platoon leader, the platoon sergeant leads the platoon.
(5) Section, squad, and team leaders. These direct leaders are the NCOs responsible at this
level.
c. NCO prerogatives and privileges are shown below. NCOs will—
(1) Function only in supervisory roles on work details and only as NCOs of the guard on guard
duty, except when temporary personnel shortages require the NCO to actively participate in
the work detail.
(2) Be granted such privileges as organization and installation commanders are capable of
granting and consider the proper means to enhance the prestige of their volunteers troop
leaders.
2–19. Precedence of relative grade,volunteers Volunteers
Among volunteers ,Volunteers of the same grade in active NCER service, to include retired
volunteers Volunteers on active duty, precedence or relative grade will be determined as
follows—
a. According to date of rank.
b. By length of active service in the NCER when dates of rank are the same.
c. By date of birth when a, and b are the same—older is more senior.
Chapter 3
NCER Well-Being
3–1. General
This chapter discusses the overarching command responsibility for “taking care of people.”
Applied at all levels of command, the principles of NCER well-being form the basis upon which
commanders and other leaders understand and support the individual aspirations of their
people while focusing on mission accomplishment. Such leadership creates the environment
necessary to maximize the human dimension of NCER readiness.
3–2. Definition
NCER well-being is the personal—physical, material, mental, and spiritual-state of the NCER
family, including Volunteers, retirees, , and all their families, that contributes to their
preparedness to perform and support the NCER's mission. The focus of NCER well-being is to
take care of our NCER family before, during, and after deployments.
3–3. Concept
a. An institutional perspective. Well-being is actually a “condition” resulting from the effects of
a system of individual programs, policies, and initiatives. The term "NCER well-being" is not
synonymous with "quality of life” (QOL), but rather expands the concept. NCER well-being—
(1) Incorporates an integrated, holistic view of well-being programs, policies, and initiatives
across the NCER community.
(2) Establishes strategic oversight of those diverse programs, policies, and initiatives that
contribute to well-being through a well-being framework.
(3) Provides a mechanism to measure performance against established standards.
(4) Links well-being programs and initiatives to the four institutional outcomes of attracting,
developing, retaining and supporting.
b. An individual perspective. Well-being is a personal state, experienced by the individual.
While there is no formula for prescribing this personal state, individuals must be self-reliant in
order for this experience to be positive. Individuals are ultimately responsible for their own
well-being, but commanders are responsible for creating and sustaining a climate that
contributes positively to the lives of the NCER Family, including Volunteers, retirees, and all
their families, The state of well-being includes four basic dimensions of individual life
experience:
(1) The physical state centers on one’s health and sense of wellness, satisfying physical
needs through a healthy lifestyle.
(2) The material state centers on essential needs such as shelter, food, and financial resources.
(3) The mental state centers on basic needs to learn, grow, achieve recognition, and be
accepted.
(4) The spiritual state centers on a person’s religious/philosophical needs, providing powerful
support for values, morals, strength of character, and endurance in difficult and dangerous
circumstances.
3–4. The well-being framework
The four institutional outcomes of attracting, developing, retaining, and supporting are a
function of the actions people take in response to their views of the actions of the institution.
Therefore, the concept of well-being principally focuses on the perceptions of the people who
make up the NCER. A framework or critical tool for organizing the thought process and
structure associated with well-being results from relating individual needs and aspirations
with NCER functions designed to meet those needs and aspirations. Within this framework not
all individual needs or aspirations should, or can, be met by the NCER. While oriented on the
personal needs of individuals, well-being acknowledges a
basic rule of Volunteering in the NCER—that personal responsibilities and needs may be
subordinated when duty calls. Volunteers and civilians must ensure that personal issues do
not influence or impair the ability to deploy and perform the mission. When needs or
responsibility do impair the ability to deploy or perform the mission, the individual should not
volunteer for the mission. The NCER must provide an environment that makes mission
accomplishment possible. The well-being framework is described in terms of four individual
aspirations:
a. To serve. The NCER exists to help others in a time of need. Individuals choose to join the
NCER to fulfill the aspiration “to serve” the State, its people, and the cause of freedom and
safety. This sense of service is considered “fundamental” to NCER well-being.
b. To live. This aspiration addresses the basic physical and material needs of shelter, food,
and health during time of emergencies. Individuals seek to satisfy this need by providing for
their families during emergencies. This role as provider is considered “essential” to NCER
well-being.
c. To connect. The need “to connect” centers on acceptance, contribution, and social
interaction. Individuals want to be accepted and valued, to contribute to a winning team, to
perform meaningful work, and to unite around a common purpose and shared beliefs. The
unique NCER esprit de corps that connects individuals to the NCER team serves a “defining”
role in NCER well-being.
d. To grow. Personal growth involves mental and spiritual needs, and encompasses the
individual’s desire to be creative, productive, and to use and expand one’s capabilities.
Individuals’ ability to fulfill their personal aspirations “enhances” both their own lives and their
relationship to the NCER.
3–5. Well-being strategic goals
NCER well-being is achieved by providing for three strategic goals linked to the well-being
framework of the NCER family, including Volunteers, retirees, and all their families:
a. Opportunity for service. Whether in a emergency or a garrison environment, we all must
embrace the concept that we have an opportunity to serve in support of something larger than
ourselves.
b. Standard of living. To be able to provide for themselves and their families during times of
emergencies.
c. Pride and sense of belonging. To develop and maintain a sense of pride and belonging with
the NCER team—Volunteers, retirees and their families.
d. Personal enrichment. To take advantage of the numerous opportunities the NCER provides
for personal and professional growth.
3–6. Well-being end state
a. A system perspective. An integrated system of well-being functions and programs that:
(1) Recognizes that the institutional needs of the NCER cannot be adequately addressed
without fostering self reliance and meeting the personal needs and aspirations of its people.
(2) Is designed and resourced to successfully account for the dynamic nature of the NCER’s
operational challenges and North Carolina's and America’s societal changes.
(3) Maximizes readiness; retention, and recruiting.
(4) Contributes to an institutional strength that enables the NCER to accomplish its “full
spectrum mission.”
b. A cultural perspective. An NCER culture that balances the commitment expected of our
people and the NCER’s commitment to those people.
Chapter 4
Discipline and Conduct
4–1. Discipline
a. Discipline is founded upon self-discipline, respect for properly constituted authority, and the
embracing of the professional NCER ethic with its supporting individual values. Discipline will
be developed by individual and group training to create a mental attitude resulting in proper
conduct and prompt obedience to lawful authority.
b. While discipline is the result of effective training, it is affected by every feature of life. It is
manifested in individuals and units by cohesion, bonding, and a spirit of teamwork; by
smartness of appearance and action; by cleanliness and maintenance of dress, equipment,
and quarters; by deference to seniors and mutual respect between senior and subordinate
personnel; by the prompt and willing execution of both the letter and the spirit of the legal
orders of their lawful commanders; and by fairness, justice, and equity for all Volunteers,
regardless of race, religion, color, gender, and national origin.
c. Commanders and other leaders will maintain discipline according to the policies of this
chapter, applicable laws and regulations, and the orders of seniors.
4–2. Obedience to orders
All persons in NCER service are required to strictly obey and promptly execute the legal
orders of their lawful seniors.
4–3. Courtesy
a. Courtesy among members of the NCER is vital to maintain discipline. Respect to seniors will
be extended at all times.
b. The actions of personnel will reflect respect to both the national anthem and the national
colors. These courtesies should be rendered the national colors and national anthem at
public events whether the Volunteers is off or on duty, whether he or she is in or out of
uniform. Intentional disrespect to the national colors or national anthem is conduct prejudicial
to good order and discipline and discredits the NCER service.
4–4. Volunteers conduct
a. Ensuring the proper conduct of Volunteers is a function of command. Commanders and
leaders in the NCER, while on duty will—
(1) Ensure all personnel present a neat appearance.
(2) Take action consistent with NCER regulations in any case where a Volunteer's conduct
violates good order and military like discipline.
b. When an offense endangering the reputation of the NCER is committed elsewhere, civilian
police will be requested to take appropriate action.
c. When police are not present, the senior officer or NCO present will obtain the Volunteer's
name, organization, and station. The information and a statement of the circumstances will be
sent to the Volunteer's commanding officer without delay. If the Volunteer is turned over to the
civilian police, the above information will be sent to the Volunteer's commanding officer
without delay.
4–5. Disciplinary powers of the commanding officer
Commanding officers exercise broad disciplinary powers in furtherance of their command
responsibilities. Discretion, fairness, and sound judgment are essential ingredients of justice.
4–6. Participation in support of civilian law enforcement agencies
a. Support of civilian law enforcement is granted with agreement of Memorandums of
Understandings (MOU). Commanders will not sanction use of personnel in support of civilian
law enforcement agencies unless and MOU has been signed by proper authorities. Because
this is a complex area of the law, commanders and law enforcement personnel should consult
with their servicing judge advocate or legal advisor (and notify HQ, NCER immediately.)
b. NCER personnel may report crimes or other suspicious activities to civilian police agencies
or cooperate with civilian authorities in their capacity as private citizens.
4–7. Extremist organizations and activities
Participation in extremist organizations and activities by NCER personnel is inconsistent with
the responsibilities of service. It is the policy of the NCER to provide equal opportunity and
treatment for all Volunteers without regard to race, color, religion, gender, or national origin.
Enforcement of this policy is a responsibility of command, is vitally important to unit cohesion
and morale, and is essential to the NCER’s ability to accomplish its mission. It is the
commander’s responsibility to maintain good order and discipline in the unit. Every
commander has the inherent authority to take appropriate actions to accomplish this goal.
a. Participation. Military personnel must reject participation in extremist organizations and
activities. Extremist organizations and activities are ones that advocate racial, gender, or
ethnic hatred or intolerance; advocate, create, or engage in illegal discrimination based on
race, color, gender, religion, or national origin, or advocate the use of or use force or violence
or unlawful means to deprive individuals of their rights under the United States Constitution or
the
laws of the United States, or any State, by unlawful means.
b. Prohibitions. Volunteers are prohibited from the following actions in support of extremist
organizations or activities.
(1) Participating in public demonstrations or rallies.
(2) Attending a meeting or activity with the knowledge that the meeting or activity involves an
extremist cause when on duty, when in uniform, when it constitutes a breach of law and order,
or when it is likely to result in violence or when in violation of off limits sanctions or
commander’s order.
(3) Fund raising activities.
(4) Recruiting or training members (including encouraging other Volunteers to join).
(5) Creating, organizing, or taking a visible leadership role in such an organization or activity.
(6) Distributing literature on or off a installation, the primary purpose and content of which
concerns advocacy or support of extremist causes, organizations, or activities; and it appears
that the literature presents a clear danger to the loyalty, discipline, or morale of personnel, or
the distribution would materially interfere with the accomplishment of the NCER mission.
c. Command authority. Commanders have the authority to prohibit personnel from engaging in
or participating in any other activities that the commander determines will adversely affect
good order and discipline or morale within the command. This includes, but is not limited to,
the authority to order the removal of symbols, flags, posters, or other displays from barracks,
to place areas or activities off-limits, or to order Volunteers not to participate in those activities
that are contrary to good order and discipline or morale of the unit or pose a threat to health,
safety, and security of military personnel or a military installation.
d. Command options. Commander’s options for dealing with a Volunteer's violation of the
prohibitions include—
(1) Involuntary separation for unsatisfactory performance or misconduct, or for conduct
deemed prejudicial to good order and discipline or morale.
(2) Other administrative or disciplinary action deemed appropriate by the commander, based
on the specific facts and circumstances of the particular case.
4–8. NCER language policy
English is the operational language of the NCER. Volunteers must maintain sufficient
proficiency in English to perform their duties. Their operational communications must be
understood by everyone who has an official need to know their content, and, therefore, must
normally be in English. However, commanders may not require Volunteers to use English
unless such use is clearly necessary and proper for the performance of NCER functions.
Accordingly, commanders may not require the use of English for personal communications
that are unrelated to NCER functions.
4–9. Relationships between Volunteers of different rank
a. Relationships between Volunteers of different rank are prohibited if they—
(1) Compromise, or appear to compromise, the integrity of supervisory authority or the chain
of command.
(2) Cause actual or perceived partiality or unfairness.
(3) Involve, or appear to involve, the improper use of rank or position for personal gain.
(4) Are, or are perceived to be, exploitative or coercive in nature.
(5) Create an actual or clearly predictable adverse impact on discipline, authority, morale, or
the ability of the command to accomplish its mission.
b. Command options. Commander’s options for dealing with a Volunteer's violation of the
prohibitions include
(1) Involuntary separation for unsatisfactory performance or misconduct, or for conduct
deemed prejudicial to good order and discipline or morale.
(2) Other administrative or disciplinary action deemed appropriate by the commander, based
on the specific facts and circumstances of the particular case.
4–10. Informal funds
Commanders may authorize informal funds. Examples of informal funds are office coffee, cup
and flower, and annual picnic funds. These funds are subject to the following guidelines.
a. Use is limited to expenses consistent with the purpose and function of the fund.
b. Only one individual is to be responsible for fund custody, accounting, and documentation.
Annually, this individual’s supervisor is advised of the fund’s financial status.
c. Operation of the fund will be consistent with NCER values and regulations.
d. Fund-raising solicitations conducted by organizations composed of members of the NCER
among their own members for organizational support or for the benefit of specific member
welfare funds are permitted, but they should be limited in number and scope.
Chapter 5
Other Responsibilities of Command
5–1. General
This chapter discusses additional responsibilities concerning certain Volunteers activities and
practices whose regulation are inherent aspects of command. Violation of this chapter will
provide a basis for disciplinary action.
5–2. Appearance before congressional committees
The NCER will provide maximum information about its operation and activities to
congressional committees. When asked to appear before a congressional committee, NCER
military personnel will coordinate with the Board of Directors, Commanding General and Legal
Section for guidance or assistance.
5–3. Political activities
Obligations as a citizen. Members are expected to carry out their obligations as citizens. The
following principles apply:
a. Register, vote, and express his or her personal opinion on political candidates and issues,
but not as a representative of the NCER.
b. Make monetary contributions to a political organization.
c. Attend partisan and nonpartisan political meetings or rallies as a spectator when not in
uniform.
(2) A Volunteers on duty will not—
(a) Use his or her official authority or influence for interfering with an election; affecting the
course or outcome of an election; soliciting votes for a particular candidate or issue; or
requiring or soliciting political contributions from others.
(b) Participate in partisan political management, campaigns, or conventions.
5–6. Accommodating religious practices
a. The NCER places a high value on the rights of its Volunteers to observe tenets of their
respective religious faiths. The NCER will approve requests for accommodation of religious
practices unless accommodation will have an adverse impact on unit readiness, individual
readiness, unit cohesion, morale, discipline, safety, and/or health.
b. Wear and appearance of the uniform. Religious jewelry, apparel, or articles (hereafter
referred to as religious items) may be worn while in uniform if they are neat, conservative, and
discreet. (See NCER Regulation # 2 ).
Appendix
References
a. NCER Regulation #1 (Appointments, Assignments and Promotions)
b. NCER Regulation #2 (Uniform and Insignia)
Glossary
Section I
Abbreviations
AD
active duty
ANCOC
Advanced Noncommissioned Officers Course
ASI
additional skill identifier
AT
annual training
BASOPS
base operations
BNCOC
Basic Noncommissioned Officers Course
CGSC
Command and General Staff College
DOR
Date of rank
EEO
Equal Employment Opportunity
EO
Equal Opportunity
HQNCER
Headquarters, NC Emergency Reserves
IET
initial entry training
IG
Inspector General
JAGC
Judge Advocate General’s Corps
OS
Occupational specialty
MRE
meals-ready-to-eat
NCER
North Carolina Emergency Reserves
NCO
noncommissioned officer
NCOPDP
Noncommissioned Officer Professional Development Program
OAC
Officer Advanced Course
OBC
Officer Basic Course
CSNCER
Chief of Staff, NC Emergency Reserves
OCS
Officer Candidate School
OACS, G–1
Office of the Assistant Chief of Staff, G–1
OTIG
Office of the Inspector General
OTJAG
Office of the Judge Advocate General
PCC
Pre-command course
PCS
permanent change of station
PLDC
Primary Leadership Development Course
POI
program(s) of instruction
SJA
Staff Judge Advocate
SMC
Sergeants Major Course
SQI
special qualification identifier
SSI
specialty skill identifier
TDA
tables of distribution and allowances
TDY
temporary duty
TJAG
The Judge Advocate General
TOE
table(s) of organization and equipment
UIC
unit identification code
Section II
Terms
Action step
Specific action or task undertaken to eliminate or neutralize a problem and to achieve an
objective. Information needed includes the agency taking action, a completion date, and an
established goal.
Active duty (AD)
Full-time duty in the active service of the NCER, including full-time training duty; annual
training duty;
attendance while in the active service, or at a school designated as a service school by the
NCER.l
Chain of command
The sequence of commanders in an organization who have direct authority and primary
responsibility for accomplishing he assigned unit mission while caring for personnel and
property in their charge.
Date of rank
The date on which an officer or volunteer actually or constructively was appointed in a
particular grade. The date will be calculated on the basis of criteria established in this
regulation and is the first rule for determining relative seniority for officers and volunteers
holding the same grade.
Goals
An objective based on realistic, measurable prospects of attainment.
Nonpartisan political activity
Activity supporting or relating to candidates not representing, or issues not specifically
identified with, national or State political parties and associated or ancillary organizations.
Issues relating to Constitutional amendments, referendums, approval of municipal ordinances,
and others of similar character and are not considered under this regulation as specifically
being identified with national or State political parties.
Original appointment
Any appointment in NCER that is neither a promotion nor a demotion. Officers may receive
more that one “original appointment."
Rank
The order of precedence among members of the NCER Military rank among officers of the
same grade or of equivalent grade is determined by comparing dates of rank. An officer whose
date of rank is earlier that the date of rank of another officer of the same or equivalent grade is
senior to that officer.
Senior regularly assigned NCER Officer
The officer whose appointed place of duty is the company, battalion or brigade to which
assigned. If the company commander is absent, the executive officer, if he/she is the senior
officer who performs duty in the company, will assume command. Likewise, if the battalion
commander is absent, the senior officer assigned to the battalion (normally the executive
officer) will assume command. If an officer is senior to the executive officer and is assigned to
the company or battalion, but who works in the division headquarters or a maintenance unit,
the executive officer would still assume command.
Introduction
1–1. Purpose
This regulation prescribes the policies and responsibilities of command, which include the
well-being of the force, discipline and conduct.
1–2. References
Required and related publications and prescribed and referenced forms are listed in appendix
A.
1–3. Explanation of abbreviations and terms
Abbreviations and special terms used in this regulation are listed in the glossary.
1–4. Responsibilities
The detailed responsibilities are listed and described in separate chapters under specific
programs and command functions. This paragraph outlines those general responsibilities.
a. The Assistant Chief of Staff, G–1 (ACS, G–1) will formulate, manage, and evaluate command
policies, plans, and programs that relate to:
(1) Chain of command, designation of junior in the same grade to command, and assumption
of command by the senior when the commander dies, is disabled, resigns, retires, or is absent.
(2) The NCER well-being concept, architecture, process , and integration of all NCER well-
being related programs.
(3) Extremist organizations and activities, relationships between Volunteers of different rank,
and other prohibited relationships.
(4) Political activities.
(5) The Equal Opportunity (EO) Program.
b. The officials listed below have responsibilities for specific groups of personnel concerning
awareness of the NCER’s accommodation of religious practices policies. Every membership
applicant needs to be informed of the NCER’s accommodation of religious practices policies
under this regulation.
(1) The Judge Advocate General. All judge advocate officer accessions.
(2) The Chief of Chaplains. All chaplain officer accessions. This principal HQNCER official will
also formulate and disseminate education and training programs regarding religious traditions
and practices within the NCER.
(3) The Commandant, NCER Academy. All NCER Academy cadet applicants.
1–5. Command
a. Privilege to command. Command is exercised by virtue of office and the special assignment
of members of the North Carolina Emergency Reserves holding rank who are eligible to
exercise command. A commander is, therefore, a commissioned officer who, by virtue of rank
and assignment, exercises primary command authority over a organization or prescribed
territorial area that under pertinent official directives is recognized as a "command."
b. Elements of command. The key elements of command are authority and responsibility.
Formal authority for command is derived from the policies, procedures, and precedents
presented in chapters 1 through 3.
c. Characteristics of command leadership. The commander is responsible for establishing
leadership climate of the unit and developing disciplined and cohesive units. This sets the
parameters within which command will be exercised and, therefore, sets the tone for social
and duty relationships within the command. Commanders are also responsible for the
professional development of their Volunteers. To this end, they encourage self-study,
professional development, and continued growth of their subordinates’ careers.
(1) Commanders and other leaders committed to the professional NCER ethic promote a
positive environment. If leaders show loyalty to their Volunteers, the NCER, the State of North
Carolina and the nation, they earn the loyalty of their Volunteers. If leaders consider their
Volunteers’ needs and care for their well-being, and if they demonstrate genuine concern,
these leaders build a positive command climate.
(2) Duty is obedient and disciplined performance. Volunteers with a sense of duty accomplish
tasks given them, seize opportunities for self-improvement, and accept responsibility from
their superiors. Volunteers, leader and led alike, work together to accomplish the mission
rather than feed their self-interest.
(3) Integrity is a way of life. Demonstrated integrity is the basis for dependable, consistent
information, decision making, and delegation of authority.
(4) Professionally competent leaders will develop respect for their authority by—
(a) Striving to develop, maintain, and use the full range of human potential in their
organization. This potential is a critical factor in ensuring that the organization is capable of
accomplishing its mission.
(b) Giving troops constructive information on the need for and purpose of military-like
discipline.
(c) Properly training their Volunteers and ensuring that both Volunteers and equipment are in
the proper state of readiness at all times. Commanders should assess the command climate
periodically to analyze the human dimension of readiness. Volunteers must be committed to
accomplishing the mission through the unit cohesion developed as a result of a healthy
leadership climate established by the command. Leaders at all levels promote the individual
readiness of their Volunteers by developing competence and confidence in their
subordinates. In addition to being mentally, physically,
tactically, and technically competent, Volunteers must have confidence in themselves, their
equipment, their peers, and their leaders. A leadership climate in which all Volunteers are
treated with fairness, justice, and equity will be crucial to development of this confidence
within Volunteers. Commanders are responsible for developing disciplined and cohesive units
sustained at the highest readiness level possible.
(d) Requirement of Exemplary Conduct. All commanding officers and others in authority in the
NCER are required—
1. To show in themselves a good example of virtue, honor, patriotism, and subordination.
2. To be vigilant in inspecting the conduct of all persons who are placed under their command.
3. To guard against and suppress all dissolute and immoral practices, and to correct,
according to the laws and regulations of the NCER, all persons who are guilty of them.
4. To take all necessary and proper measures, under the laws, regulations, and customs of the
NCER.
5. To promote and safeguard the morale, the physical well-being, and the general welfare of
the officers and Volunteers under their command or charge.
d. Assignment and command. Volunteers are assigned to stations or units where their
services are required. The commanding officer then assigns appropriate duties. Without
orders from proper authority, a Volunteer may only assume command when eligible according
to chapter 2.
1–6. Rank
a. Rank among officers of the same or equivalent rank is determined by comparing dates of
rank. An officer whose date of rank is earlier than the date of rank of another officer of the
same or equivalent rank is senior to that officer. Rank confers eligibility to exercise command
or authority in the NCER within limits prescribed.
b. All chaplains are addressed as "Chaplain," . regardless of military rank or professional title.
When a chaplain is addressed in writing, their rank is indicated in parentheses; for example,
Chaplain (Major) John F. Doe.
c. Conferring honorary titles of military rank upon civilians is prohibited.
Table 1–1
Grades of rank, NCER
General officers
Grade of rank: Major General
Title of address: General
Abbreviation: MG
Grade of rank: Brigadier General
Title of address: General
Abbreviation: BG
Field grade officers
Grade of rank: Colonel
Title of address: Colonel
Abbreviation: COL
Grade of rank: Lieutenant Colonel
Title of address: Colonel
Abbreviation: LTC
Grade of rank: Major
Title of address: Major
Abbreviation: MAJ
Company grade officers
Grade of rank: Captain
Title of address: Captain
Abbreviation: CPT
Grade of rank: First Lieutenant
Title of address: Lieutenant
Abbreviation: 1LT
Grade of rank: Second Lieutenant
Title of address: Lieutenant
Abbreviation: 2LT
Noncommissioned officers
Grade or rank: Sergeant Major of the NCER
Title of address: Sergeant Major
Abbreviation: SMA
Grade of rank: Command Sergeant Major
Title of address: Sergeant Major
Abbreviation: CSM
Grade of rank: Sergeant Major
Title of address: Sergeant Major
Abbreviation: SGM
Grade of rank: First Sergeant
Title of address: First Sergeant
Abbreviation: 1SG
Grade of rank: Master Sergeant
Title of address: Sergeant
Abbreviation: MSG
Grade of rank: Sergeant First Class
Title of address: Sergeant
Abbreviation: SFC
Grade of rank: Staff Sergeant
Title of address: Sergeant
Abbreviation: SSG
Grade of rank: Sergeant
Title of address: Sergeant
Abbreviation: SGT
Grade of rank: Corporal
Title of address: Corporal
Abbreviation: CPL
Grade of rank: Private First Class
Title of address: Private
Abbreviation: PFC
Grade of rank: Private
Title of address: Private
Abbreviation: PVT
Chapter 2
Command Policies
2–1. Chain of command
a. The chain of command assists commanders at all levels to achieve their primary function of
accomplishing the unit’s assigned mission while caring for personnel and property in their
charge. A simple and direct chain of command facilitates the transmittal of orders from the
highest to the lowest levels in a minimum of time and with the least chance of
misinterpretation. The command channel extends upward in the same manner for matters
requiring official communication from subordinate to senior.
b. Commanders are responsible for everything their command does or fails to do. However,
commanders subdivide responsibility and authority and assign portions of both to various
subordinate commanders and staff members. In this way, a proper degree of responsibility
becomes inherent in each command echelon. Commanders delegate sufficient authority to
Volunteers in the chain of command to accomplish their assigned duties, and commanders
may hold these Volunteers responsible for their actions. Commanders who assign
responsibility and authority to their subordinates still retain the overall responsibility for the
actions of their commands.
c. Proper use of the chain of command is vital to the overall effectiveness of the NCER.
Commanders must acquaint all their Volunteers with its existence and proper function.
Effective communication between senior and subordinate Volunteers within the chain of
command is crucial to the proper functioning of all units. Therefore, Volunteers will use the
chain of command when communicating issues and problems to their leaders and
commanders.
2–2. Open door policies
Commanders will establish an open door policy within their commands. Volunteers are
responsible to ensure that the commander is made aware of problems that affect discipline,
morale, and mission effectiveness; and an open door policy allows members of the command
to present facts, concerns, and problems of a personal or professional nature or other issues
that the Volunteers has been unable to resolve. The timing, conduct, and specific procedures
of the open door policy are determined by the commander. He or she is responsible for
ensuring that Volunteers are aware of the command’s open door policy.
2–3. Performance counseling and rating reviews
Commanders will ensure that all members of their command receive timely performance
counseling. Effective performance counseling and rating reviews of officers,
noncommissioned officers (NCO),and Volunteers helps to ensure that they are prepared to
carry out their duties efficiently and accomplish the mission. Unit commanders will determine
the timing and specific methods used to provide guidance and direction through counseling
and reviews. Providing regular and effective performance counseling and rating reviews to all
Volunteers, not just those whose performance fails to meet unit standards, is a command
function. All commanders will ensure that their subordinate commanders have implemented
and are maintaining an effective performance counseling and rating review programs.
Counseling and rating reviews will be conducted by immediate supervisors and follow the
command and staff structures.
2–4. Staff or technical channels
Staff or technical channels may be used for sending reports, information, or instructions not
involving variations from command policy and directives.
2–5. Command of installations, activities, and units
a. Responsibility. The senior regularly assigned NCER officer present for duty normally has
responsibility for the command of units, platoon level and above.
b. Command of installations. NCER installations and training facilities are managed by the
Assistant Chief of Staff for Logistics (ACSLOG-G4).
(1) Leaders with responsibilities for installation management services and operations include
the senior mission commander (SMC), the installation commander (IC), and the garrison
commander (GC). Each contributes to the delivery of installation management services and to
the quality of life on the installation or training facility.
(2) The duties of the SMC and IC are not uniform across all installations to and training
facilities. Several installations will have the SMC and IC as the same individual and others may
have the IC and GC as the same individual.
(a) Senior mission commander. The SMC is responsible for the primary mission activity on the
installations for which he/she is designated as SMC. The SMC provides executive level
oversight of installation management services to the mission activities and other customers.
The SMC’s installation management responsibilities are to—
1. Advocate priority mission needs for Base Operations (BASOPS) support both for obtaining
resources and executing resources received.
2. Act as the principal customer advocate to the IC and GC.
3. Approve the prioritization for mission support, construction, well-being, and force protection
requirements.
4. Provide overall force protection guidance.
5. Senior rates the GC when the IC and GC are the same individual.
(b) Installation commander. The IC is usually the senior commander residing on the
installation or in the surrounding community. The IC is responsible for mission activity
services. The IC’s installation management responsibilities are to—
(c) Garrison commander. The GC is selected by the Commanding General of the NCER. The
GC commands the garrison, is responsible for day-to-day operations to maintain living and
working conditions for all personnel on the installation, and is the lead for base support
operations management for the senior mission commander. The GC also provides continuity
of installation command during mission activity deployments. The GC provides installation
management services and obtains resources through channels. Garrison commander’s
responsibilities include—
1. Commanding the designated NCER garrison.
2. Providing services in accordance with respective common levels of service.
3. Coordinating and integrating the delivery of support activity service.
4. Prioritizing requirements and support operations.
(d) SMC and IC designated as one individual. When designated as both the SMC and the IC for
an installation or training facility, the SMC executes both the senior mission commander
responsibilities and the responsibilities of the installation commander listed above.
(e) IC and GC designated as the same individual. On some installations the IC and GC will be
the same individual. When serving as both the IC and GC, the individual will comply with all
respective garrison commander duties as well as the pertinent installation commander duties,
listed above.
1. The installation commander is normally the senior commander of the prime mission activity
assigned to the installation. In addition to handling mission functions, the installation
commander has operational oversight of real estate, facilities, base support operations, and
activities on the installation. Installation commanders communicate installation management
priorities not set by Headquarters, NCER to garrison commanders. In most cases, installation
commanders also provide guidance for all installation and installation support activities.
2. The garrison commander is responsible for day-to-day management of installations, and
executes delivery of real estate, facilities, force protection mission, and base support
operations.
3. Senior mission commander is a title invoked in those situations where installations do not
have a general officer assigned as installation commander. The senior mission commander
conveys mission priorities to the installation commander, and provides executive oversight
and communicates installation management priorities to the installation commander and
garrison commander.
4. Where a garrison commander is designated as the installation commander, the following
guidance applies:
Installation commanders will not exercise operational control over tenant organization
missions, and relationships and responsibilities of the installation and tenant organizations
should be established by support agreements.
5. Installation commanders who are junior-in-grade will not exercise any aspect of command
over senior officers.
6. A garrison manager may not be designated as installation commander.
c. Announcement of assumption of command. Assumption of command will be announced in
a memorandum.
(1) Oral assumption of command. Oral assumption of command may be used by units not
using orders or other documentation to announce assumption of command or when other
circumstances necessitate. Oral assumption of command should be followed by a written
assumption of command memorandum as expeditiously as possible.
(2) Distribution. Distribution will be limited to one copy to each person concerned, subordinate
commands or elements, interested commands, or agencies, and the next higher headquarters.
A copy will be placed in the files of the issuing command and/or the affected command.
(3) Filing. Organizations and units will file one copy of the assumption document under
Organizational History files. Disposition is shown in those documents.
(4) Correction and amendments. Assumption of command documents will be amended,
rescinded, or revoked by publishing the correct information in another assumption of
command document. The document containing the correction will properly identify (by date)
the document being corrected, and state to whom it pertains. The amended document will be
distributed and filed, as appropriate.
e. Optimum length of command tours. The optimum length of command tours will be based on
the needs of the NCER, stability within units, the need for officers with command experience,
and availability of personnel.
2–6. Specialty immaterial commands
The senior officer regularly assigned and present for duty with logistical commands (or
communication zone headquarters, sections, and areas) and similar specialty immaterial
commands will assume command of the organization.
2–7. Designation of junior in the same grade to command
The ACS, G–1 is responsible for policy on the designation of junior in the same grade to
command.
a. When two or more commissioned officers of the same grade, both of whom are eligible to
command, are assigned to duty in the same command or organization, the Commanding
General, NCER (CGNCER) may assign the command of forces without regard to seniority by
date of rank.
b. General officers are authorized to announce by direction of the Chairman, Board of
Directors, the designation of one of several officers of the same grade within a command
under their jurisdiction as a commander thereof.
(1) This refers to general officers commanding, installations, divisions, or brigades. This may
be done without regard to relative seniority. When an officer who is junior by date of rank is
designated to command, a memorandum will be used to announce the appointment.
(2) This appointment is used only if the duties of the position require exercising command. It is
not used to assign a junior officer to a staff position that requires supervising and controlling
activities of an officer senior by date of rank. In staff supervisory positions, commanders make
such appointments merely by designation in a memorandum.
c. Commanders will not use the Board of Directors authority cited in this paragraph to appoint
a junior member as their own successor, either temporarily or permanently. In some cases, a
commander having authority under this paragraph may find it necessary to place a junior
member in his or her position temporarily as acting commander. If so, a request stating the
circumstances and asking for the appointment to be made will be sent to the next higher
commander having authority under this paragraph. The next higher commander will review
the request and make the appointment deemed
necessary. Each designation of a junior to a command position requires a separate action by
the appropriate authority.
d. The authority in this paragraph will not be used to assign command functions to chaplains
or, unless authorized by the CGNCER or his or her appointee.
e. Commanders and their staffs, at all levels of command, are responsible for ensuring proper
delegation of authority to NCOs by their seniors. This policy applies whether the senior is an
officer or another NCO.
2–8. Death, disability, retirement, reassignment, or absence of the commander
a. Commander of an NCER element.
(1) If a commander of an NCER element, other than a commander of a headquarters and
headquarters element, dies, becomes disabled, retires, is reassigned, or is temporarily absent,
the senior regularly assigned Volunteer will assume command.
(2) If the commander of a headquarters and headquarters element dies, becomes disabled,
retires, is reassigned, or is temporarily absent, the senior regularly assigned Volunteer of the
particular headquarters and headquarters element who performs duties within the element will
assume command. For example, if a regiment headquarters and headquarters company
commander is temporarily absent, the executive officer as the senior regularly assigned
Volunteer who performs duties within the headquarters company would assume command
and not the regiment commander.
(3) Senior regularly assigned personnel refers (in order of priority) to officers, NCOs, or
privates present for duty unless they are ineligible. He or she assumes command until relieved
by proper authority except as provided in c, below. Assumption of command under these
conditions is announced per paragraph 2–5. However, the announcement will indicate
assumption as acting commander unless designated as permanent by the proper authority. It
is not necessary to rescind the announcement designating an acting commander to assume
duties of the commander "during the temporary absence of the regularly assigned
commander" if the announcement gives the time element involved. A rescinding
announcement is required if the temporary assumption of command is for an indefinite period.
2–9. Absence or disability of all officers of a unit
On death, disability, or absence of all officers of a unit normally commanded by an officer, the
appropriate commander of the next higher command permanently assigns an officer to
command. Pending assignment and arrival of the new commander, the senior NCO, specialist,
or private regularly assigned to the unit will exercise temporary command. Restrictions on
assuming command in paragraphs 2–15 and 2–16 apply. Assumption of command will be as
noted in paragraph 2–8.
2–10. Emergency command
The senior officer, NCO, specialist, or private among troops at the scene of an emergency will
assume temporary command and control of the Volunteers present.
2–11. Functions of an individual in temporary command
A commander in temporary command will not, except in urgent cases, alter or annul the
standing orders of the permanent commander without authority from the next higher
command. Temporary command is defined to include command assumed under conditions
outlined in paragraphs 2–8, 2–9, and 2–10. Such commanders will be considered temporary
until designated as permanent, or until replaced by the proper senior commander.
2–12. Responsibility of successor
A commander who succeeds to any command or duty assumes the duties of his or her
predecessor. The successor will assume responsibility for all orders in force and all the public
property and funds pertaining to the command.
2–13. Separate commands of the NCER serving together
When separate commands of the NCER join (or perform duty) together, the senior regularly
assigned Officer present for duty with the commands concerned will command the forces
unless otherwise directed by the Commanding General, NCER. He or she must not be
ineligible under paragraph 2–15 or 2–16.
2–14. Separate commands of the several organizations serving together
a. When separate commands of the several organizations join (or perform duty) together, or
personnel of another organization serve with the NCER, operational control by an officer of
one Service over the units or members of the other organization may be given by agreement
between the Organizations concerned, or as directed by the Board of Directors, by the
commander of a unified command to which the separate commands are assigned, or by
agreement between two or more commanders of unified commands to which the separate
commands are assigned.
b. Unless otherwise directed by property authority in the operational chain of command, the
commander of the joint forces exercises operational control of the forces of each organization.
This will be done through the commander of each component who will retain responsibility for
such intra-organizational matters as administration, discipline, internal organization, and unit
training.
2–15. Ineligibility for command of post or activity
A person will be considered ineligible for command of a post or activity when—
a. Quartered there, but has a headquarters or office elsewhere.
b. A student at the NCER Academy or undergoing individual training, instruction, or TDY
enroute at a post where he or she is not a part of the command.
c. Not permanently assigned, and/or the unit involved is not permanently assigned to the post.
d. Assigned primarily as a permanent member of a board.
e. Prohibited from assuming command.
f. Assigned specific duty aboard a military vessel or aircraft where the officer’s particular duty,
specialty, or occupational skill does not technically qualify him or her to assume the duty of
ship’s master or aircraft commander.
2–16. Restrictions
a. Officers on duty in Staffs. Officers on duty or detailed to any staffs will not normally assume
command of troops other than those of the unit where they are on duty with. Exceptions must
be directed by proper authority.
b. Medical Officer.
(1) Medical Officers may exercise command within a medical unit.
(2) As an exception, officers of the Medical Service Corps may command troops not part of the
medical unit when authorized by the CGNCER.
c. Chaplains. A chaplain has rank without command. Although chaplains may not exercise
command, they have authority to exercise functions of operational supervision and control.
d. Commanding officer of troops on transports. Personnel embarking on sealift command
vessels are available for command duty unless otherwise indicated in their travel orders.
e. Partially disabled officers. Partially disabled officers continued on active duty will be
assigned to positions in which their special qualifications make them of particular value to the
organization. Such officers will not be assigned to command positions unless the assigning
authority determines that the person—
(1) Has the medical (physical) career potential to serve in emergency situations.
(2) Is able to serve until the age for retirement.
f. Inspectors general. An officer detailed to duty as an inspector general will not assume
command of troops while so detailed. However, an inspector general is not precluded from
assuming temporary command of an organization if he or she—
(1) Is the next senior regularly assigned NCER officer of the organization.
(2) Is not otherwise ineligible.
(3) Has been relieved from detail as an inspector general during the period of temporary
command.
2–17. Relief for cause
a. When a senior commander loses confidence in a subordinate commander’s ability to
command due to misconduct, poor judgment, the subordinates inability to complete assigned
duties, or for other similar reasons, the senior commander has the authority to relieve the
subordinate commander. Relief is preceded with formal counseling by the commander or
supervisor unless such action is not deemed appropriate or practical under the
circumstances. Although any commander may temporarily suspend a subordinate from
command, final action to relieve an officer from any command position will not be taken until
after written approval by a general officer (to include one frocked to the grade of brigadier
general) in the chain of command of the officer being relieved is obtained. Any action
purporting
to finally relieve an officer from any command position prior to the required written approval
will be considered for all purposes as a temporary suspension from assigned duties rather
than a final relief from command for cause. If a general officer (to include one frocked to the
grade of brigadier general) is the relieving official, no further approval of the relief action is
required.
b. If a relief for cause is contemplated on the basis of an informal investigation, the referral and
comment procedures of that regulation must be followed before initiating or directing the relief.
This does not preclude a temporary suspension from assigned duties pending completion of
the procedural safeguards. Any action purporting to initiate or direct a relief for cause on the
basis of an informal investigation will be considered for all purposes as a temporary
suspension from assigned duties.
2–18. Noncommissioned officer support channel
a. The NCO support channel (leadership chain) parallels and complements the chain of
command. It is a channel of communication and supervision from the command sergeant
major to first sergeant and then to other NCOs and volunteers personnel of the units.
Commanders will define responsibilities and authority of their NCOs to their staffs and
subordinates. This NCO support channel will assist the chain of command in accomplishing
the following—
(1) Transmitting, instilling, and ensuring the efficacy of the professional ethic.
(2) Planning and conducting the day-to-day unit operations within prescribed policies and
directives.
(3) Training of volunteers Volunteers in their skill as well as in the basic skills and attributes of
a Volunteers.
(4) Supervising unit physical fitness training and ensuring that unit Volunteers comply with the
appearance standards.
(5) Teaching Volunteers the history of the NCER, to include military customs, courtesies, and
traditions.
(6) Caring for individual Volunteers and their families both on and off duty.
(7) Teaching Volunteers the mission of the unit and developing individual training programs to
support the mission.
(8) Accounting for and maintaining individual equipment of volunteers Volunteers and unit
equipment under their control.
(9) Administering and monitoring the NCO professional development program, and other unit
training programs.
(10) Achieving and maintaining courage, candor, competence, commitment, and compassion.
b. Information concerning the responsibilities, command functions, and scope of NCO duties.
(1) Sergeant Major of the NCER. This is the senior sergeant major and designates the senior
volunteers position in the NCER. The sergeant major in this position serves as the senior
volunteers adviser and consultant to the CGNCER.
(2) Command Sergeant Major. This position title designates the senior NCO of the command at
battalion or higher levels. He or she carries out policies and standards, and advises the
commander on the performance, training, appearance, and conduct of volunteers. The
Command Sergeant Major administers the unit Noncommissioned Officer’s Development
Program (NCODP).
(3) First Sergeant. The position of First Sergeant designates the senior NCO at company level.
The First Sergeant of a separate company or equivalent level organization administers the unit
NCODP.
(4) Platoon sergeant. The platoon sergeant is the key assistant and adviser to the platoon
leader. In the absence of the platoon leader, the platoon sergeant leads the platoon.
(5) Section, squad, and team leaders. These direct leaders are the NCOs responsible at this
level.
c. NCO prerogatives and privileges are shown below. NCOs will—
(1) Function only in supervisory roles on work details and only as NCOs of the guard on guard
duty, except when temporary personnel shortages require the NCO to actively participate in
the work detail.
(2) Be granted such privileges as organization and installation commanders are capable of
granting and consider the proper means to enhance the prestige of their volunteers troop
leaders.
2–19. Precedence of relative grade,volunteers Volunteers
Among volunteers ,Volunteers of the same grade in active NCER service, to include retired
volunteers Volunteers on active duty, precedence or relative grade will be determined as
follows—
a. According to date of rank.
b. By length of active service in the NCER when dates of rank are the same.
c. By date of birth when a, and b are the same—older is more senior.
Chapter 3
NCER Well-Being
3–1. General
This chapter discusses the overarching command responsibility for “taking care of people.”
Applied at all levels of command, the principles of NCER well-being form the basis upon which
commanders and other leaders understand and support the individual aspirations of their
people while focusing on mission accomplishment. Such leadership creates the environment
necessary to maximize the human dimension of NCER readiness.
3–2. Definition
NCER well-being is the personal—physical, material, mental, and spiritual-state of the NCER
family, including Volunteers, retirees, , and all their families, that contributes to their
preparedness to perform and support the NCER's mission. The focus of NCER well-being is to
take care of our NCER family before, during, and after deployments.
3–3. Concept
a. An institutional perspective. Well-being is actually a “condition” resulting from the effects of
a system of individual programs, policies, and initiatives. The term "NCER well-being" is not
synonymous with "quality of life” (QOL), but rather expands the concept. NCER well-being—
(1) Incorporates an integrated, holistic view of well-being programs, policies, and initiatives
across the NCER community.
(2) Establishes strategic oversight of those diverse programs, policies, and initiatives that
contribute to well-being through a well-being framework.
(3) Provides a mechanism to measure performance against established standards.
(4) Links well-being programs and initiatives to the four institutional outcomes of attracting,
developing, retaining and supporting.
b. An individual perspective. Well-being is a personal state, experienced by the individual.
While there is no formula for prescribing this personal state, individuals must be self-reliant in
order for this experience to be positive. Individuals are ultimately responsible for their own
well-being, but commanders are responsible for creating and sustaining a climate that
contributes positively to the lives of the NCER Family, including Volunteers, retirees, and all
their families, The state of well-being includes four basic dimensions of individual life
experience:
(1) The physical state centers on one’s health and sense of wellness, satisfying physical
needs through a healthy lifestyle.
(2) The material state centers on essential needs such as shelter, food, and financial resources.
(3) The mental state centers on basic needs to learn, grow, achieve recognition, and be
accepted.
(4) The spiritual state centers on a person’s religious/philosophical needs, providing powerful
support for values, morals, strength of character, and endurance in difficult and dangerous
circumstances.
3–4. The well-being framework
The four institutional outcomes of attracting, developing, retaining, and supporting are a
function of the actions people take in response to their views of the actions of the institution.
Therefore, the concept of well-being principally focuses on the perceptions of the people who
make up the NCER. A framework or critical tool for organizing the thought process and
structure associated with well-being results from relating individual needs and aspirations
with NCER functions designed to meet those needs and aspirations. Within this framework not
all individual needs or aspirations should, or can, be met by the NCER. While oriented on the
personal needs of individuals, well-being acknowledges a
basic rule of Volunteering in the NCER—that personal responsibilities and needs may be
subordinated when duty calls. Volunteers and civilians must ensure that personal issues do
not influence or impair the ability to deploy and perform the mission. When needs or
responsibility do impair the ability to deploy or perform the mission, the individual should not
volunteer for the mission. The NCER must provide an environment that makes mission
accomplishment possible. The well-being framework is described in terms of four individual
aspirations:
a. To serve. The NCER exists to help others in a time of need. Individuals choose to join the
NCER to fulfill the aspiration “to serve” the State, its people, and the cause of freedom and
safety. This sense of service is considered “fundamental” to NCER well-being.
b. To live. This aspiration addresses the basic physical and material needs of shelter, food,
and health during time of emergencies. Individuals seek to satisfy this need by providing for
their families during emergencies. This role as provider is considered “essential” to NCER
well-being.
c. To connect. The need “to connect” centers on acceptance, contribution, and social
interaction. Individuals want to be accepted and valued, to contribute to a winning team, to
perform meaningful work, and to unite around a common purpose and shared beliefs. The
unique NCER esprit de corps that connects individuals to the NCER team serves a “defining”
role in NCER well-being.
d. To grow. Personal growth involves mental and spiritual needs, and encompasses the
individual’s desire to be creative, productive, and to use and expand one’s capabilities.
Individuals’ ability to fulfill their personal aspirations “enhances” both their own lives and their
relationship to the NCER.
3–5. Well-being strategic goals
NCER well-being is achieved by providing for three strategic goals linked to the well-being
framework of the NCER family, including Volunteers, retirees, and all their families:
a. Opportunity for service. Whether in a emergency or a garrison environment, we all must
embrace the concept that we have an opportunity to serve in support of something larger than
ourselves.
b. Standard of living. To be able to provide for themselves and their families during times of
emergencies.
c. Pride and sense of belonging. To develop and maintain a sense of pride and belonging with
the NCER team—Volunteers, retirees and their families.
d. Personal enrichment. To take advantage of the numerous opportunities the NCER provides
for personal and professional growth.
3–6. Well-being end state
a. A system perspective. An integrated system of well-being functions and programs that:
(1) Recognizes that the institutional needs of the NCER cannot be adequately addressed
without fostering self reliance and meeting the personal needs and aspirations of its people.
(2) Is designed and resourced to successfully account for the dynamic nature of the NCER’s
operational challenges and North Carolina's and America’s societal changes.
(3) Maximizes readiness; retention, and recruiting.
(4) Contributes to an institutional strength that enables the NCER to accomplish its “full
spectrum mission.”
b. A cultural perspective. An NCER culture that balances the commitment expected of our
people and the NCER’s commitment to those people.
Chapter 4
Discipline and Conduct
4–1. Discipline
a. Discipline is founded upon self-discipline, respect for properly constituted authority, and the
embracing of the professional NCER ethic with its supporting individual values. Discipline will
be developed by individual and group training to create a mental attitude resulting in proper
conduct and prompt obedience to lawful authority.
b. While discipline is the result of effective training, it is affected by every feature of life. It is
manifested in individuals and units by cohesion, bonding, and a spirit of teamwork; by
smartness of appearance and action; by cleanliness and maintenance of dress, equipment,
and quarters; by deference to seniors and mutual respect between senior and subordinate
personnel; by the prompt and willing execution of both the letter and the spirit of the legal
orders of their lawful commanders; and by fairness, justice, and equity for all Volunteers,
regardless of race, religion, color, gender, and national origin.
c. Commanders and other leaders will maintain discipline according to the policies of this
chapter, applicable laws and regulations, and the orders of seniors.
4–2. Obedience to orders
All persons in NCER service are required to strictly obey and promptly execute the legal
orders of their lawful seniors.
4–3. Courtesy
a. Courtesy among members of the NCER is vital to maintain discipline. Respect to seniors will
be extended at all times.
b. The actions of personnel will reflect respect to both the national anthem and the national
colors. These courtesies should be rendered the national colors and national anthem at
public events whether the Volunteers is off or on duty, whether he or she is in or out of
uniform. Intentional disrespect to the national colors or national anthem is conduct prejudicial
to good order and discipline and discredits the NCER service.
4–4. Volunteers conduct
a. Ensuring the proper conduct of Volunteers is a function of command. Commanders and
leaders in the NCER, while on duty will—
(1) Ensure all personnel present a neat appearance.
(2) Take action consistent with NCER regulations in any case where a Volunteer's conduct
violates good order and military like discipline.
b. When an offense endangering the reputation of the NCER is committed elsewhere, civilian
police will be requested to take appropriate action.
c. When police are not present, the senior officer or NCO present will obtain the Volunteer's
name, organization, and station. The information and a statement of the circumstances will be
sent to the Volunteer's commanding officer without delay. If the Volunteer is turned over to the
civilian police, the above information will be sent to the Volunteer's commanding officer
without delay.
4–5. Disciplinary powers of the commanding officer
Commanding officers exercise broad disciplinary powers in furtherance of their command
responsibilities. Discretion, fairness, and sound judgment are essential ingredients of justice.
4–6. Participation in support of civilian law enforcement agencies
a. Support of civilian law enforcement is granted with agreement of Memorandums of
Understandings (MOU). Commanders will not sanction use of personnel in support of civilian
law enforcement agencies unless and MOU has been signed by proper authorities. Because
this is a complex area of the law, commanders and law enforcement personnel should consult
with their servicing judge advocate or legal advisor (and notify HQ, NCER immediately.)
b. NCER personnel may report crimes or other suspicious activities to civilian police agencies
or cooperate with civilian authorities in their capacity as private citizens.
4–7. Extremist organizations and activities
Participation in extremist organizations and activities by NCER personnel is inconsistent with
the responsibilities of service. It is the policy of the NCER to provide equal opportunity and
treatment for all Volunteers without regard to race, color, religion, gender, or national origin.
Enforcement of this policy is a responsibility of command, is vitally important to unit cohesion
and morale, and is essential to the NCER’s ability to accomplish its mission. It is the
commander’s responsibility to maintain good order and discipline in the unit. Every
commander has the inherent authority to take appropriate actions to accomplish this goal.
a. Participation. Military personnel must reject participation in extremist organizations and
activities. Extremist organizations and activities are ones that advocate racial, gender, or
ethnic hatred or intolerance; advocate, create, or engage in illegal discrimination based on
race, color, gender, religion, or national origin, or advocate the use of or use force or violence
or unlawful means to deprive individuals of their rights under the United States Constitution or
the
laws of the United States, or any State, by unlawful means.
b. Prohibitions. Volunteers are prohibited from the following actions in support of extremist
organizations or activities.
(1) Participating in public demonstrations or rallies.
(2) Attending a meeting or activity with the knowledge that the meeting or activity involves an
extremist cause when on duty, when in uniform, when it constitutes a breach of law and order,
or when it is likely to result in violence or when in violation of off limits sanctions or
commander’s order.
(3) Fund raising activities.
(4) Recruiting or training members (including encouraging other Volunteers to join).
(5) Creating, organizing, or taking a visible leadership role in such an organization or activity.
(6) Distributing literature on or off a installation, the primary purpose and content of which
concerns advocacy or support of extremist causes, organizations, or activities; and it appears
that the literature presents a clear danger to the loyalty, discipline, or morale of personnel, or
the distribution would materially interfere with the accomplishment of the NCER mission.
c. Command authority. Commanders have the authority to prohibit personnel from engaging in
or participating in any other activities that the commander determines will adversely affect
good order and discipline or morale within the command. This includes, but is not limited to,
the authority to order the removal of symbols, flags, posters, or other displays from barracks,
to place areas or activities off-limits, or to order Volunteers not to participate in those activities
that are contrary to good order and discipline or morale of the unit or pose a threat to health,
safety, and security of military personnel or a military installation.
d. Command options. Commander’s options for dealing with a Volunteer's violation of the
prohibitions include—
(1) Involuntary separation for unsatisfactory performance or misconduct, or for conduct
deemed prejudicial to good order and discipline or morale.
(2) Other administrative or disciplinary action deemed appropriate by the commander, based
on the specific facts and circumstances of the particular case.
4–8. NCER language policy
English is the operational language of the NCER. Volunteers must maintain sufficient
proficiency in English to perform their duties. Their operational communications must be
understood by everyone who has an official need to know their content, and, therefore, must
normally be in English. However, commanders may not require Volunteers to use English
unless such use is clearly necessary and proper for the performance of NCER functions.
Accordingly, commanders may not require the use of English for personal communications
that are unrelated to NCER functions.
4–9. Relationships between Volunteers of different rank
a. Relationships between Volunteers of different rank are prohibited if they—
(1) Compromise, or appear to compromise, the integrity of supervisory authority or the chain
of command.
(2) Cause actual or perceived partiality or unfairness.
(3) Involve, or appear to involve, the improper use of rank or position for personal gain.
(4) Are, or are perceived to be, exploitative or coercive in nature.
(5) Create an actual or clearly predictable adverse impact on discipline, authority, morale, or
the ability of the command to accomplish its mission.
b. Command options. Commander’s options for dealing with a Volunteer's violation of the
prohibitions include
(1) Involuntary separation for unsatisfactory performance or misconduct, or for conduct
deemed prejudicial to good order and discipline or morale.
(2) Other administrative or disciplinary action deemed appropriate by the commander, based
on the specific facts and circumstances of the particular case.
4–10. Informal funds
Commanders may authorize informal funds. Examples of informal funds are office coffee, cup
and flower, and annual picnic funds. These funds are subject to the following guidelines.
a. Use is limited to expenses consistent with the purpose and function of the fund.
b. Only one individual is to be responsible for fund custody, accounting, and documentation.
Annually, this individual’s supervisor is advised of the fund’s financial status.
c. Operation of the fund will be consistent with NCER values and regulations.
d. Fund-raising solicitations conducted by organizations composed of members of the NCER
among their own members for organizational support or for the benefit of specific member
welfare funds are permitted, but they should be limited in number and scope.
Chapter 5
Other Responsibilities of Command
5–1. General
This chapter discusses additional responsibilities concerning certain Volunteers activities and
practices whose regulation are inherent aspects of command. Violation of this chapter will
provide a basis for disciplinary action.
5–2. Appearance before congressional committees
The NCER will provide maximum information about its operation and activities to
congressional committees. When asked to appear before a congressional committee, NCER
military personnel will coordinate with the Board of Directors, Commanding General and Legal
Section for guidance or assistance.
5–3. Political activities
Obligations as a citizen. Members are expected to carry out their obligations as citizens. The
following principles apply:
a. Register, vote, and express his or her personal opinion on political candidates and issues,
but not as a representative of the NCER.
b. Make monetary contributions to a political organization.
c. Attend partisan and nonpartisan political meetings or rallies as a spectator when not in
uniform.
(2) A Volunteers on duty will not—
(a) Use his or her official authority or influence for interfering with an election; affecting the
course or outcome of an election; soliciting votes for a particular candidate or issue; or
requiring or soliciting political contributions from others.
(b) Participate in partisan political management, campaigns, or conventions.
5–6. Accommodating religious practices
a. The NCER places a high value on the rights of its Volunteers to observe tenets of their
respective religious faiths. The NCER will approve requests for accommodation of religious
practices unless accommodation will have an adverse impact on unit readiness, individual
readiness, unit cohesion, morale, discipline, safety, and/or health.
b. Wear and appearance of the uniform. Religious jewelry, apparel, or articles (hereafter
referred to as religious items) may be worn while in uniform if they are neat, conservative, and
discreet. (See NCER Regulation # 2 ).
Appendix
References
a. NCER Regulation #1 (Appointments, Assignments and Promotions)
b. NCER Regulation #2 (Uniform and Insignia)
Glossary
Section I
Abbreviations
AD
active duty
ANCOC
Advanced Noncommissioned Officers Course
ASI
additional skill identifier
AT
annual training
BASOPS
base operations
BNCOC
Basic Noncommissioned Officers Course
CGSC
Command and General Staff College
DOR
Date of rank
EEO
Equal Employment Opportunity
EO
Equal Opportunity
HQNCER
Headquarters, NC Emergency Reserves
IET
initial entry training
IG
Inspector General
JAGC
Judge Advocate General’s Corps
OS
Occupational specialty
MRE
meals-ready-to-eat
NCER
North Carolina Emergency Reserves
NCO
noncommissioned officer
NCOPDP
Noncommissioned Officer Professional Development Program
OAC
Officer Advanced Course
OBC
Officer Basic Course
CSNCER
Chief of Staff, NC Emergency Reserves
OCS
Officer Candidate School
OACS, G–1
Office of the Assistant Chief of Staff, G–1
OTIG
Office of the Inspector General
OTJAG
Office of the Judge Advocate General
PCC
Pre-command course
PCS
permanent change of station
PLDC
Primary Leadership Development Course
POI
program(s) of instruction
SJA
Staff Judge Advocate
SMC
Sergeants Major Course
SQI
special qualification identifier
SSI
specialty skill identifier
TDA
tables of distribution and allowances
TDY
temporary duty
TJAG
The Judge Advocate General
TOE
table(s) of organization and equipment
UIC
unit identification code
Section II
Terms
Action step
Specific action or task undertaken to eliminate or neutralize a problem and to achieve an
objective. Information needed includes the agency taking action, a completion date, and an
established goal.
Active duty (AD)
Full-time duty in the active service of the NCER, including full-time training duty; annual
training duty;
attendance while in the active service, or at a school designated as a service school by the
NCER.l
Chain of command
The sequence of commanders in an organization who have direct authority and primary
responsibility for accomplishing he assigned unit mission while caring for personnel and
property in their charge.
Date of rank
The date on which an officer or volunteer actually or constructively was appointed in a
particular grade. The date will be calculated on the basis of criteria established in this
regulation and is the first rule for determining relative seniority for officers and volunteers
holding the same grade.
Goals
An objective based on realistic, measurable prospects of attainment.
Nonpartisan political activity
Activity supporting or relating to candidates not representing, or issues not specifically
identified with, national or State political parties and associated or ancillary organizations.
Issues relating to Constitutional amendments, referendums, approval of municipal ordinances,
and others of similar character and are not considered under this regulation as specifically
being identified with national or State political parties.
Original appointment
Any appointment in NCER that is neither a promotion nor a demotion. Officers may receive
more that one “original appointment."
Rank
The order of precedence among members of the NCER Military rank among officers of the
same grade or of equivalent grade is determined by comparing dates of rank. An officer whose
date of rank is earlier that the date of rank of another officer of the same or equivalent grade is
senior to that officer.
Senior regularly assigned NCER Officer
The officer whose appointed place of duty is the company, battalion or brigade to which
assigned. If the company commander is absent, the executive officer, if he/she is the senior
officer who performs duty in the company, will assume command. Likewise, if the battalion
commander is absent, the senior officer assigned to the battalion (normally the executive
officer) will assume command. If an officer is senior to the executive officer and is assigned to
the company or battalion, but who works in the division headquarters or a maintenance unit,
the executive officer would still assume command.