QM6252 Lesson - Provide Assistance To Officers and NCOs Operating Dining Fac

QM6252 Lesson - Provide Assistance to Officers and NCOs Operating Dining Facilities
LESSON
PROVIDE ASSISTANCE TO OFFICERS AND NCOs

OPERATING DINING FACILITIES
MOS Manual
Tasks:
101-524-5106
101-524-5107
101-524-5201
OVERVIEW
TASK DESCRIPTION:
In this lesson you will learn to provide assistance to officers and NCOs
operating dining facilities.
LEARNING OBJECTIVE:
TASKS:
Provide assistance to officers and NCOs operating dining
facilities.
CONDITIONS:
You will be given information from AR 30-1, AR 30-18, AR 310-2,
AR 672-20, FM 10-23, FM 10-25, FM 10-26, DA Pam 738-750, TB MED
530, MIL HDBK 740, SB 10-260.
STANDARDS:
Providing assistance to officers and NCOs operating dining
facilities will be in accordance with AR 30-1, AR 30-18, AR 3102, AR 672-20, FM 10-23, FM 10-25, FM 10-26, DA Pam 738-750, TB
MED 530, MIL HDBK 740, SB 10-260
REFERENCES:
The material contained in this lesson was derived from the
following publications:
FM 10-26.
AR 25-30.
DA Pam 738-750.
AR 30-18.
TB MED 530.
AR 30-1.
MIL HDBK 740.
AR 672-20.
SB 10-260.
FM 10-23.
FM 10-25.
FM 10-260.
INTRODUCTION
You may be directed by the food advisor to provide assistance to officers and
NCOs operating dining facilities. It will be your responsibility to identify
problem areas and to implement corrective actions. You should begin with a
thorough knowledge of the objectives of the Army Food Service Program and the
responsible agencies. Your knowledge will give you the understanding you need
to assist officers and NCOs in the facilities you visit. Managers are faced
with problems in every aspect of the food service operation. These problems
will require solutions and you must be able to assist in identifying successful
problem-solving techniques.
Food and food service products must be accurately accounted for to prevent
pilferage and waste. As you visit dining facilities, you must be able to
monitor the Army ration credit system (ARCS) requisitioning and accounting
procedures to ensure that the procedures established by AR 30-1 are strictly
followed.
Equipment plays an important role in any food service operation. Properly

functioning equipment ensures that the operation can operate at peak
https://www.lms.army.mil/production/cninv000000000010071/scocontents/external/qm6252/lsn.htm[9/9/2015 9:59:51 AM]
efficiency. You will assist the food service sergeant (FSS) to ensure that
deficiencies in equipment and facilities are reported. At the same time, you
will assist him to identify proper maintenance procedures for equipment and the
forms used to record scheduled maintenance, maintenance inspections, and
maintenance requests.
Replacing equipment requires planning. As you visit dining facilities, you must
ensure that the Equipment Replacement Record is properly used to help plan and
budget for replacement equipment.
PART A -BASIC CONCEPTS OF ARMY FOOD SERVICE ADMINISTRATION
1. The Army Food Service Program.
The Army Food Service Program covers the people, processes, and resources
involved in feeding troops worldwide. Everything is included from research and
development of a food item through the cooking and serving process. The
purpose of the program is to provide the best-tasting and most nutritious meals
possible within the basic daily food allowance (BDFA). You do your part by
making the most efficient use of your people, equipment, facilities, and
supplies.
a. Functions of the Army Food Service Program. The Army Food Service
Program is part of the Army Food Program as defined in AR 700-126 that includes
o acquisitions, accounting, and data reporting of food, supplies, and

equipment.
o menu planning.
o meal preparation and serving.
o sanitation.
o training.
o inspection of contractor performance pertaining to the
o program.
b. Objectives of the Army Food Service Program. The objectives of the Army
Food Service Program are to modernize, standardize, and automate management
methods, including
o menu and recipe service.
o food acceptability determination.
o requisitioning and inventory control.
o sanitary methods.
o program management information.
o provide nutritionally balanced meals to personnel who are entitled to

be subsisted.
c. Responsible Agencies. The following agencies are responsible for

implementing, monitoring, developing, and supervising various aspects of the
Army Food Service Program. Each agency is discussed below.
(1) Army Center of Excellence. Subsistence (ACES). The responsibilities

of ACES include the following:
o Recommend changes in food service programs and systems and develop

detailed procedures to implement policies and programs.
o Develop continental United States (CONUS) and overseas command

annual food plans, master menus, and special purpose menus.
o Provide representation on Department of Defense (DOD) food service

related boards.
o Develop and administer the new food item program for the
Department of the Army (AR 30-13).
o Provide technical advice and assistance on the functions and

operations of field bakeries and on the preparation of doctrine,
training curricula, training policies, and other publications
concerning the Army Food Service Program.
o Review and recommend changes to the Army Authorization Documents

System (TAADS) documents and staffing guides for Army dining
facilities.
o Develop procedures for determining and measuring consumer

satisfaction and administers the Army Food Service Data Feedback
Program (AR 30-16).
o Provide technical assistance, evaluation, and guidance to

commanders on food program objectives, policies, and procedures
through the use of food management and technical assistance team
visits.
o Administer the annual Philip A. Connelly Awards Program for

excellence in food service.
o Review, evaluate, advise, and assist in the development and

administration of the operation of food service facilities.
(2) Chief, National Guard Bureau (CNGB). The CNGB exercises staff
supervision and policy determination over the Army National Guard Food Service
Program.
(3) Chief, Army Reserve (CAR). The CAR performs the following duties:
o Exercises staff supervision and policy determination over the US

Army Reserve (USAR) Food Service Program.
o Prepares the USAR subsistence portion of the annual budget

together with US Army Forces Command (FORSCOM).
o Provides assistance to the Chief of Engineers (COE) and ACES in

the design, layout, and equipment of USAR food service units.
(4) Commanding Generals (CGs), the Numbered Armies in the Continental

United States (CONUSAs). The CGs, CONUSAs exercise command control and
supervision of USAR Food Service Programs and plan and develop policy
guidelines compatible with USAR capabilities to implement current directives.
(5) Commanders of Major US Army Reserve Commands (MUSARCs). MUSARC

commanders perform the following duties:
o Establish and supervise the Food Service Program for all USAR
units within their commands.
o Monitor subsistence expenditures and accounts.
o Prepare and submit DA Form 2969-2-R (Food Cost and Feeding

Strength Summary (US Army Reserves)) quarterly to the Commander,
US Army Troop Support Agency (DALO-TAF-S), Fort Lee, VA 238016020, as required by AR 30-5.
(6) State Adjutants General. The state adjutants general ensure that o
equipment is available and serviceable and that a viable program of instruction
for user operations and maintenance is established.
o maximum effort is made to provide for school training of all food

service operational and management personnel.
o an awards program to recognize outstanding food service operations

and personnel is established.
o a food service officer (FSO) is designated as a central point of

contact and coordinating agent on matters relating to the Army
National Guard (ARNG) food service program.
(7) Commanders of Major Army Commands (MACOMs). MACOM commanders perform

the following duties:
o Establish a Subsistence Review Committee in accordance with AR 1513.
o Establish a Command Menu Board in overseas MACOMs.
o Designate a food advisor to recommend actions on the Food Service

Program, interpret food service policies and directives, and
provide assistance to subordinate units.
o Exercise command supervision and operational management of

appropriated fund food service activities.
o Publish command food service directives as applicable.
o Make maximum use of technical assistance available from ACES.
(8) Commanding General, US Army Training and Doctrine Command (CG,

TRADOC). The CG, TRADOC performs the following duties:
o Develops and maintains active Army and Reserve Component (RC) food
service training programs and supervises the training of food
service personnel.
o Conducts all food service combat developments not assigned by

Headquarters, Department of the Army (HQDA) to other commands and
agencies.
o Directs studies and develops doctrine and material requirements

documents concerning food service for the Army in the field.
o Develops the organizational structure table of organization and

equipment (TOE), personnel requirements, and military
occupational specialty (MOS) descriptions to support food service
operations for the Army in the field.
o Serves as the Army user representative for field food service

equipment.
o Provides special training packages and on-site instruction to the

RC upon request.
(9) Installation Commanders (CONUS and Overseas). Installation

commanders exercise command supervision and management and promote operational
efficiency of all appropriated fund food service activities on the
installation.
(10) Unit and Organization Commanders. The following guidelines pertain

to the active Army and reserve components.
(a) Active Army. Unit and organization commanders responsible for

the operation of a dining facility
o ensure that assigned food service personnel are working in

their primary military occupational specialty (MOS).
o ensure that assigned personnel are properly trained and

proficient in preparing and serving subsistence items and in
dining facility operations applicable to their skill levels.
o ensure that ARCS procedures are correctly implemented.
o enforce measures to conserve, safeguard, and account for all

subsistence supplies issued, prepared, and served.
o ensure that dining facility operations conform to the highest

attainable standards in food preparation, service, atmosphere,
and sanitation by
- conducting unannounced visits to the dining facility to

observe actual operations.
- soliciting diner comments (verbally or by use of a

suggestion box).
- taking necessary action to correct deficiencies noted.
o appoint an FSO and alternate in writing to administer duties.

The alternate normally performs the duties of the principal
FSO during his absence. However, the commander may assign
specific duties to the alternate if the requirement exists.
The commander also ensures that the appointed FSO and
alternate receives the required training per AR 30-1,
paragraph 5-4a. To ensure uniformity in the unit food service
program, it is recommended that the FSO be appointed for a
minimum of one year. In dining facilities, ensure that the
food advisor does not perform the duties assigned to the FSO.
o ensure that subsistence items are not used in support of

social activities.
o ensure that reimbursement procedures for meals furnished to

personnel during field exercises are effected in accordance
with procedures in AR 600-38.
o establish smoking and no smoking areas in the dining facility

in accordance with guidance set forth in AR 1-8.
o ensure that the dining facility account remains within

prescribed tolerance.
o if receiving subsistence support from other organizations,

coordinate any special requirements with food service
personnel in charge.
o provide readily accessible information regarding nutrition to

food service personnel and promote nutrition education for the

troops.
o ensure that authorized field and garrison-type food service

preparation and serving equipment is available and
operational.
o ensure that separate seating or personal services are not used

for officer, basic allowance for subsistence (BAS), or
civilian personnel.
(b) Reserve Components (RC). In addition to the areas of

responsibilities listed paragraph 1c(100)(b), above, RC commanders
o ensure that subsistence ingredients are procured from

commercial sources only when prior authority has been granted
in writing by the U S Property and Fiscal Officer (USPFO) for
Army National Guard (ARNG) or the numbered armies in the
continental United States (CONUSA) for U. S. Army Reserve
(USAR) units.
o ensure that commercially prepared (catered) meals are procured

only when food service personnel and equipment are not
authorized or available and support cannot be obtained from
another RC or active military unit with food service
capability through an Interservice Support Agreement (ISSA).
(Prior written approval from the USPFO or CONUSA is also
required for this type of procurement).
2. Leadership.
The Army is made up of people, doctrines, organizations, weapons, and

equipment. It is leadership, however, that brings all these together to make
them work. Leaders operate at individual, squadron, company, battery, and
battalion levels. Leaders include sergeants, warrant officers, lieutenants,
captains, and field grade officers. Leaders must know what to be, know, and
do, how to teach, coach, and counsel subordinates, and how to develop cohesive,
disciplined, well-trained units that can win under the great stress of battle.
A trained and ready Army has, as its foundation, competent and confident
leaders. Such leaders are developed through a dynamic process consisting of
three equally important pillars:
o Institutional training.
o Operational assignments.
o Self-development.
This approach is designed to provide the education, training, and experience

that enable leaders to develop the necessary skills, knowledge, and attitudes.
a. Definition. Military leadership is a process by which a soldier

influences others to accomplish the mission by providing purpose, direction,
and motivation. Purpose gives soldiers a reason as to why they should do
difficult things under dangerous, stressful circumstances. Direction shows
what must be done. Through motivation, leaders give soldiers the will to do
everything that the soldiers are capable of doing to accomplish the mission.
Effective leaders use both direct and indirect influence to lead.
When a young soldier is deciding whether he respects you, he does not think
about the attributes of a leader. He watches what you do so that he can tell
what you really are. He senses whether you are an honorable leader or a selfserving phony who misuses authority to look good and get promoted.
In the soldier's eyes, your leadership is everything you do that affects mission
accomplishment and his well-being. If you want to be a respected leader,
concentrate on what you are (your beliefs and character), what you know (human
nature, tactics, your job), and what you do (provide direction, implement, and
motivate).
b. Four Factors of Leadership. The four factors of leadership are:
o The follower.
o The leader.
o The situation.
o Communications.
These factors have a significant impact on what actions the leader should take
and when he should take them.
(1) The Follower. Different soldiers require different styles of

leadership. For example, a soldier fresh from basic training or a soldier with
a new job or a new task normally requires more direct supervision than an
experienced soldier. A soldier with low confidence requires your support and
encouragement. A soldier who works hard and does what you know must be done
deserves your praise. A soldier who intentionally fails to follow your
guidance or fails to meet clear standards may need to be reprimanded or
punished. You must correctly asses your soldiers' competence, motivation, and
commitment so that you can take the proper leadership actions at the correct
time.
The fundamental starting point for knowing your soldiers is a clear

understanding of human nature (needs, emotions, motivation). You must create a
climate that encourages your subordinates to actively participate and want to
help you accomplish the mission. Key ingredients needed to develop this
relationship are mutual trust, respect, and confidence.
You must understand the be, know, and do attributes of each of your soldiers.
The be is what he is--his human nature, beliefs, attitudes, and character. The
know is his knowledge based upon experience and training. The do is what he is
capable of accomplishing through his skills.
You also need the trust, the respect, and the confidence of other key people
besides your followers. You need the willing assistance of certain peers, key
support personnel such as the Supply Officer (S4) and the Adjutant (S1), and
your seniors. You need to understand the be, the know, and the do attributes
of these key people. You must behave in a way that motivates them to want to
help you. This motivation can only happen when you have developed
relationships of mutual trust, respect, and confidence with them.
Also, you are a follower as well as a leader. You have to find ways of meeting
the needs of your leader, your followers, other key people, and yourself. To
accomplish this purpose, you must understand key people, have good
communication with them, and develop relationships based on trust and respect.
(2) The Leader. You are the second major leadership factor. As a
leader, you must have an honest understanding of who you are, what you know,
and what you can do. You must know your strengths, weaknesses, capabilities,
and limitations so that you can control and discipline yourself and lead your
soldiers effectively. You must continuously ensure that each soldier is
treated with dignity and respect.
Assessing others may be easier than looking honestly at yourself. If you have
difficulty assessing yourself, ask your leader what he would like to see you
change about the way you lead your soldiers or the way that you support him.
Do not put him on the spot. Give him time to think of specific suggestions and
then meet with him to talk about them. You can then seek the counsel of your
peers or ask an experienced subordinate how he thinks you issue orders or
provide needed information. Consider all these points of view and then work on
improving yourself.
(3) The Situation. The situation is the third major leadership factor.
All situations are different. Leadership actions that worked in one situation
with one group of soldiers, seniors, and other key people may not work in
another situation. To determine the best leadership action to take, first
consider the available resources and the factors of the mission, enemy,
terrain, troops, and time available (METT-T). Then consider the subordinate's
level of competence, motivation, and commitment to perform the task or the
mission. In one situation, you may have to closely supervise and direct a
subordinate's work. Another situation may require you to encourage and listen
to ideas. In still another situation, you may need to be both direct and
encourage a soldier to ensure that he can accomplish a task.
Many forces combine to determine the best leadership action to take at a

particular time. Also, by identifying and influencing certain forces, you can
create a situation more favorable to mission accomplishment.
There are no rules or formulas to tell you what to do. You need to understand
principles of leadership, tactics, and human nature to apply these as guides in
particular situations. Then use your judgment to decide the best action to
take and what leadership style to use.
In one situation, the best leadership action to take might be to confront a

subordinate. In another situation, the best solution may be to include your
correction in a regular counseling session. In one situation, you might want
to punish an entire squad or platoon by denying them certain privileges. In
another situation, that may be the wrong thing to do, or unfair and
unrealistic.
The situational factor of leadership includes the timing of actions. For

example, the decision to confront a subordinate may be correct, but if the
confrontation occurs too soon or too late, the results may not be what you
want. You must be skilled in identifying and thinking through the situation so
that you can take the right actions at the right time.
The leadership situation includes all the forces affecting mission

accomplishment and the well-being of your subordinates. Examples of forces are
your relationship to your senior leaders, the skills of your subordinates, the
organization of your unit, and the informal leaders in the unit. In combat,
important forces include the mission, enemy, terrain, troops, and time (METTT).
There are many forces. No list is complete. The situation includes all the
forces that affect the ability and motivation of your unit to accomplish its
mission. You must be skilled in identifying and thinking through the important
forces in a situation. Then you will be able to take the right action at the
right time.
What if you take the wrong action? It happens. We all make mistakes. Analyze
the situation again, take quick corrective action, and move on to the next
challenge. Learn from your mistakes and those of others.
(a) Analyzing the Situation. In nearly all situations, other people

besides followers can have a positive or a negative influence upon the
situation. Also, significant forces such as poor equipment, poor maintenance,
and poor training can exert a strong influence on your ability as a leader to
influence others to accomplish a mission. As a leader, you must be skilled at
continually analyzing the forces in a situation such as the be, the know, and
the do attributes of subordinates and other key people. You need the willing
support of key people--subordinates, support personnel, peers, and seniors.
Leaders must be skilled at determining how to influence followers and other key
people to accomplish the mission.
To determine what to do and how to do it, first make a careful analysis of all
the forces in a situation. In this analysis, determine both the forces that
are for him (forces that will help accomplish the mission) and the forces that
are against you.
Forces for you may include the following:
o Well-trained, motivated followers.
o A competent senior leader who is a good teacher and a good coach.
o Good relationships based upon respect and trust with key supporting
people.
o Good weather.
o Good equipment.
o Good SOPs.
o Adequate time.
o Adequate information concerning what needs to be done and how to do it.
o A clearly structured task.
Forces against you may include the following:
o Poorly trained subordinates.
o A senior leader who is a poor teacher and a poor coach.
o A poor relationship based upon mistrust and disrespect between himself and
the supply sergeant or other key people.
o Internal conflicts among subordinates.
o A lack of discipline, professional values, and motivation.
o A lack of time.
o A high level of stress.
o An unstructured task.
o A lack of adequate information concerning how to do a task.
These lists are not complete. These are only examples of the kinds of forces
you must identify and deal with in every leadership situation.
You must be thinking continually about how to strengthen the positive forces and
overcome or bypass the negative forces. The negative forces are problems.
Prioritize them, and then attack each one using the problem-solving process
outlined in paragraph 4b, below. Get help and advice from people whom you
trust as peers, the chaplain, the command sergeant major, and others.
The following kinds of questions or considerations assist you in identifying and

analyzing the positive and negative forces in this analysis:
o Who has the information to help me accomplish this mission or solve this
problem?
o Do I know what I must do to accomplish the goal? Who can help me clarify
this?
o Do I know how to do what must be done? Who can assist me in learning how?
o Am I motivated to do what must be done? Do I believe that the outcome will

be something that I value?
(b) Determining Actions. After carefully analyzing the situation-identifying the capability and the motivation of key people and identifying
other positive and negative forces--you are ready to apply your judgment to
o determine what mix of leadership actions to take (provide

direction, implement, and motivate).
o determine an appropriate style to use to carry out the

leadership actions.
Once you have decided what to do, you need to determine how best to do it.
Leadership styles are means of applying a mixture of the types of leadership.
(c) Determining the Correct Leadership Style. There are three basic
leadership styles: directing, participating, and delegating.
(1) Directing Style. You use the directing leadership style when
you tell your subordinates what you want done, how you want it done, and where
you want it done, without getting their advice or ideas, and then supervise
them closely to ensure that they follow your directions. When time is short
and you alone know what needs to be done and how to do it, this style is the
best way to accomplish the mission. When you are leading subordinates who lack
experience or competence at a task, you need to direct their behavior using
this style. They will not resent your close supervision. You will be giving
them what they need and want. In fact, asking inexperienced subordinates to
help you solve complex problems or plan an operation would be frustrating for
them.
If a leader announces that self-service counters, such as a salad bar and an ice
cream bar, will be set up in his dining facilities, he is using the directing
style of leadership. He did not ask for any information or recommendations
before making or announcing the decision.
(2) Participating Style. When you use the participating

leadership style, you involve one or more of your subordinates in determining
what to do and how to do it. In this style, however, you maintain the final
decision-making authority. You simply get advice from one or more subordinates
and then make the decision. This style is appropriate for many leadership
situations. If your subordinates have some competence and support your goals,
allowing them to participate can be a powerful, team-building process. It will
build their confidence and increase their support for the final plan that they
develop.
If a leader asks subordinates to recommend the location of a mobile kitchen

trailer (MKT) and to provide suggestions as to how the MKT can be set up more
quickly and efficiently, he is using the participating style of leadership. He
still makes the decision, but he considers information and recommendations from
his subordinates first.
Do not ever think that getting advice from a subordinate or using a

subordinate's good plan or good idea is a sign of weakness on your part. It is
a sign of strength that your subordinates will respect. On the other hand, you
are responsible for the quality of your plans and decisions. If you believe
that your plan or idea is better than those offered by your subordinates, you
must do what you believe is right, regardless of pressure from subordinates to
do otherwise.
(3) Delegating Style. When you use the delegating leadership

style, you delegate decision-making authority to a subordinate or group of
subordinates. You are still responsible, however, for the results of your
subordinates' decisions. This style of leadership is appropriate when you are
dealing with mature subordinates who support your goals and are competent and
motivated to perform the task that is delegated. While you are always
accountable to your leader for the results of any task you delegate, you must
hold your subordinates accountable to you for their actions and performance.
If a senior tasks an experienced and motivated subordinate to plan, organize,

and run the land navigation training, he is using the delegating style of
leadership.
Some things are appropriate to delegate; some things are not. The key is to
release your subordinates' problem-solving potential while you determine what
problems they should solve and help them learn to solve them.
The style of leadership that you choose to use for a particular situation
depends upon your analysis of the situation and your judgment as to who has the
necessary information to accomplish the mission.
Under the following conditions, the directing approach is normally appropriate:
o You have all the information to solve the problem.
o You are short on time.
o Your subordinates are motivated.
If, however, you have the necessary time and you want to gain more commitment
and motivation from your subordinates, use the participating style of
leadership and involve key subordinates and other key people in planning what
to do and how to do it. Under the following conditions, the participating
style of leadership is normally appropriate:
o You have part of the information to solve the problem or to accomplish the
mission.
o Certain key subordinates and other people have some of the information.
Under these conditions, it is normally wise to involve these
subordinates--get input from them--in your planning.
The delegating style of leadership is appropriate when certain key subordinates

are able to analyze a problem or a situation and to determine what needs to be
done and how to do it. You cannot do everything. You must set priorities and
delegate certain tasks to subordinates.
At times, a subordinate is better able than you to accomplish a certain task.

For example, a situation may require that a mobile kitchen trailer (MKT) be set
up in the field when enemy attack seems likely. If you are a new lieutenant on
your third day as a platoon leader, you simply may not have the required
knowledge or experience to accomplish this task. The food service sergeant
(FSS) has both. He knows how to select a suitable site for the MKT, how to set
it up, and can assure that it is set up in the manner dictated by the
situation. The FSS also knows that soldiers are not allowed to congregate in
large groups because doing so makes targets of them. Therefore, you could
delegate the task of setting up the MKT by saying, "Sergeant, I trust your
judgment. You determine what to do and how to do it. I will approve your
plan."
Let us change the above example. Now, you have been in your job for several
weeks. You have observed some weaknesses in the way that the individual
training has been planned and conducted. For example, you have observed that
new soldiers do not always take the precautions necessary to preclude fires
when they fuel and refuel the M2 burner units. You also observe that your
personnel do not always dispose of solid waste material, as regulations
require. You decide to use a participatory style of leadership to plan the
next month's individual training. To do this, you hold a leadership and
training seminar. You ask your men how they can best remember to use the
proper safety precautions to prevent fires and to provide proper sanitation.
You get meaningful input from troops, squad leaders, and the platoon sergeant.
For example, one soldier suggests that these procedures be stressed in training
new food service personnel and that signs be posted in the MKT near the M2
burner units. Another soldier recommends that solid waste be burned or buried
more frequently than is strictly required. You consider this input and then
make a decision. Your subordinates appreciate your listening to their
concerns. If they are part of the planning process, they will be more
motivated to carry out the plan.
It is also possible to use a mix of styles in handling a particular situation.

You can call a meeting of your food service NCOs. You can then say, "We will
be reviewing the previous month's menu to determine how we might improve the
quality of our meals and make our service faster and less costly. During the
next hour, I want your ideas as to what training we should do and how to plan
and conduct it." When you tell the NCOs that they are going to review the
previous month's menu, you are using the directing style of leadership. When
you say you want their ideas as to how to plan meals and conduct service, you
are using the participating style of leadership. Thirty minutes later, you may
be delegating tasks to certain people, telling which soldiers to prepare menus,
which to plan training, and which men to supervise meal preparation.
As missions change or as new tasks are assigned, you need to continue to be

flexible in the leadership style that you use.
Even though you have successfully used the delegating style of leadership with a
subordinate, you may need to temporarily return to the directing style of
leadership if you give him a new or unfamiliar task. Because the soldier is
unfamiliar with the task, you need to tell him what to do and how to do it. As
the subordinate gains competence, confidence, and motivation in this new task,
you can gradually shift your style again to the participating or the delegating
style. By assessing the leadership needs of your subordinates, you can
determine what leadership style to use.
In determining which approach or style of leadership to use, you should

constantly analyze the actors and forces in the situation. You must ask
yourself, "Who has the information and the attributes necessary to help me
analyze this situation, determine the causes of problems, and plan and
implement solutions?" For example, if you need information concerning the
weather that is forecasted for an upcoming six-day field exercise involving
field feeding, you must contact the appropriate person to obtain this
information. You might then confer with your personnel to instruct them as to
what weather to expect and how to best prepare for it. The answers to this
question help you to ,determine what to do and what style of leadership to use
in approaching the situation. Leadership situations are complex, difficult,
and continually challenging. There are no easy rules for applying your be,
know, and do attributes to
o analyzing the situation.
o determining significant positive and negative forces.
o determining what to do in terms of direction, implementation, and

motivation.
o determining the correct approach or style to use in carrying out

leadership actions.
(d) Summary. Being a leader is tough. That is why you get paid
more than followers. Leaders should be promoted according to their
demonstrated competence and potential to handle increasingly complex
situations. Your creative thinking and judgment are the keys to the correct
handling of leadership situations. Your be, know, and do attributes have a
great impact upon how you analyze situations and apply your judgment. Your
beliefs, values, and character influence how you think. The way you think
determines how you apply what you know and what you do. That is why the
importance of the be, know, and do attributes is stressed. If you have these
attributes, you will have a good foundation for using your judgment to
determine how best to analyze situations and take appropriate actions.
You must have a quick, active mind if you are to stay ahead of the rapidly
changing forces during stressful leadership situations. You must continually
identify and foresee changes in the important actors and forces. As the forces
change, you must change your mix of actions and styles. One mix of actions and
one style may work one minute and, in the next minute, a new or changed force
may be introduced into the situation and a new mix of actions and a different
style may be required. You must have good judgment founded on the be, know,
and do attributes. Only in this way can you successfully meet the demands of
complex, stressful, rapidly changing leadership situations.
(4) Communications. Communications is the fourth major factor of

leadership. You lead through two-way communication. You may communicate what
you want orally, in writing, through physical actions, or through a combination
of these approaches. You must recognize that you communicate standards by your
example and by what behaviors you ignore, reward, and punish. Using your own
actions to set an example is an example of positive, non-verbal communication.
The way that you communicate in different situations is important. Your choice
of words, tone of voice, physical gestures, and the look in your eye affect the
way that a soldier feels about what you communicate. Leadership is more than
setting the example and bravely leading a charge. The right word--spoken
quietly at the right moment--is also an important part of leadership.
In peacetime, you must create the kinds of bonds that enable soldiers to follow
you so that they conduct themselves properly in combat. You must win their
trust and confidence before, not after, combat has begun. An important element
is to convey the facts and requirements accurately, without the added confusion
of your personal bias. What and how you communicate either builds or harms the
strength of the relationship between you and your soldiers. Discipline and
cohesion in units come from these relationships.
Effective communication implies that your soldiers listen and understand you.
Since soldiers listen to leaders who listen to them, you must work hard at
understanding exactly what your soldiers are saying to you. Good listening is
hard work, but you can learn to listen well. Do not interrupt when others are
speaking. Look at the person speaking. Listen to what is said and to how it
is said since emotions are an important part of communication. If you listen
to your subordinates, they will listen to you.
What you communicate and how you communicate either builds or harms the strength
of the relationship between you and your soldiers. In a healthy relationship
between people there are bonds of mutual trust, respect, confidence, and
understanding. These bonds form the basis of discipline and cohesion in a
unit. They are built over time as your followers learn--from training, from
experience, and from what you communicate--that you are a competent leader whom
they can trust and respect.
(a) Definition. Communication is the exchange of information and

ideas from one person to another. Effective communication occurs only when
others understand exactly what you are trying to tell them and when you
understand exactly what they are trying to tell you.
(b) General. Examining the communication process is useful because

you coordinate, supervise, evaluate, teach, coach, and counsel through this
vital process. First, an idea or information exists in the mind of the
sender. He encodes the idea or information into words or other symbols and
transmits them to the receiver. The receiver then decodes the words or symbols
into a concept or information. If this concept or information is the same as
the idea or information in the mind of the sender, effective communication has
occurred.
Feedback is important because it indicates that the message was received. If

the receiver provides feedback to the sender as to his understanding of the
message, that feedback is the beginning of another communication. When
healthy, open, two-way communication exists between a receiver and a sender,
this process of sending a message and receiving feedback goes on--back and
forth--until both parties are certain that the sender's concept or information
is understood by the receiver.
Communication coordinates and controls all parts of a unit so that they act in
harmony to accomplish a mission. When you coordinate and supervise, you help
each part of your team to reinforce the efforts of the other parts. This only
can be done through a flow of accurate, timely information. Such information
flows from person to person--through the bonds of trust, respect, confidence,
and understanding that connect people in a cohesive, coordinated unit.
If the unit is to function effectively, the information must flow quickly, must
be accurate, and must get to all parts of the unit--just as all parts of the
body need a continuous flow of blood. If the flow up, down, and laterally is
not continuous, accurate, and timely, the unit cannot be coordinated. It will
lurch along awkwardly. The union of the various parts of a unit results only
through a union of information and action.
(c) Person-to-Person Communication. The communication process is

complex. Let us say that you are a platoon leader who wants to communicate an
order to a squad leader. You are the sender. Your squad leader is the
receiver. Your exchange of information has three important parts:
o Message -the concept, idea, information, or feelings in your

mind.
o Content -the actual words or symbols.
o Context -the way you deliver the message: your tone of voice,
the look in your eye, your state of emotion (anger, fear,
uncertainty, or coolness and confidence).
The first two parts of the message are understood by most people, but the
context is often not fully appreciated. As Saul W. Gellerman, a communication
expert, explains: It [communication] includes what is not said; it also
includes shades of meaning and emphasis; and it even includes ambiguities into
which men can read whatever fits their preconceptions best. This subtler form
of communication between you and those whom you lead is all the more persuasive
because it is largely unconscious and therefore neither edited nor analyzed by
either party. In effect, you are likely to communicate a great deal more than
you intend.
Many leaders think that they have communicated once they tell a subordinate to
do something. How many times have you heard, "Well, I told Jones to do that"?
You check with Jones, and you find that he totally misunderstood the message.
A person cannot be confident that he has communicated with another person until
he has feedback that tells him that the receiver understands the meaning of the
message, its level of importance, and what he should do with it. Remember:
Communication is an exchange, like buying and selling. Both parties must

participate to complete the information exchange. As a leader, you will
communicate a great deal to seniors, peers, and subordinates. Without skillful
communication, it is likely that your receiver will misunderstand your
message. You must develop your skill to communicate the meaning, content, and
tone of your message clearly and persuasively.
(d) Barriers to Communication. Anything that interferes with

understanding the exact concept or information intended by the sender is a
"barrier" to communication. Many physical and psychological barriers to
communication exist. You must understand them and overcome them.
Physical barriers in a situation may surround and block communication. The

noise of battle, distance, and any other physical factors that distract the
attention of the sender or the receiver are physical barriers to
communication. Voice command cannot be used in many combat situations because
of noise.
During the Battle of Gettysburg, Pennsylvania, voice communication was nearly

impossible at Little Round Top when the 20th Maine had to bend back and to the
left to form a new defensive line. Somehow, however, there was an effective
person-to-person flow of information, and the unit moved in harmony. Other
barriers to communication are hard-to-read messages, incorrect use of words or
abbreviations, failure to pronounce words correctly, and oral or written
messages that are unclear or too long.
To best counteract the physical barriers to communication, you must identify all
existing or possible barriers and ensure that they do not distort or block your
communication. You can do this by using foresight, conscientious application
of the problem-solving process, and hard work.
Psychological barriers to communication are more difficult to identify and

overcome than physical barriers. You must apply your knowledge of values,
characters, and human nature to identify and overcome psychological barriers to
communication.
A person's beliefs, values, character, needs, experience, education, and goals

combine to form a frame of reference. This frame of reference acts as a filter
through which he sees and hears. Since we all have unique combinations of
these factors, our filters cause us to see and hear the same situation
differently. With this awareness of each person's unique frame of reference,
let us discuss several factors that may cause a breakdown or distortion of
communication.
Differences in rank or echelon can block effective communication between

people. Because of conflicting interests or values, even a husband and a wife
or two brothers can see the same situation differently. They can hear the same
words but interpret their meaning differently.
If the frames of reference of husbands and wives or two brothers can differ so
greatly, think of the potential for difference in the ways captains and
privates hear an announcement or see a situation. A nervous private on an
outpost may hear a few rounds of rifle fire and report that he is under "heavy
fire." The company commander, hearing the private's report, might think that
the outpost is being fired upon by an enemy platoon or company. However, if
the captain knew that only a few rounds had been fired, he could more
accurately assess the situation. Even people at the same level in a unit do
not see and hear things the same way. This difference in the way people see
and hear things tends to increase as the differences in rank between them
increases. Also, a sergeant or an officer on the front line of battle may see
a situation far differently than an officer of the same rank at a higher
headquarters. The further apart they are, the greater the chance for two
people to see and hear things differently.
To ensure that differences in rank and echelon are not barriers to

communication, communicate your frame of reference clearly to your
subordinates. A person's frame of reference governs the way he thinks, plans,
and acts. Subordinates need to know your values, goals, and way of thinking so
that they can plan accordingly and use their initiative when they are out of
contact with you. This knowledge also helps your subordinates determine what
information you want and need. Likewise, you must also learn the frames of
reference of your subordinates.
Another communication problem arises when people fail to listen to one another.
They may be so concerned about their own ideas and emotions and what they want
to say, that they do not listen to what the other person is saying. As an
experiment, notice how often this is true of social conversation. The failure
to listen attentively often becomes obvious and upsetting to the other person.
It tells him that the person is not really interested in him and in what he is
trying to say. One leader may give this perception to his subordinates.
Another gives the opposite perception because his willingness to listen
carefully to subordinates, without interrupting, enhances his leadership
competence. Interrupting is impolite and counterproductive. It generally
shows that the person who interrupts is more interested in what he says than in
listening to the other person's ideas, information, or feelings.
There is a useful technique that you can practice in discussions with another
person or a group. It is to listen to the speaker and, before you respond, to
explain to the speaker the correct meaning of his message. This ensures that
you listen and understand before you respond.
It seems to be taken almost for granted by trainers that the impulse to send a
message or to impart information is so automatic in the normally intelligent
combat soldier that it requires almost no special cultivation. Nothing could
be further from the fact! As S. L. A. Marshall observes, "The tendency is ever
to smother information in combat, to keep what one knows to oneself, to dismiss
the idea that it will have any value to higher authority, to argue that what
might be gained would not justify the effort, to conclude that the special
facts must already be known to all concerned, or, if none of these things, then
simply to fail to recognize information at its face value." It is a common
tendency to smother information in war and peace.
Recognize it. Train to overcome it. Teach your people the importance of
communication and how to communicate when under stress.
When two people do not understand each other, they lose mutual respect, trust,
and confidence. Cohesion occurs through strong bonds of trust, respect,
confidence, and understanding. Trust and respect are fundamental to candid,
open communication. An individual tends to guard himself against another
individual whom he mistrusts.
You trust someone when you feel that he is supportive of you--he keeps his word,
he cares about you, he understands you, and he wants to help you. It takes
time to build trust. People do not trust each other until they have had time
to get to know each other's motives, values, characters, knowledge, and
skills. Building trust between people is a slow and delicate process. If the
bond of trust is injured, the wound must be quickly identified and treated by
both people. The cure is for both people to communicate openly about the
cause, which may cure the injury. If this is not done, the bond of trust may
become irreparably severed.
You gain the trust of your subordinates by demonstrating leadership attributes.

If you are competent, and you show your subordinates that you sincerely care
about them and their frames of reference, they will trust you. You lose trust
when your subordinates perceive that you are selfish and not truly concerned
with the mission, with the unit, and with their well-being as individuals.
Little things may cause you to gain or lose trust and respect. Find and cure
the causes of distrust in a unit by using the problem-solving process.

Identify problems, determine what to do, and determine what leadership style to
use. If you increase candid communication in your unit, you can clear up the
misunderstandings that frequently occur.
The following guidelines will assist you in avoiding or overcoming physical and
psychological barriers to communication. Sense what seniors, subordinates, and
peers need to know to do .their jobs. Leaders at all levels must put
themselves in the shoes and situations of other soldiers. You need to see the
battle or training from the eyes of your seniors, your subordinates, the peers
on your flanks, and your support personnel. A lieutenant who has this ability
will immediately sense the information that his superior must have. He will
also be sensitive to the information that his juniors and peers must have to
achieve the unit's missions. He will sense the information that the supply,
intelligence, and personnel people need.
Battalion HQ must have accurate information on each company's situation to

assist and coordinate the actions of all the companies. They should not divert
a leader's attention from the mission accomplishment, however, by nagging them
for information.
On the other hand, subordinate unit leaders must provide timely, accurate
information so that their higher HQ can coordinate the overall unit
activities. HQ in turn must communicate necessary information to
subordinates. Information flow must be planned for and encouraged through the
ranks. Communication ensures that decisions will be made from knowledge of the
situations rather than from a void.
Understand how stress affects communication. You need to understand clearly the
human tendencies under stress that create communication problems. Be aware
that different people do not see the same reality when they look at a situation
to read a message. What each of us sees at a given moment is influenced by our
psychological frames of reference--our beliefs, values, character, knowledge,
past experience, goals, and fears.
People do not always see reality. They see what they perceive to be reality.
Unfortunately, people's perceptions, especially under stress, are often far
from reality. Stress is pressure or tension. It is any real or perceived
demand on the mind, emotions, spirit, or body. Under stress, people tend to
see the situation as worse than it is. In battle, soldiers tend to use words
like "heavy shelling," "intense fire," or "strong resistance," but these terms
mean different things to different people.
Soldiers at all levels need to be clear and concise in their communication.

Prepare your soldiers to deal with stress and its effect on communication
through tough, realistic training. Familiarize them with the sights and sounds
of battle through training. Teach them how to perform effectively both as
individuals and as a team under the hardships that they will face in war. They
will learn to react in true proportion to the situation.
Teach and demand accurate reporting. You have to be aware of the human
tendencies that distort reality. You must cut through them and get correct
information which corresponds with reality. If something is not known to be a
fact, do not report it as a fact. Report it as what it is--a perception, a
belief, an opinion, or an assumption. Teach your soldiers to report matters as
exactly as they know them, based upon what they see and hear. If they do not
follow this principle closely, disaster can occur.
During the Ardennes fighting in WWII, the lead forces of the German Second
Panzer Division reported meeting "intense fire" and "strong resistance" at a
bridgehead when, in fact, they met 12 nervous infantry soldiers. Luckily for
the 12 soldiers and the American Army, this miscommunication caused a German
Division Commander to make a serious error.
No matter how great the pressure from a senior to progress in a situation, it is

better to say "I don't know," "I believe," or "I'll check and get back to you"
than to report as "fact" something that you are not certain is a fact--just to
get the superior off your back. The leader at the level above you must be
aware of what is a fact and what is an assumption if he is to make good
decisions. By the same token, those below you and at your level in the unit
need to know what is fact and what is assumption. Stress the difference
between them.
Aim at your target audience before you shoot your message at them. You want the
target audience of your communication to receive and understand your message.
Put yourself in their shoes, their frame of reference, and their situation.
Then you can better form the content and the tone of the message so that it
hits the target.
People tend to make the mistake of communicating from their own situations and
framework rather than to the framework of the target audience. Before you
communicate, take a moment to think. How would you interpret the message and
how would you feel? This step is an important, often neglected part of good
communication. Ask someone else to put himself in the situation of the target
audience. See how he understands and feels about the message.
When circumstances permit, write out a message to prevent a change in its

content or meaning. Writing forces you to complete your thoughts and to
express them accurately, and you know that all receivers on the way up, down,
or laterally are getting the same content.
It helps to write out plans, orders, and messages, even if you are going to
communicate them verbally. Writing allows you to see your communication. It
enables you to analyze your message to ensure that you are communicating
exactly what you want the other person to receive and understand.
Use several channels of communication and repeat important communications.

Since information can easily be filtered or blocked, you must use several
channels to relay it. Repeat important communications to ensure that they get
to all parts of the unit. The following are channels of communication:
o Announcements. Announcements are quick and easy, and reach a large group
at once. However, they are not always reliable and should not be the
sole channel of communications. Some troops will not be present, some
might not listen, and some may not understand. Also, feedback as to
whether the message is understood is limited when troops are in
formation. Announcements are best for short, easy-to-understand
messages.
o Chain of command. The leaders in the chain of command must be a cohesive,

harmonized team if the chain is to communicate clear messages. Strong
bonds of trust, confidence, respect, and understanding among all leaders
in the unit lead to an effective command channel. The officers and
noncommissioned officers (NCOs) in the unit make up the leadership team,
which is the nervous system of a unit. The leadership team must prevent
change in the meaning, content, and importance of messages on the way up
or down the chain or laterally. The leadership team of a unit is made up
of people. No matter how good each person on the team is, each has his
own unique framework for seeing and hearing. Therefore, the potential
for blocking and distorting communications is always present. You must
know this and continually check to ensure that accurate information is
flowing through the leadership team to the troops.
o Informal groups. Informal norms and informal groups are important to

communication. Informal groups shape morale and influence values.
People in informal groups are linked by the bonds of friendship. Their
communication net operates quickly and directly. If informal groups
support the chain of command, they can promote effective communication
and control the ill effects of rumors.
o Informal conversations or feedback sessions. Informal conversations are a

good way of communicating to your subordinates and of receiving feedback
from them concerning conditions affecting cohesion, discipline, morale,
and unit effectiveness.
o Communicating to key subordinate leaders at one time. As a food advisor

or food service supervisor, you may have an order to give or a policy to
announce. You want to ensure that all subordinate leaders get the exact,
unfiltered order or policy. Therefore, instead of communicating just to
your FSSs, gather all your subordinate leaders together so that they all
get the full impact of your communication.
o Ensure that all soldiers are completely informed as to the object

(mission). The likely nature of modern war will cause mass casualties,
small groups of soldiers isolated from friendly units, great stress from
continuous day and night operations, and confused engagements with enemy
forces. More than ever, success on the battlefield will depend upon the
creative thinking, problem-solving ability, and character strength of all
soldiers. We must teach our soldiers how to think and solve problems
while they are under stress. If they are to think creatively on the
battlefield, they must have a clear concept as to the "object"; the
mission must be clearly communicated to them. They must have all the
accurate information that HQ--platoon, company, battalion, and above--can
supply about the enemy and other factors that affect the mission. This
way, when communications with HQ become temporarily cut off, lower-level
units and soldiers will be able to use their initiative to accomplish the
mission without instruction from higher HQ. Through explicit
communication, soldiers must be able to visualize the unit goal. Keep in
mind that this visualization of the goal can only happen if leaders at
each level clearly communicate their goals and frames of reference to
subordinates.
o Conduct a personal reconnaissance. There is a principle that applies to

both the inspirational and practical sides of leadership. Getting up
front, conducting a personal reconnaissance, and setting the example are
critical to analyzing the situation and having a positive effect on the
morale and motivation of soldiers. Because of all the communication
problems that we have discussed, getting to the front is necessary to
obtain facts and to make valid assumptions about what is not known. It
is critical to sensing the actual physical and moral conditions of your
soldiers and the advantages and disadvantages of terrain.
S. L. A. Marshall wrote: "The truly inspired leaders that I have seen in

combat... invariably made the most of every opportunity to inquire into
the physical characteristics of the fire fight. That was a rule of thumb
to them--to learn the small details of how the battle was being fought
from the men who were carrying the action." Marshall added: "In this way
they not only used their visits to inspire their men but they learned
much which could be applied to conserving the lives and building the
efficiency of their forces." He went on to say: "The processes of the
battlefield evolve so rapidly that no man may keep pace with them through
knowledge gained second-hand. The knowledge of the stresses and strains
upon human nature, which is as vital to an appreciation as the counting
of man strength and weapon strength, comes only of experience acquired
firsthand." Marshall wrote: "The front is to be seen and its conditions
are to be understood through the eyes of men who fought there. . . .
The values which derive from inspection and personal reconnaissance are
in direct ratio to the difficulties of the situation."
For effective communication in a unit, there is no substitute for face-toface communications and personal reconnaissance.
In the invasion of Normandy, Brigadier General Roosevelt, President

Theodore Roosevelt's son, was an assistant division commander of the
Fourth Infantry Division. He went ashore at Normandy Beach with the
first wave of invading forces. His purpose was not to command the
companies or to over-supervise but to inspire and to gain firsthand
information. He personally reconnoitered the German positions. When a
crisis developed, he was there to analyze it, to direct units, and to set
an inspirational example. His personal reconnaissance, his overall
direction to units, and his inspiring example contributed greatly to the
success of that historic invasion. As Bruce Jacobs observes, he was
awarded the Medal of Honor for these actions. If he had been leading
from a safe distance to the rear, he would not have known the situation
and the Fourth Division's attack might not have been successful.
The principle of "personal reconnaissance and honest, candid, face-to-face

communications with soldiers at the lowest levels" is fundamental to
being a good leader at any level. It applies in garrison, in training,
and in the field. Any leader who violates the principle risks being
misinformed about matters critical to unit success.
Face-to-face communication helps to eliminate barriers to communication.
o Ensure that accurate information flows laterally as well as up and down.

In Men Against Fire, S. L. A. Marshall describes how leaders have a
disastrous tendency to regard flanking units as props rather than as
equal, mutually supporting units striving for a common goal.
They expect superiors to keep them informed about their flanks, but in the
heat of battle, superiors rarely know. Unit leaders must actively seek
out flanking units on their own initiative and share information as to
strength and intentions. Marshall asserts that leaders should ask
themselves:
"Have I established full communications [with flank units]? Do I know the

strength, [or location], and intentions?. . . Not one officer in two
score is inclined to make this a rule of action; it is the rare man who
applies it even on occasion. . . . Failure to grasp this simple and
basic idea of communications is the most common cause of breaking contact
on the field of battle and is the general reason why-the union of
tactical forces is so frequently deprived of any positive result. .
Juncture of forces calls for a juncture of thinking and of information if

success is to be had at the lowest cost." You should always send someone
to get information from units on your flanks.
S. L. A. Marshall gives the example of a company that gave up a bridgehead

to a German force in WWII because it did not know that the other two
companies of its battalion were on its flanks within supporting
distance. Had the leaders known the strength, mission, and location of
the two companies, morale would have been strengthened. This union of
force of the three companies could have held the bridgehead. Information
can build flagging morale. A union of information and thinking causes a
union of force.
Communication skills are fundamental to your ability to apply your other

implementing skills--coordination, supervision, and evaluation.
c. Eleven Principles of Leadership. The traditional principles of

leadership are excellent guidelines. Advise your FSSs to explain to their
personnel during training sessions how to apply the be, know, and do principles
of leadership. Tell the food service sergeants to use the examples of how to
apply these principles that are provided in this subcourse.
The eleven principles are as follows:
o Know yourself and seek self-improvement. Remind your FSS that, in

order to know himself, he has to understand his preferences,
strengths, and weaknesses. He must know his be, know, and do
attributes. Seeking self-improvements as a leader means continually
strengthening his attributes. As a leader, your FSS identifies his
strengths and weaknesses, sets goals to improve upon weaknesses,
develops plans to achieve his goals, and evaluates his progress
toward reaching his goals. Doing so will increase his competence and
the confidence his soldiers have in his ability to train and lead.
For example, you may suggest that your FSS make a list of the
attributes that he possesses which relate to his job and to himself
as a leader. He might then have his peers and subordinates make
similar lists regarding his attributes. By doing so, the FSS has a
picture of how his peers and subordinates see him in relation to his
job and leadership skills. Where different perceptions exist,
suggest that the FSS be objective about himself and make any
necessary improvements to enhance his skills and attributes. Remind
him that, for most people, perception and reality are regarded as
being the same. For example, if a subordinate views the FSS as being
unknowledgeable about field feeding, the FSS can demonstrate his
knowledge of this subject by personally directing field feeding
operations, evaluating his personnel, or recommending changes in the
field feeding operation. The FSS can also suggest that his peers and
subordinates make such a list of their own job skills and personal
attributes.
o Be technically and tactically proficient. Technical and tactical

knowledge is essential to leadership. As a leader, you must be
proficient with each weapon, vehicle, and piece of equipment in your
unit. Remind your FSS that he should be able to operate and maintain
every piece of equipment related to his job. Remind him that he
should not hesitate to request instruction or help from anyone able
to supply such aid, including superiors, peers, and subordinates.
For example, a FSS's cook might be able to explain how to set up a
mobile kitchen trailer (MKT) in less time. Remind the FSS that he
and his men may be called upon to fight as well as to cook and serve
meals. Therefore, he and his men should know and practice tactical
as well as technical principles and techniques. For example, the FSS
and his cooks should demonstrate their proficiency with weapons and
tactics on a regular basis and implement remedial or extended
training whenever desirable or necessary. Technical and tactical
proficiency can be developed through a combination of the tactics,
techniques, and procedures that are learned in formal schools
(institutional training), in day-to-day jobs (operational
assignments), and from professional reading and personal study (selfdevelopment).
o Seek responsibility and take responsibility for your actions.

Responsibility is a crucial professional value, and the FSS's
personnel, like the FSS himself, must be willing to seek and take
responsibility for their actions. Remind the FSS that it is
important for him and his men to take the initiative to see what
needs to be done and to exercise the fortitude needed to take
responsibility for doing it. For example, if a cook sees that a
second water sterilizing bag is needed to supply drinking water to
troops during a particular exercise, he should take the initiative
of, and accept the responsibility for, obtaining and setting up the
additional bag.
o Make sound and timely decisions. Remind your FSS that he must
instruct his personnel to examine problem solving, decision making,
and planning procedures in order to make sound, timely decisions.
For example, if spinach is unpopular with the troops, your personnel
should bring this fact to the attention of the FSS. Together, the
FSS and his men can determine what other vegetable could be supplied
as a more popular replacement for the spinach. By replacing spinach
with a more popular vegetable, your FSS saves money and ensures that
the troops consume more of their meals. Remind your FSS that
delaying or avoiding decisions can cause unnecessary casualties and
fail to accomplish the mission. Ensure that he understands that
indecisive leaders create hesitancy, loss of confidence, and
confusion. He must be able to anticipate and reason under the most
trying conditions and quickly decide what actions to take. Here are
some guidelines to help your FSS lead effectively:
- Gather essential information before making a decision.
- Announce decisions in time for soldiers to react. Good decisions

made at the right time are better than the best decisions made too
late.
- Consider the short- and the long-term effects of decisions.
o Set the example. The need for the leader to set the example is
critical. No aspect of leadership is more powerful. You may show

your FSS what you mean when you tell him to set the example for his
men by setting the example yourself, for him. For example, you could
camouflage a mobile Kitchen trailer while he observes you. In turn,
he could set the example for his personnel by camouflaging an MKT in
the field. Remind your FSS that his soldiers will imitate his
behavior. Therefore, he must set high, but attainable standards, be
willing to do what he requires of his soldiers, and share dangers and
hardships with his soldiers. His personal example affects his
soldiers more than any amount of instruction or any form of
discipline. He is their role model.
o Know your soldiers and look out for their well-being. Explain to your
FSS the importance of his knowing human nature. Explain to him the
importance of sincerely caring for his personnel and how to
demonstrate his concern for them. He needs to understand what makes
his soldiers "tick" and learn what is important to them. He needs to
commit time and effort to listen to, and learn about, his soldiers.
When your FSS shows genuine concern for his troops,. they trust and
respect him as a leader. Telling his subordinates that he cares
about them has no meaning unless they see him demonstrating care.
For example, you might tell him to reprimand his subordinates only in
private. On the other hand, you might tell him to praise his
subordinates openly. If soldiers refuel an M2 burner unit within
less than 50 feet of the MKT, you should stop them at once because
this is a very dangerous situation. However, you can do so without
or embarrassing the soldiers by saying something like, "Let me help
you carry the burner unit to the lighting area. Fifty feet is a long
way to carry the unit without adequate help."
o Keep your soldiers informed. American soldiers do best when they
understand why they are doing something. By keeping his subordinates

informed, your FSS helps them make decisions and execute plans within
his intent, encourages initiative, improves teamwork, and enhances
morale. Subordinates look for logic in their leader's orders and
question things that do not make sense. They expect to be kept
informed and, when possible, to have their leaders explain reasons
for their orders. Your FSS can accomplish this task by advising his
personnel concerning the requirements they face in feeding troops in
the field. Tell them how many days the field exercise is to last,
how many troops must be fed, what types of rations are needed, what
type of weather to expect, and other such details regarding the
feeding of the troops. Ask for their feedback in planning for the
mission.
o Develop a sense of responsibility in your subordinates. Your FSS's
subordinates will feel a sense of pride and responsibility when they

successfully accomplish a new task that he had given them.
Delegation indicates that he trusts them, and they will want to take
on even more responsibility. After he instills the value of
responsibility in his subordinates and develops the attributes that
will cause them to carry out their professional responsibilities,
your FSS should assign responsibilities to his subordinates and hold
them accountable for performing them. For example, the FSS might
assign one man to prepare rations, three men to serve rations, and
two men to clean equipment and utensils. The FSS then sees that each
man performs the duties for which he is responsible. The FSS gives
them more responsibility when they show that they are ready. Their
initiative will prove amazing.
o Ensure that the task is understood, supervised, and accomplished.
Your FSS's soldiers must understand what he expects from them. They
need to know what he wants done, what the standard is, and when he
wants it done. They need to know whether the FSS wants it done in a
specific way. Supervising lets him know whether his soldiers
understand his orders. It shows his interest in them and in the
accomplishment of the mission. However, too much supervision causes
resentment and too little supervision causes frustration. When his
soldiers are learning new tasks, ensure that your FSS tells them what
he wants done and shows them how he wants it done. Make sure that
your FSS lets them try to accomplish the task or mission. Ensure
that he watches their performance and accepts performance which meets
his standards; rewards performance that exceeds his standards; and
corrects performance that does not meet his standards. See that he
determines the cause of poor performance and takes appropriate action
to correct such performance. When he holds his subordinates
accountable to himself for his performance, they realize that they
are responsible for accomplishing missions as individuals and as
teams. Refer to the guidelines concerning communication in Part A,
paragraph 2b(4), of this subcourse. Recommend to your FSS that they
apply the principles and procedures outlined to ensure that the food
service tasks of a mission are understood and accomplished by his men
under his supervision.
o Train your soldiers as a team. Recommend that the FSS train his
soldiers as a team. Advise him not to continually reassign

subordinates to different jobs and squads because doing so disrupts
the unit's cohesion. Recommend that the FSS put his men through
significant, emotional experiences in which they do what they do not
believe that they could do as individuals. For example, after a
late-night field feeding period, following long-distance travel over
rough terrain, have your unit join forces with an infantry squad
defending against an abrupt enemy assault. As they go through each
experience, they must help each other to achieve their common
purpose. As a leader, your FSS can undertake this training on his
own initiative.
o Employ your unit in accordance with its capabilities. Each unit has
capabilities and limitations. Your FSS is responsible for

recognizing both these factors. His soldiers will gain satisfaction
from performing tasks that are reasonable and challenging but will be
frustrated if tasks are too easy, unrealistic, or unobtainable. Have
your FSS develop the capabilities of his personnel through good
leadership and training and then employ his men successfully
according to their capabilities. Your FSS should increase the
capabilities of his unit by developing discipline and cohesion.
Remind him that fear and fatigue have draining effects upon soldiers'
energy. Ensure that your FSS's soldiers are capable of reaching unit
standards. For example, your FSS's men should be able to set up a
MKT in 30 minutes. The FSS can time them as they set up the MKT to
ensure that his men can set it up within the required time limits.
If they cannot do so, the FSS should require additional practice in
setting up the MKT until the men are capable of setting it up within
the time limits.
To apply these time-tested principles, you need a clear understanding of the

definition of leadership, the four factors of leadership, and the be, know, and
do attributes of leadership.
d. Professional Army Ethics. The following paragraphs discuss the ethics

and values a leader must possess, develop, and instill in their subordinates.
The basic professional beliefs and values that you should hold and constantly
strive to instill in your subordinate leaders and soldiers are loyalty to the
ideals of the nation, the Army, and your unit; duty, or personal
responsibility; selfless service; and integrity.
These four values make up the professional Army ethic, and they should be the
basic values of all soldiers. You may have the rank of a NCO, a warrant
officer, or a commissioned officer, but if you do not live up to these values
under pressure, you are not yet a professional military leader.
Society gives Army leaders the authority to build an effective force that can
protect its citizens and its national interests. When society gives
professionals power--sometimes life and death power--members of society trust
the professionals to use that power for the good of society and not for the
self-interest of the individual. Unfortunately, history has proven that power
tends to corrupt, often unconsciously, and some people will use power for
selfish reasons. Therefore, professionals have a code of ethics to guide them
in using their power. This code helps the professional avoid giving in to
temptation, human weakness, and corruption.
The values of the professional Army ethic flow from American ideals found in the
Constitution and the Declaration of Independence. Throughout American military
history, these values have been the bedrock of our best military leaders and
soldiers. It is by following professional ethics--principles of conduct and
standards of behavior--that soldiers achieve "moral" or "right" behavior that
exemplifies the ideals and values of this nation.
FM 100-1 states: A profession is a calling which demands of its members

specialized knowledge and skills and intense preparation--it is imperative that
the military profession embrace a professional ethic. This ethic should be set
forth those values and principles of conduct which govern our behavior both as
a group and as individuals. Furthermore, such a professional ethic must be
understood and accepted in its totality by individuals at every level of
military operations--from the soldier on point, to the field commander, to the
general officer testifying before Congress. It is true, therefore, that while
personal value systems or ethics may vary from individual to individual,
professional integrity demands of each soldier an uncompromising commitment to
those institutional values which form the bedrock of our profession--the Army
ethic.
(1) Loyalty to the Nation, the Army, and Your Unit. The professional
Army ethic requires loyalty to the nation, the Army, and your unit.
(a) Loyalty to the Nation and Its Ideals. The oath that every
soldier takes requires loyalty to the nation and involves an obligation to
support and defend the Constitution.
This fundamental value of the professional Army ethic implies recognition that
the Army exists solely to serve and defend the nation. It represents
unswerving loyalty to the ideal values of the nation and the Army--directed
upward through the chain of command, and accepts as proper and fitting the
subservience of the military to civilian control. It demands total adherence
to the spirit and the letter of the lawful order, to the fullest of one's
comprehension of that order.
To a true military professional, loyalty to the ideals of the nation means a

deep belief in serving and defending the ideals of freedom, justice, truth, and
equality found in the Declaration of Independence and the Constitution. It is
the sworn duty of military leaders to defend these ideals. Numerous wars in
the past two centuries have been fought to preserve them. These ideals will
guide you if personal and professional values ever conflict. Legal and moral
action that assist the Army in defending these ideals are right. Actions that
are contrary to the ideals or principles upon which this nation was founded are
wrong.
Loyalty to the ideals of the nation underlies our other professional values.
Being a professional leader means being selfless, honorable, and committed to
serving the ideals of the nation. True leaders are always more concerned with
service to America than they are with promotion or glory.
American military professionals do not fight to impose our political system on

others by force or to gain power or wealth. They are not simply professional
killers or managers of violence. Professional soldiers are protectors of the
ideals of America, willing to sacrifice their lives defending and fighting for
these ideals, so that others can live in a free and just society. To do this,
they must be experts at leading soldiers in battle.
The military leader who deeply values loyalty to the nation sees himself as a
person who will always do his best to defend American ideals.
(b) Loyalty to the Army. Loyalty to the Army means supporting the
military and civilian chain of command.
(c) Loyalty to Your Unit. Your unit is your piece of the Army's
action, your day-to-day part of the Army. By contributing to your unit's
mission and combat readiness, you contribute to the defense of the nation.
Your unit is your family, your team. Loyalty to the unit means that you place
the unit's needs and goals ahead of your own.
Loyalty to your unit implies a two-way obligation between those who lead and
those who are led; an obligation to conserve lives,
to be considerate of the well-being of ones subordinates and comrades, to

instill a sense of devotion and pride in the unit, and to develop the
cohesiveness and loyalty that mold individuals into effective fighting
organizations.
(2) Duty. A duty is a legal or a moral obligation to do what should be

done without being told to do it. Duty means accomplishing all assigned tasks
to the fullest of your ability.
Duty requires the willingness to accept full responsibility for your actions and
for your soldier's performance. It also requires a leader to take the
initiative and anticipate requirements based upon the situation. As a
professional, your responsibility is to do your duty to the best of your
ability.
As FM 100-1 points out, "Essential to the proper expression of loyalty" to the

nation "and unit is a deep sense of personal responsibility. Personal
responsibility, or duty, is the third fundamental value of the Army ethic.
Duty equates to the individual obligation to accomplish all assigned tasks to
the fullest of one's capability; to abide by all commitments, be they formal or
informal; and to seize every opportunity for individual growth and
improvement. This value also requires of each of us a willingness to accept

full responsibility for the actions of those in our charge."
Responsibility includes the age-old soldierly values of duty and honor. As a

professional, your responsibility is to do your duty--what ought to be done--in
an honorable way. The honorable way accords with the moral values of truth and
justice. You have honor if you morally and courageously do your duty to the
best of your ability. A soldier shows this value when he volunteers to risk
his life looking for the enemy machine gun that is stopping his company, as
"Commando" Kelly did.
A leader who lies or tells a half-truth to make his unit look good on a report
may think that he is doing his duty and being loyal to his commander and his
unit. In fact, he is being dishonorable and unethical, neglecting his duty to
the Army and the nation. A leader cannot truly do his duty without being
honorable.
(3) Selfless Service. You may have to put the nation's welfare and the
accomplishment of the mission above your own personal safety and the personal
safety of your troops. You must resist the temptation to put self-gain,
personal advantage, and self-interests ahead of what is best for the nation,
the Army, or your unit. Selfless service is necessary to develop teamwork, and
military service demands the willingness to sacrifice.
As a leader, you must be the greatest servant in your unit. Your rank and
position are not personal rewards. You earn them so that you can serve your
subordinates, your unit, and your nation.
Service in the professional Army requires teamwork which emphasizes the greater
good of the nation and the Army.
A successful leader should be perceived as the hardest-working member of the

unit. That does not imply that he does the same work as his subordinates. He
does work appropriate to his position and thereby assists his subordinates in
getting each job done.
(4) Integrity. Integrity is woven through the fabric of the professional

Army ethic. It means being honest and upright, avoiding deception, and living
according to the values of the Army ethic. You must be absolutely sincere,
honest, and candid, avoiding deceptive behavior. Integrity is the basis for
trust and confidence that must exist among members of the Army. Further, you
must demonstrate integrity in your personal life. If you compromise your
personal integrity, you break the bonds of trust between you, your soldiers,
and your leaders.
e. Additional Values Crucial to Good Leadership. Courage, candor,

competence, and commitment are four qualities or traits of character which must
be valued by all soldiers. They should be the foundation of your character.
The more that you build these traits in-yourself and others, the more
successful you will be. In order for them to become traits, you must first
believe in them and value them.
(1) Courage. Courage comes in two forms. Physical courage is overcoming

fears of bodily harm and doing your duty. Colonel Chamberlain and his soldiers
showed great physical courage at Little Round Top when they successfully
charged the enemy force which outnumbered them.
Moral courage is overcoming fears of other than bodily harm while doing what
ought to be done. It is the courage to stand firm on your values, your moral
principles, and your convictions. You show moral courage when you do something
based upon one of your values or moral principles. After the Civil War,
General Chamberlain ran for governor of Maine. He was faced with many
pressures to make political promises of jobs and benefits to various people who
had the power to influence the election in his favor. He stubbornly refused,
based upon moral principle, knowing that he was hurting his chances to become
governor.
There will be times when honestly stating your true beliefs to your seniors or
the group may not be in your best interest--it may hurt your chances for
promotion or even ruin your whole career. These times will test whether or not
you have the moral courage to stand up and be counted.
(2) Competence. Competence is proficiency in required professional

knowledge, judgment, and skills. Each leader must have it to train and to
develop a cohesive, disciplined unit with all the required individual and
collective skills to win on the battlefield against superior members. Colonel
Chamberlain showed great competence in handling his troops and the situation
they faced when they held Little Big Top against the enemy and subsequently
caused the greater number of Confederate troops to retreat before their
charge. Competence builds confidence in one's self and one's unit--crucial
elements of morale, courage, and success on the battlefield.
(3) Candor. Candor is being frank, open, honest, and sincere with your
soldiers, seniors, and peers. It is an expression of personal integrity. If
handled properly, disagreeing with others and presenting your point of view are
not wrong. Remember these three important points:
o Select the right time and place to offer your criticism or advice.
o Do not criticize a plan without giving a constructive alternative

whenever possible.
o Recognize that, when your leader has made the final decision, you
must end your discussion and support legal and proper orders even
if you do not personally agree with them.
There is often no time in combat to verify reports or to question the accuracy

of information. Consequences are too important, and time is too short to
communicate anything but the truth.
Candor is equally important in peacetime. Demand it from your subordinates and

expect it from your peers and superiors. Candor expresses personal integrity.
(4) Commitment. Commitment means the dedication to carry out all unit
missions and to serve the values of the country, the Army, and the unit. This
is shown by doing your best to contribute to the Army, to train and develop
your unit, and to help your unit develop professionally and personally.
Patriotism, duty, courage, and the high ideals of America must be real to
leaders if they are to transmit their commitment to their soldiers. In
transmitting your commitment to your subordinates, you reinforce your
determination to do their part to accomplish the mission.
f. Leadership Attributes. If you are a leader whom your soldiers can trust
to accomplish the mission while looking out for their well-being, they will
learn to respect you. To be a competent leader, you must be, know, and do
certain things. Each of these attributes is discussed below.
(1) Be. As a leader, you are responsible for understanding and directly
transmitting the Army's values to others. These values are the foundation for
service to the nation. Since the Army's purpose is to protect the nation and
its values, the Army's ethic must be consistent with the national will and
values. The oath that you took pledged you "to support and defend the
Constitution of the United States." Taken without reservation and regardless of
personal sacrifice, this oath is formal and public recognition of your
commitment to a professional ethic.
As a leader, you must be a person of strong and honorable character who has the
following attributes:
o Determination.
o Compassion.
o Self-discipline.
o Role-modeling.
o Initiative.
o Flexibility.
o Consistency.
As a leader, you must be committed to the professional Army ethic by being:
o Loyal to the nation, loyal to the Army, and loyal to your unit.
o Providing selfless service.
o Performing your duty.
o Maintaining your integrity.
As a leader, you must also possess professional character traits.
Such character traits are:
o Courage.
o Competence.
o Candor.
o Commitment.
As a leader, you must be able to resolve complex ethical dilemmas by:
o Interpreting the situation.
o Analyzing all the factors and forces that apply.
o Choosing a course of action that seems best for the nation.
Your beliefs, values, and ethics are the foundation of your competence as a
leader. They guide you as you lead. Beliefs are assumptions or convictions
that you hold as true regarding some thing, concept, or person. For example,
you may believe that some people can only be motivated by reward or
punishment. That is a belief about human nature. You cannot prove it. Some
people hold that belief; others do not.
Values are attitudes about the worth or importance of people, concepts, and
things. They come from your beliefs. They influence your behavior because you
place importance upon your alternatives depending upon your system of values.
For example, you place value upon such things as truth, money, promotion,
justice, and selflessness.
Your values influence your priorities. Strong values are what you will put
first, what you will defend most, and what you least want to give up. As a
leader, you may be confronted by situations in which your value of candor
(honesty) comes into conflict with your value of pleasing your boss. For
example, if you failed to perform a security check as required, do you have the
integrity and moral courage to put your error into the duty log?
In that situation, your values on truth and self-interest will collide. What
you value most will guide your actions. In this example, the proper course of
action is obvious. There are times, however, when the right course of action
is not so clear.
Your beliefs, values, and ethics are important. They influence how you think
and learn, how you implement plans, and how you treat people. Goals based
primarily upon selfish values do not serve the best interests of the country,
the Army, or the soldiers in your unit.
Military ethics are guidelines that help you lead in a professional manner.
Officers and NCOs must discuss, emphasize, and teach professional beliefs,
values, and ethics.
Our leadership should cause people to learn military values and ethics. This
occurs naturally as respected leaders demonstrate their beliefs and values and
teach, counsel, and provide good training.
Professional beliefs, values, and ethics are the foundation of a leader's

character, which must enable him to withstand great pressures. Character is
the sum total of your personality traits. When we speak of a soldier of
character, we are speaking of an individual with a combination of traits that
cause him to do what he believes is right--regardless of pressures.
(2) Know. As a leader, you must know the following:
o The four factors of leadership (the follower, the leader, the

situation, and communication) and how they affect each other.
o Army standards (sources and how the standards relate to

warfighting).
o Yourself (personality and performance and your knowledge, skills,

and attitudes).
o Human nature (human needs and emotions; how people respond to

stress; the strengths and weaknesses of your people's character;
the knowledge and skills of your people; the potential for good
and bad behavior; and how depression and sadness contribute to
fear and panic, and how fear affects performance).
o Your job (planning and communicating effectively; supervising,

teaching, coaching, and counseling; technical and tactical
competence; development of subordinates; making good decisions
that your soldiers accept; and using available systems).
o Your unit (unit capabilities and unit limitations; how to develop

necessary individual and team skills; how to develop cohesion;
how to develop discipline).
As a leader, you must understand how beliefs and values become instilled in
people and how they can be changed, how character is developed, how people
learn, how soldiers can effectively deal with stress, and how informal group
norms or rules become instilled as beliefs and values in group members.
Moreover, you must understand how to
o motivate people in general and your subordinates in particular.
o communicate in a way that builds bonds of mutual trust, confidence,

respect, and understanding among soldiers and between leaders and troops.
o develop morale, cohesion, and discipline.
o teach individual and team skills necessary for unit effectiveness.
o teach and train others to become good leaders.
Finally, you must have the knowledge that is required to create favorable
situations. This knowledge includes:
o How to identify, analyze, and influence the important forces in a

situation (explained in paragraph 3).
o How to plan.
o The technical and tactical knowledge necessary to do your job.
o The important lessons of military history.
(3) Do. As a leader, you must be able to provide:
o Purpose by explaining the purpose of missions and communicating

your intent.
o Direction by planning, maintaining standards, setting goals,

making decisions and solving problems, supervising, evaluating,
teaching, counseling, and training soldiers and soldier teams.
o Motivation by taking care of soldiers; serving as the ethical

standard bearer; developing cohesive soldier teams; making
soldiering meaningful; rewarding performance that exceeds
standards; correcting performance that does not meet standards;
and punishing soldiers who intentionally fail to meet standards
or follow orders. In addition, you must develop morale and
esprit in your unit. For example, you must be able to align unit
and individual goals and reward behavior that leads to
achievement of unit standards and goals. You must also be able
to teach, coach, and counsel. These are the skills necessary to
influence human nature and to guide motivated people to carry out
plans and programs.
3. Principles of Management.
Traditionally, all managers have had certain tasks that they perform at one time
or another. By employing the following principles of management, you, as a
leader, will be able to perform these leadership tasks well:
o Plan. The objective is set. Plan the wise use of resources to reach your
goal.
o Organize. As a part of planning, get all the resources together. Arrange

for people and material to do the job.
o Staff. Get the best people you can. Train them to do the job. Assign
them to positions in which their skills are best used.
o Lead. Using the plan and the organization you have set up, lead the
people toward the accomplishment of the mission.
o Evaluate. Check the results of your plan. Change and adjust, if need be,
to get back on track. You can, if things are going very badly, start
over--plan, organize, or change any part of your plan.
4. Eight-Step Plan for Decision Making.
Many "decisions" we have made are not really decisions at all. When we must do
a certain thing because of rules, regulations, or whatever, there is no
decision involved (except to know when to apply the rule). We have rules of
engagement to govern our conduct with the enemy. For example, if he turns on
his fire control radar, he is (by the rules) considered hostile and is
engaged. There is no question as to what to do. However, when the situation
is less clear and no rule fully applies, the commander must do as his judgment
and training dictate. A "friendly" aircraft using a "hostile" maneuver might
not be engaged until he fires his missiles. Then lives are lost. Again, if
the commander orders the engagement of such a vehicle, he may be in error and
civilian lives are lost. What does anyone do when he is faced with a problem
that has no clear-cut rule for the decision-maker to follow? Here is an eightstep plan for decision making to follow in such situations:
a. Identify the Problem. Learn to identify the real problem, not a symptom
of the problem. Consider all angles. An unidentified aircraft is inbound
toward your station.
b. Gather Information. Seek accurate information, but recognize the fact

that you will rarely have all the information that you need. Gather
resources. Check the radar and the radio. Call other stations. Try to call
the aircraft. Are we at war? Is the aircraft probably friendly? Can we take
the chance that it is an enemy aircraft?
c. Consider Courses of Action. Take what information you have, use your
best judgment, and make educated assumptions about the problem. Using these
assumptions, consider actions that could be taken to solve or alleviate the
problem. We can engage the aircraft or we can choose not to.
d. Analyze Courses of Action. Compare the courses of action. What are the
consequences of being wrong? If we engage the aircraft, it may be a civilian
airliner. If we do not engage it, it may be an enemy aircraft. What do we
lose (or gain) in either case? We may lose our station or we may destroy
innocent civilians.
e. Decide on a Course of Action. We decide to engage or not to engage the

unidentified aircraft based upon our sound judgment. We decide to engage.
f. Make a Plan. How do we carry out the course of action? Who will do
what? When? Where? Why? We will fire missiles at the aircraft immediately.
Other stations will be alerted as backups to hostile action.
g. Implement the Plan. We carry out the plan. We fire missiles,

destroying the enemy aircraft.
h. Evaluate the Outcome. Did the plan work? Evaluate, and, if need be,
take corrective action. If we do this, then the process begins again with
proper correction action. The hostile aircraft was destroyed, other enemy
action was deterred, and no corrective action was necessary.
PART B -MONITOR ARCS PROCEDURES
1. Background.
The following paragraphs provide background information concerning the Army

Ration Credit System (ARCS).
a. ARCS Defined. The ARCS is the garrison subsistence requisitioning and

accounting system. Procedures are set up in AR 30-1, paragraphs 7-1 through 75, for subsistence support, estimates, requisitioning, receipt, and inspection
in garrison and for training exercises under five days' duration. Under ARCS,
each dining facility manager must balance receipts against a monetary allowance
based upon headcount and the basic daily food allowance (BDFA). Each account
is maintained on DA Form 3980-R (Dining Facility Account Card).
b. Monitoring Duties. Food service officers must be trained to monitor the

status of dining facility accounts, to recognize problems, and to take actions
to correct them. If they fail to correct problems, you may be called upon to
recommend corrective actions. You make your recommendations to commanders at
higher levels. When the food service officer (FSO) monitors the accounts, he
should check dollar accountability and item accountability.
2. Review DD Form 577 (Signature Card).
Use the following guidelines to review the DD Form 577 (Signature card)(shown in
Figure 1).
a. Rescission of Requirement to Submit DA Form 1687 for Request or Receipt

of Subsistence. Pending the publication of the revised AR 30-18, Troop Issue
Subsistence Activity (TISA) Operating Procedures, the requirement to submit a
DA Form 1687 to the TISA for requesting and receiving subsistence is rescinded.
b. DD Form 577 (Signature Card). Individuals representing military

accounts who are authorized to request or receive subsistence are issued a DD
Form 577 (Signature Card)(shown in Figure 1), signed by the unit commander.
The contract operations (GOCO) project manager signs in the block designated
for the unit commander.
c. Identification. When requesting or receiving subsistence, the

individual presents the DD Form 577 and a government identification card (ID)
(government personnel) or a valid photo ID (contractor personnel) to TISA
personnel.
Figure 1. Sample of a Completed DD Form 577 (Signature Card).
d. Guidelines for Use of DD Form 577. The DD Form 577 may be used to both
request and receive subsistence when the supported organization is staffed by
seven or fewer food service personnel. Additionally, the requirement for TISA
to maintain a file of signature cards (1687) no longer applies.
e. Points of Contact. The ACES, USAQMC&S point of contact for TISA is Sue
Isensee, AUTOVON 687-4147, and Toby Ostrowski for Food Service, AUTOVON 6871868.
f. Reviewing the DD Form 577 (Signature Card). The DD Form 577 (shown in
Figure 1) consists of nine blocks. Be careful to review each of these blocks
to ensure that the entries for each block is complete and accurate.
(1) Name. In the first block, labeled "Name," ensure that the name of
the individual authorized to request or receive subsistence is typed or printed
accurately. For example, in the sample DD Form 577 shown in Figure 1, the name
of the individual authorized to request and receive subsistence is correctly
entered as "Wagner, Arthur."
(2) Pay Grade. Ensure that the pay grade of the individual authorized to
request or receive subsistence is accurately entered in the second block,
labeled "Pay Grade." For example, in the sample DD Form 577 shown in Figure 1,
Arthur Wagner's pay grade (SSC) is properly entered. If this is used for a
contract Dining Facility, then CE is entered here.
(3) Date. For example, in the sample DD Form 577 shown in Figure 1, the
correct date is entered as "20 Apr 19XX." This is the date that the form is
prepared.
(4) Official Address. Be certain that the address of the organization or

the installation for which subsistence is requested or received is entered in
the fourth block, labeled "Official Address." For example, in the sample DD
Form 577 shown in Figure 1, the correct address is entered as "416th Maint Co,
Fort Right, VA."
(5) Signature. Check to ensure that the signature of the person

authorized to request or receive subsistence is entered in the sixth block,
labeled "Signature." For example, in the sample DD Form 577, Arthur Wagner has
correctly signed his name in this block of the Signature Card.
(6) Type of Document or Purpose for Which Authorized. If the purpose of

the DD Form 577 is to authorize the request of subsistence, ensure that the
words "Request of subsistence" are entered in block six, labeled "Type of
Document or Purpose for Which Authorized." If the purpose of the DD Form 577 is
to authorize the receipt of subsistence, ensure that the words "Receipt of
subsistence" are entered in block six. If the purpose of the DD Form 577 is to
authorize both the request and receipt of subsistence, make sure that the words
"Request and receive subsistence" are entered in block six. For example, in
this block of the sample DD Form 577 shown in Figure 1, the words "Request and
receive subsistence" are correctly entered.
(7) Name of Commanding Officer. Ensure that the name of the commanding
officer is accurately typed or printed in the seventh block, labeled "Name of
Commanding Officer." For example, in this block of the sample DD Form 577 shown
in Figure 1, "William H Mixon." is correctly entered as the name of the
commanding officer. If this is a contract Dining Facility, then the project
manager signs here and CE for contract employee.
(8) Pay Grade. Ensure that the pay grade of the commanding officer
(entered in block seven) is entered in the eighth block, labeled "Pay Grade."
For example, "MAJ" is correctly entered in this block of the sample DD Form 577
shown in Figure 1.
(9) Signature of Commanding Officer. Ensure that the commanding officer

(identified in block seven) signs block nine, labeled "Signature of Commanding
Officer." For example, in this block of the sample DD Form 577 shown in Figure
1, the signature of the commanding officer, "William H. Mixon" appears
correctly.
3. Review Request for Issue or Turn In DA Form 3161.
DA Form 3161 and DA Form 3161-1 may be used to request supplies from a supply
support activity (SSA). The DA Form 3161 is used to request
o 10 or more line items of supplies normally provided by a Self-Service

Supply Center (SSSC) when SSSCs are not available.
o five or more line items of packaged Class III items.
o expendable medical items within a medical facility.
o five or more lines of supplies normally ordered on a recurring basis.

Examples are insignia, badges, and individual awards.
DA Forms 3161 and 3161-1 are used only on a fill-or-kill basis. Due-out are not
made on these forms.
Ensure that the forms are prepared in enough copies to meet local needs.
Instructions for preparing DA Form 3161 are provided below. Overprinting of DA
Form 3161 is authorized when the same items are frequently requested. When an
overprinted DA Form 3161 is used to request supplies, items and their
corresponding blank quantity columns are lined through when those items are not
requested.
In the Army National Guard, the US Property and Fiscal Officer publishes
specific instructions for filling out DA Form 3161.
A sample of a DA Form 3161 as a request for issue is shown in Figure 2.
Figure 2. DA Form 3161 as a Request for Issue.
4. Review DA Form 3161 (Request for Turn-In of Subsistence Items).
The DA Form 3161 can be used for turn-ins or issues of subsistence. The
guidelines below explain how to prepare the form for the issue of subsistence.
Use these guidelines to review the preparation of the form.
a. Background. Excess food will not be allowed to accumulate in an active

Army dining facility. Excesses are defined as subsistence items physically in
stock at the dining facility that are not programmed or included in the menu
for consumption during a given issue cycle. Excess foods invite pilferage and
spoilage, take up valuable storage space, and distort the dollar value status
of the dining facility account. Excesses can be kept to a minimum through
effective management. Some suggested ways that the FSS can control and reduce
excesses are to
o ensure that the inventory of all subsistence items on hand is

evaluated, prior to preparing requisitions for future procurement.
o ensure that menus are planned well in advance, making allowances for
troop preferences, holidays, and training.
o ensure that substitutions for items on hand are made whenever

possible.
o ensure that excesses suitable for reissue to the TISA are returned
when the actions in (1) through (3) above have failed to achieve
desired results.
With regard to reserve components, follow the guidelines in the following

subparagraphs to control or reduce excess:
o When you are obtaining subsistence support from commercial sources or

commissaries where turn-ins are not possible, store nonperishable
excesses for use during future training periods and delete like items
from subsequent procurement.
o Dispose of perishable subsistence that cannot be returned for credit

and leftover items as follows:
- Donate raw or prepared food for immediate consumption to a

charitable organization. Use this method of disposal only under
exceptional circumstances to prevent waste of food. Prepare a DA
Form 3161, listing food items, unit of issue, and quantities to be
donated.
- The DA Form 3161 also contains a Certificate of Donation, which

includes a notice that the subsistence is for immediate consumption
and releases the government from any further responsibility
concerning the subsistence donated.
- Exercise extreme caution when you use this method of disposition.

Contact medical personnel for a final determination as to the
method of disposition of leftover food to be donated. When no
medical staff personnel are available, the RC commander makes the
determination.
A DA Form 3161 as a turn-in document is shown in Figure 3.
Figure 3. DA Form 3161 as a Turn-In Document.
b. Review the Form. Use the following guidelines to review the DA Form
3161.
(1) Heading. The heading consists of the issue/turn in block, the sheet
number block, the number of sheets block, and other blocks concerning the
material issued or turned in.
(a) Issue/Turn In Block. The requester enters an "X" if a request

for issue is being made. An "X" is entered in the "turn-in" block if a turn-in
is being made. In Figure 2, an "X" is entered in the "Issue" block. In Figure
3, an "X" is entered in the "Turn-In" block.
(b) Sheet Number. Sheets are numbered consecutively. In both

Figures 2 and 3, the sheet number shown is " 1."
(c) Number of Sheets. The total number of sheets included in the

request or turn-in is entered. In both Figures 2 and 3, "1" is entered in the
"No. Sheets" block as the number of sheets.
(d) Block 1. Send To. The name and address of the TISA are
entered. In Figure 2, "240th S&S Co, Camp Humphreys, Korea" is entered as the
TISA. In Figure 3, "Troop Issue Subsistence Activity" is entered as the TISA.
(e) Block 2. Request From. The name and unit of the customer making
the request are entered. In Figure 2, "Btry A 1/40 ADA" is entered as the
customer making the request for the issue. In Figure 3, "Co A, 3d Bde, Dining
facility" is entered as the customer making the request for turn in.
(f) Block 3. Request Number. The document number (which consists of

the (DODAAC) Department of Defense activity address code, the Julian date, and
the serial number) assigned to the request is entered or this block is left
blank. In the sample DA Form 3161 shown in Figure 2, "WK4CHA-5121-6201" is
entered as the request number. In Figure 3, this block is left blank.
(g) Block 4. Voucher Number. The voucher number, if assigned, is

entered or the block is left blank. The project code is entered if one has
been assigned. In Figures 2 and 3, this block is left blank.
(h) Block 5. Date Material Required. The required date of

subsistence requested is entered or this block is left blank. This block is
left blank in both Figures 2 and 3.
(i) Block 6. DODAAC. The DODAAC of the installation or organization

making the request is entered. In Figure 2, this block is left blank. In
Figure 3, "W03BDE" is entered as the DODAAC number.
(j) Block 7. Priority. The priority designator is entered or this

block is left blank. In both Figure 2 and Figure 3, this block is left blank.
(k) Block 8. Accounting/Funding Data. The cost detail accounting

information is entered as required. This block is left blank in both Figures 2
and 3.
(1) Block 9 Through 9c. These blocks are left blank.
(m) Block 10. Publication. The authorizing publication is entered.

In Figure 2, the publication is shown as CTA 50-970." In Figure 3, the
authorizing publication is shown as "AR 30-18."
(2) Block 12. This block is used to record such information as item
number, stock number, item description, unit of issue, quantity, code, and
supply action.
(a) Column a -Item Number. The item number, in sequence, is entered

for each item requested. Refer to Figures 2 and 3 for sample entries.
(b) Column b -STOCK NO. The stock number for each item requested is
entered. In Figure 2, there is a request for the issue of 10 items. A stock
number is given for each of the 10 items: Allspice, Ground (00-519-5643), Bay
Leaves, Whole (00-519-5649), Chili Powder Blend (00-753-2962), Cinnamon, Ground
(00-127-8049), Cloves, Whole (00-170-9572), Onion Powder (01-155-6996), Pepper,
Black, Ground (00-616-5486), Poultry Seasoning (00-535-2882), Soy Sauce (01023-6163), and Pickles, Mixed (00-889-8871). In Figure 3, four items are listed
as turn-ins, and a stock number is provided for each one: Canned Tuna 416
(8905-00-935-3161), Cream Style Canned Corn (8915-00-257-3952), Wax Canned
Beans (8915-00-616-4818), and Number 10 Shelled Mixed Nuts (8925-00-128-0565).
(c) Column c -ITEM DESCRIPTION. One or two words that describe each
item requested are entered. The items listed on the sample DA Form 3161 shown
in Figure 2 are described as "Allspice, Ground," "Bay Leaves, Whole," "Chili
Powder Blend" "Cinnamon, Ground" "Cloves, Whole" "Onion Powder" "Pepper, Black,
Ground" "Poultry Seasoning" "Soy Sauce" and "Pickles, Mixed."
The items listed on the sample DA Form 3161 shown in Figure 3 are described as
"Tuna, Canned, 416," "Corn, Canned, Cream Style," "Beans, Wax Canned," and
"Nuts, Mixed, Shelled, No. 10." After the last item entered, the words "Last
Item" are entered.
(d) Column d -UNIT OF ISSUE. The unit of issue of each item

requested is entered. In Figure 2, "CN" (can) is listed for the Allspice and
the Cinnamon, ; "CO" (container) is listed for the Bay Leaves, the Onion
Powder, and the Poultry Seasoning; "BT" (bottle) is listed for the Chili Powder
Blend and the Soy Sauce; and "JR" (jar) is listed for the Cloves, Whole, the
Pepper, Black, Ground and the Pickles, Mixed. In Figure 3, "CN" (carton) is
listed for all four items listed.
(e) Column e -QUANTITY. The quantity of each item requested is

entered. See Figures 2 and 3 for sample entries.
(f) Column f -CODE. The proper code ("I" for "initial," "R" for
"replacement," "FWT" for "fair wear and tear," "RS" for "report of survey,"
"EX" for "excess," or "SC" for "statement of charges" is entered or this block
is left blank. For all the items for which issue is requested by the sample DA
Form 3161 shown in Figure 2, "R" is listed for "replacement."
This block is left blank on the sample DA Form 3161 shown in Figure 3.
(g) Column g -SUPPLY ACTION. The warehouse issue person enters the
actual quantity issued. In the sample DA Form 3161 shown in Figure 2, the
block lists the following figures as the supply actions for Allspice ("1"), Bay
Leaves ("2"), Chili Powder Blend ("2"), Cinnamon, Ground ("2"), Cloves ("1"),
Onion Powder ("1"), Pepper ("6"), Poultry Seasoning ("1"), Soy Sauce ("1"), and
Pickles ("10"). In Figure 3, the block lists "14" as the supply action taken
regarding the Tuna, "173" as the supply action taken regarding the Corn, "24"
as the supply action taken regarding the Beans, and "6" as the supply action
taken regarding the Nuts.
(h) Column h -UNIT PRICE. The troop issue subsistence officer (TISO)
enters the current standard price. In Figure 2, the following figures are
listed as the unit prices: $3.06 (Allspice), $3.06 (Bay Leaves), $1.95 (Chili
Powder Blend), $2.34 (Cinnamon), $6.29 (Cloves), $.94 (Onion Powder), $.81
(Pepper), $3.68 (Poultry Seasoning), $3.85 (Soy Sauce), and $1.79 (Pickles).
In Figure 3, this column lists the unit price for the Tuna ($8.41), Corn
($.22), Beans ($1.46), and Nuts ($10.87).
(i) Column i -TOTAL COST. The TISO enters the total cost. Multiply
column 12g by column 12h. In Figure 2, the total costs are $3.06 (Allspice),
$6.12 (Bay Leaves), $3.90, (Chili Powder Blend), $4.68 (Cinnamon), $6.29
(Cloves), $.94 (Onion Powder), $4.86 (Pepper), $3.68 (Poultry Seasoning), $3.85
(Soy Sauce), and $17.90 (Pickles). In Figure 3, the total costs are listed for
Tuna ($117.74), Corn ($38.06), Beans ($35.04), and Nuts ($65.22).
(j) Column i -POSTED DATE. The date that the issue is posted to DA
Form 3980-R or DA Form 4538-R is entered. The person who posts the issue to DA
Form 3980-R or DA Form 4538-R will enter his initials. In Figures 2 and 3,
this column is blank.
(3) Block 13. The requesting person signs and dates this block. Refer
to Figures 2 and 3 for sample entries.
(4) Block 14. The issuing person dates and signs this block. Refer to
Figures 2 and 3 for sample entries.
(5) Block 15. When items are issued, the person authorized to receive
the items dates and signs this block. Refer to Figures 2 and 3 for sample
entries.
5. Review Direct Vendor Delivery Documents.
Use the following guidelines to review vendor delivery documents, including

those pertaining to subsistence shipped direct from a vendor on contract with
Defense Personnel Support Center (DPSC) and those pertaining to locally
purchased supplies.
a. Direct Vendor on Contract with DPSC. Follow these guidelines when you
are reviewing DPSC Form 300 (Order for Subsistence):
(1) DPSC Form 300. Subsistence is shipped directly from a vendor on

contract with DPSC. The Defense Subsistence Office (DSO) forwards DPSC Form
300 (Order for Subsistence) before shipment. DPSC Form 300 is a combination
purchase or delivery order and receiving report. This form provides
information concerning the contract number, vendor, item, quantity, delivery
date, inspection, and acceptance. The troop issue subsistence officer (TISO)
furnishes one copy to the military veterinary service (MVS) personnel as a
request for inspection.
(2) When Receipt Conforms to the Terms of the Order. When receipt
conforms to all the terms of the order, the TISO and MVS personnel, if
applicable, sign the receiving report or its equivalent. The TISO
o uses one copy as a voucher for the TISO account.
o furnishes one copy to the installation finance and accounting

officer, if required.
o submits the receiving report within the timeframe specified by

DPSC to the DPSC office concerned. Do this to meet the
requirements in Public Law 97-177, Prompt Payment Act, 21 May
1982.
The supplying agent may use other shipping documents. The TISO completes and
distributes these documents as requested by the supplying agency such as the
AAFES bakery.
(3) When Receipt Does Not Conform to the Terms of the Order. The TISO
contacts the contracting officer and annotates the shipping document when
o a shipment or part of direct vendor delivery (DVD) is rejected.

State the reason for the rejection.
o shipper or carrier liability can be readily determined for

noncompliance.
b. Locally Purchased Supplies. Use the following guidelines to review

documents pertaining to locally purchased supplies (DD Form 1155 (Order for
Supplies or Services/Request for Quotations) or DD Form 250 (Material
Inspection and Receiving Report)) or other forms designated by the contracting
officer.
(1) Forms. The TISO completes the receiving portion of the DD Form 1155
or prepares DD Form 250 or other forms designated by the contracting officer.
After the military veterinary service (MVS) person inspects and stamps the
vendor's delivery document, the troop issue subsistence activity (TISA)
receiving person
o compares purchase orders with the vendor delivery document against

items ordered and received. If the quantities ordered differ
from the quantities received but the difference is within the
variation authorized by the contract, he accepts the shipment.
If they exceed the authorized variation, he notifies the TISO and
the contracting officer for instructions.
o notes any overages, shortages, or damages on the delivery

document. He then signs the document. He has the vendor
representative also sign the document.
o forwards the vendor's delivery document to the administrative

office for the completion of the receiving report.
(2) Actions to Initiate Payment. The TISO furnishes one copy of the
completed receiving report or its equivalent to the installation finance and
accounting office for payment. This is done within the timeframes established
by the supporting FAO to meet the requirements of PL 97-177, Prompt Payment
Act, 21 May 1982.
6. Review DA Form 3980-R (Dining Facility Account Card).
Use the following guidelines to review DA Form 3980-R.
a. General. The DA Form 3980-R is used to reflect all monetary

transactions affecting the status of the dining facility account. The form is
a record of allowances earned (number of persons served, excess cost credit,
and turn-ins) and expenses (dollar value of subsistence received). The DA Form
3980-R is maintained at the dining facility and the troop issue subsistence
activity (TISA) for Active Army accounts operating under ARCS. Except for the
initial posting and the verification by the troop issue subsistence officer
(TISO), all entries to the account card may be posted in pencil.
b. Review the Form to Ensure the Accuracy of the Entries. Review each of
the following parts of the form to ensure that the data entered is accurate:
NOTE:
A sample of a completed DA Form 3980-R is shown in Figure 4. For
instructional purposes, this sample DA Form 3980-R contains
errors. As the entries for this form are discussed, these
errors are identified by the word ERROR, and the correct entry
is provided.
Figure 4. Completed Dining Facility Account Card (DA Form 3980-R).
(1) Heading. The heading of DA Form 3980-R consists of blocks for

entries concerning the accounting period, the unit/account number, the
beginning inventory, the basic daily food allowance (BDFA), the meal values of
breakfast, lunch, dinner, brunch, and/or supper, the component, and the
verification by the account officer.
(a) Accounting Period. This block indicates the month and the year
of the accounting period. In the sample DA Form 3980-R shown in Figure 4, the
accounting period is shown as January 19XX.
(b) Unit/Account Number. The dining facility account number or unit

name is entered. In the sample DA Form 3980-R shown in Figure 4, the
unit/account number is shown as "1st Sig BDE Dining Facility, Comrad, Kaserne
APO 96804."
(c) Beginning Inventory. The total dollar value (the net verified
inventory) of the previous end-of-the-month inventory is entered. (The end-ofthe-month inventory for September is the beginning inventory for October). The
beginning inventory for the sample DA Form 3980-R shown in Figure 4 is shown as
"$2,365.38."
(d) BDFA. The dollar value of the basic daily food allowance (BDFA)
for the current month is entered. In the sample DA Form 3980-R shown in Figure
4, the BDFA is shown as "3.66."
(e) Breakfast (Meal Value). Multiply the BDFA (block 3) by the meal
conversion percentage (20 percent) for breakfast. The result is entered in
this block. In the sample DA Form 3980-R shown in Figure 4, the BDFA is $3.66;
multiplied by 20 percent, the breakfast meal value, as shown in Figure 4, is
.73. (3.66 x .20 = .732 which rounds to .73)
(f) Lunch (Meal Value). Multiply the BDFA (block 3) by the meal
conversion percentage (40 percent) for lunch. The result is entered in this
block. The BDFA for the sample DA Form 3980-R shown in Figure 4 is $3.66;
multiplied by 40 percent, the lunch meal value, as shown in Figure 4, is $1.46.
(g) Dinner (Meal Value). Multiply the BDFA (block 3) by the meal
conversion percentage (40 percent) for dinner. The results are entered in this
block. Use the same procedure as the one used to determine the lunch meal
value: $3.66 x .40 = $1.47. (See the NOTE below.)
(h) Brunch (Meal Value). Multiply the BDFA (block 3) by the meal
conversion percentage (45 percent) for brunch. The results are entered in this
block. Multiply the BDFA ($3.66 in the sample DA Form 3980-R shown in Figure
4) by 45 percent to obtain the brunch meal value (shown in Figure 4): $3.66 x
.45 = $1.65.
(i) Supper (Meal Value). Multiply the BDFA (block 3) by the meal
conversion percentage (55 percent) for supper. The result is entered in this
block. In the sample DA Form 3980-R shown in Figure 4, the supper value is
shown as $2.01: $3.66 x .55 = $2.01.
NOTE:
The TISO multiplies the monetary value of the BDFA by the
meal conversion percentages. Meal values are expressed in
dollars and cents. Fractions of five mills or more are
raised to the next higher cent. For example, if the
monetary value of the BDFA is $3.57, the meal value for
breakfast is 71 cents ($3.57 x $0.20 = $0.7140 or $0.71).
When applying the five-mill rule causes the breakfast,
lunch, and dinner allowance to exceed or not meet the
monetary value of the BDFA, the TISO applies the adjustment
(adds or subtracts) of one cent to the dinner value so that
the total value of the three meals equals the computed
value. For example, if the BDFA is $3.51, the breakfast
meal value equals .70 ($3.51 x .20 = .70); the lunch meal
value equals $1.40 ($3.51 x .40 = $1.40); and the dinner
meal value equals $1.40 ($3.51 x .40 = $1.40). One cent is
added to the dinner meal value to adjust the total monetary
value of the BDFA ($3.51 in this example), so that the
dinner meal value is $1.41 instead of $1.40.
Together, the meal values for breakfast, lunch, and dinner

now equal the monetary value of the BDFA: .70 + $1.40 +
$1.41 = $3.51.
(j) Component. An "X" is entered in the proper box. In the sample

DA Form 3980-R shown in Figure 4, an "X" is entered in the "Active Army" box.
(k) Verified by Account Officer. The TISO signs this block after the
final reconciliation with the FSS for the accounting period.
(2) First-Line Entries. The following guidelines pertain to first-line

entries.
(a) Columns a through g. The words "balance forward" are entered.
(b) Column h: Cumulative Allowance Including Today. The amount

approved to be carried forward from the preceding month except October (the
last amount in column "n") is entered. If the figure at the end of the
preceding month is an underdrawn amount, a plus sign (+) is put in front of the
figure. If the figure at the end of the preceding month is an overdrawn
amount, a minus sign (-) is put in front of the figure. For the sample DA Form
3980-R shown in Figure 4, the figure for this entry is "-375.89."
(c) Column n: Monetary Status. The last figure from the preceding
month, column "n," is entered. This is the cumulative plus or minus status of
the account. The figure for this entry to the sample DA Form 3980-R shown in
Figure 4 is "+375.89."
(3) Next Line Entries. These guidelines refer to entries made after the
initial (first-line) entries.
(a) Column a: Date. The date of consumption or transaction is

entered. Examples of transactions are reports of survey, excesses, and turnins. In the sample DA Form 3980-R shown in Figure 4, "1-2-3-4" is entered in
the second line of this column.
(b) Column b: Breakfast. The headcount reported on DA Form 2970

(Subsistence Report and Field Ration Request) for the date shown in column "a"
is entered. For the date shown on the sample DA Form 3980-R shown in Figure 4,
the breakfast headcount is shown as "765."
(c) Column c: Lunch. The headcount reported on DA Form 2970 for the
date shown in column "a" is entered. For the date shown on the sample DA Form
3980-R shown in Figure 4, the lunch headcount is shown as "1253."
(d) Column d: Dinner. The headcount shown on DA Form 2970 for the
date shown in column "a" is entered. For the sample DA Form 3980-R shown in
Figure 4, the dinner headcount is shown as "955."
(e) Column e: Brunch. The headcount reported on DA Form 2970 for the
date shown in column "a" is entered. No entry for brunch headcount is made on
the sample DA Form 3980-R shown in Figure 4.
(f) Column f: Supper. The headcount shown on DA Form 2970 for the
date in column "a" is entered. No supper headcount entry is made on the sample
DA Form 3980-R shown in Figure 4.
(g) Column g: Allowance for Today. Compute the columns "b" through
"f" as stated below. Then add the totals of each computation. The grand total
is entered in this column.
Multiply the entry in column "b" by the dollar value in Block four. For the
date shown on sample DA Form 3980-R shown in Figure 4 as 1-2-3-4, this
calculation is 765 x .73 = $558.45.
Multiply the entry in column "c" by the dollar value in block five. For the
date shown on the sample DA Form 3980-R shown in Figure 4 as 1-2-3-4, this
calculation is 1253 x $1.46 = $1,829.38.
Multiply the entry in column "d" by the dollar value in block six. For the date
shown on the sample DA Form 3980-R shown in Figure 4 as 1-2-3-4, this
calculation is 955 x $1.47 = $1,403.85.
Multiply the entry in column "e" by the dollar value in block seven. For the
date shown on the sample DA Form 3980-R shown in Figure 4 as 1-2-3-4, no
calculation is to be made.
Multiply the entry in column "f" by the dollar value in block eight. For the
date shown on the sample DA Form 3980-R shown in Figure 4 as 1-2-3-4, no
calculation is to be made.
The excess cost for half pints of milk and Army Center of Excellence,
Subsistence (ACES) directed test items is also entered in this column. Excess
costs are posted at least twice weekly. No entries are made for excess costs
on the sample DA Form 3980-R shown in Figure 4.
(h) Column h: Cumulative Allowance Including Today. Add the entry in

column "g" to the previous entry in column "h" (on the line above). The result
is entered in this column. For the date shown as 1-2-3-4 on the sample DA Form
3980-R shown in Figure 4, this calculation is $3,791.68 (column "g" entry) +
$-375.89 (column "h" entry on previous line) = $3415.79.
(i) Column i: Value of Perishable Items Issued. The dollar value of

perishable items issued on the date as shown in column "a" is entered. Also,
the dollar value of any perishable turn-ins (on a separate line) is entered.
This entry is circled to show a credit. For the date shown as 1-2-3-4 shown on
the sample DA Form 3980-R shown in Figure 4, this figure is "$3,415.79."
(j) Column i: Value of Semiperishable Items Issued. The dollar value

of semiperishable items issued on the date shown in column "a" is entered.
Also, entered is the dollar value of any semiperishable turn-ins (on a separate
line). This entry is circled to indicate a credit. For the date shown as 1-23-4 on the sample DA Form 3980-R shown in Figure 4, this figure is "1335.49."
(k) Column k: Direct Delivery. The total dollar value of direct

vendor delivery items delivered on dates shown in column "a" is entered. For
the date shown as 1-2-3-4 on the sample DA Form 3980-R shown in Figure 4, this
figure is "$732.42."
(1) Column 1: Total Value of Field Rations Issued. Add entries in

columns "i," "j," and "k." The result is entered in this column. For the date
shown as 1-2-3-4 shown on the sample DA Form 3980-R shown in Figure 4, this
figure is "$3,998.92." However, you have discovered an ERROR: The correct entry
for this column is $3,998.97.
(m) Column m: Cumulative Total Issued Including Today. Add the

entries to the previous entry (on the line above) in this column. The result
is entered in this column. For the date shown as 1-2-3-4 shown on the sample
DA Form 3980-R shown in Figure 4, this figure is "$3,998.92" shown as because
there are no entries on the line above to be added to the previous entry of
$3998.92. However, you have discovered another ERROR; the figure for column
"m" should be $3,998.97 (see the previous subparagraph).
If a credit entry is in column 1, subtract that amount from the previous entry
(on the line above) in this column. The result is entered in this column. No
credit entry is shown for the date shown as 1-2-3-4 on the sample DA Form 3980R shown in Figure 4.
If an excess cost entry is in column "g," the previous entry (on the line above)
in this column remains the same. That amount is entered in this column. No
excess cost entry is shown for the date shown as 1-2-3-4 on the sample DA Form
3980-R shown in Figure 4.
(n) Column n: Monetary Status. The entry in this column is the

difference between column "h" and column "m." If the entry in column "h" is
less than the entry in column "m," subtract column "h" from column "m." For the
date shown as 1-2-3-4 on the sample DA Form 3980-R shown in Figure 4, the
figure in column "h" ($3,415.79) is less than the figure in column "m"
($3,998.92). Therefore, the figure in column "h" is subtracted from the figure
in column "m" to obtain the remainder shown in column "n": $3,998.92 -$3,415.79
= $+583.13. The result in column "n" is entered with a plus sign (+) in front
of the figure to indicate the overdrawn status. However, you have discovered
another ERROR: The figure in column "'m" should be $3,998.97 (not $3,998.92).
Therefore, the correct calculation is $3,998.97 -$3,415.79 = $+583.18 (a
difference of five cents).
If the entry in column "h" is greater than column "m," subtract column "m" from
column "h." The result in column "n" is entered with a minus sign (-) in front
of the figure to indicate an underdrawn status.
To compute the over or under status of the account any time during the
accounting period, divide the entry in column "n" by the entry in column "h."
For example, for the date shown as 1-2-3-4 in the sample DA Form 3980-R shown
in Figure 4, this calculation determines the status of the account 0.17 or 17
percent (overdrawn). The result is the percentage over or under status. The
percentage status is reflected two decimal places to the right only (0.00).
This figure is not rounded up or down.
NOTE: Although the figure in column "n" of the sample DA Form 3980-R
(for the date shown as 1-2-3-4) is in ERROR, the error is not
great enough to affect the percentage overdrawn. The
percentage overdrawn remains 17 percent: $583.18 divided by
$3415.79 = 0.17 or 17 percent.
(o) Issues Not Charged to the Facility. At the bottom of the form,
the cost of all issues not charged to the dining facility account are
identified and entered; for example, forced issue, iceberg lettuce, $14.59,
might be listed.
(4) Additional Procedures. Posting the total dollar value of the

inventory, posting transactions which affect the status of the account, and
marking issues not charged to the account are additional procedures which may
be used in preparing the DA Form 3980-R. If these procedures were used, use
the following guidelines to review the data which were entered.
(a) Post the Total Dollar Value of the Inventory. At the beginning
of the accounting month, the total dollar value of the inventory (net verified
inventory value) taken on the last operational day of the previous accounting
month in the beginning inventory line, block 2a, is posted. For the sample DA
Form 3980-R shown in Figure 4, this entry is "$2,365.38."
(b) Post Transactions Affecting Account Status. Transactions are

posted to the DA Form 3980-R whenever there is a transaction affecting the
account status, such as direct vendor-delivered items (milk and bread) or other
transactions such as ACES-directed test items and excess costs. The sample DA
Form 3980-R shown in Figure 4 lists "ACES Test Item (Excess Cost) " between the
lines bearing entries for the dates shown as "21-22-23" and "24-25."
(c) Mark Issues Not Charqed to the Account. At the bottom of the
form, a memorandum entry to record all issues that are not charged to the
dining facility account, except operational rations, is posted. No entries are
made to the sample DA Form 3980-R shown in Figure 4.
c. Accountability and Discrepancies. Use the following procedures to

review dollar and item accountability and to review the handling of any
reported discrepancies.
(1) Dollar Accountability. To check dollar accountability, check the

account card to see whether the account is underdrawn or overdrawn. If the
account is underdrawn, the troops may not have been fed properly. Observe
several meals to see whether this is the case. You have the authority to allow
the manager of the dining facility to retain a credit balance up to negative
six (-6) percent if he is saving for a holiday meal or a special occasion. If
the account is overdrawn, it may be that the account is being mismanaged.
Figure 5 shows causes of overages and corrective measures to take to remedy
these overages:
Figure 5. Causes and Corrections for Overages.
Discuss the overdrawn account with the dining facility manager. If he is not
willing or able to correct the problem, take the matter up with the FSO and the
commander.
(2) Item Accountability. You can check item accountability line by

line. The basic formula for item accountability is as follows:
Quantity issued + current inventory + losses = previous inventory +

quantity received -quantity turned in
You should check item accountability from time to time. Figure 6 shows actions
to take and sources of information to use in conducting an item accountability
check.
Figure 6. Item Accountability.
Discrepancies may be due to bookkeeping errors or they may be due to an effort

to cover up mismanagement or theft.
(3) Discrepancies. Discrepancies may be due to mistakes made in

recording quantities received or prepared. Personnel authorized to sign for
rations must be trained to make sure that the quantities for which they sign
are the quantities which they receive. Ensure that cooks are trained to note
on DA Form 3034 (Production Schedule) when they draw more of an item than the
form lists for the meal being prepared. Many bookkeeping problems can be
solved if one person is made responsible for issuing rations from the storage
area. You should also check for the problems listed below.
(a) Unsupported Headcount. Make sure that headcount entries on DA

Form 3980-R and DA Form 2970 are supported by valid headcount records (DD Form
1544 (Cash Meal Payment Book), DA Form 3032 (Signature Headcount Sheet), and DA
Form 3033 (Headcount Record)).
(b) Purchase of High-Cost Items. If purchases of high-cost items,

such as coffee or steak, seem excessive, check DA Form 3034-1 (Sensitive and
High Dollar Item Disposition) and the inventory on hand to make sure that these
items are not being mismanaged or diverted. To determine the average serving
size, subtract the amount of leftovers from the amount of the item prepared.
Then divide that amount by the number of troops fed. If the average serving
size seems too large, investigate the matter.
(c) Incorrect Headcount Procedures. When they enter the dining

facility, diners should sign only once for each meal. Watch headcounters to
make sure that they are doing their job correctly. Also check headcount
records.
(d) Incomplete or Altered Headings. Headings on DA Forms 3032 and

3033 should be filled in before diners enter the dining facility. Incomplete
or altered headings may be a sign of fraud. Pay particular attention to the
MEAL and the DATE blocks.
(e) Photocopied Headcount Records. Make sure that there are no

photocopied records. All headcount records should be original, and each must
have an original signature.
(f) Misuse of Meal Card Number. If the same meal card number appears
more than once on headcount records for the same meal, it is likely that the
meal card is being misused.
PART C -PREPARE REPORTS ON DINING FACILITY DEFICIENCIES,

DINING FACILITY EQUIPMENT, AND FIELD EQUIPMENT
1. Equipment Funding.
Active Army, Army National Guard (ARNG), and reserve components (RC) dining
facility equipment is funded from a variety of sources. The following
paragraphs explain the sources for the funds for such equipment.
a. Active Army. Equipment for the active Army is funded in accordance with
the following guidelines:
o Allowances for food preparation, serving, and storage equipment for

appropriated fund dining facilities are contained in the Military
Construction, Army (MCA) program.
o Funds for equipment in modernization, renovation, and new construction

projects are included in the MCA program.
o The document for budgeting and funding for replacement equipment or

equipment that is not economically repairable is DA Form 3988-R
(Dining Facility Equipment Replacement Record). (See paragraph 3).
Replacement equipment is funded with the Operation and Maintenance,
Army (OMA) or the Other Procurement, Army (OPA) Program.
o Base-level commercial equipment (BCE) that is Other Procurement, Army

(OPA) funded is contained in DA Cir 310-series.
o Commanders and food service personnel must ensure that funds for
expendable supplies for the above projects are programmed. The CTA
50-970 should be used to determine expendable requirements such as
brushes, glassware, and china when opening a newly constructed,
renovated, or modernized dining facility.
b. Equipment Allowances for Army National Guard (ARNG). The following

paragraphs explain the authorizations for equipment which apply to the Army
National Guard:
o ARNG facilities designed and constructed as dining facilities at

training sites, new Army National Guard (ARNG) armories, and
renovated armories may be equipped with dining room and kitchen
equipment in accordance with Chief, National Guard Bureau (CNGB) approved equipment schedule CTA 50-909, Table 22, and NGR 415-10.
o Certain items listed in the miscellaneous section of CTA 50-909,

Chapter nine, are also authorized for Army National Guard (ARNG)
units. The CTA is the authorization for items in Part B (Army
vessels) and in Part C (Miscellaneous) for any items that were

formerly listed in the modification table of organization and
equipment (MTOE) and required for the deployment of the unit.
o ARNG units are authorized to procure an ice chest (E 10972 of Part C,

CTA 50-909)(one chest for every 200 pounds of ice required for field
training) for transporting and maintaining perishable subsistence
according to TB MED 530. When federal funds are used to procure
items other than those indicated in the CNGB-approved equipment
schedules, CTA, Table 21-22, and in Parts B and C of CTA 50-909,
prior approval from the CNGB is required. Request for approval
should be addressed to CNBG (NGB-ARL), WASH DC 20310-2500.
c. Reserve Components. Army National Guard (ARNG) armories and United

States Army Reserve (USAR) centers schedule the maintenance of food service
equipment to sustain the facility equipment at an acceptable level of
maintenance and sanitation.
Equipment replacement programs (described below) will be implemented. The

supplemental use of MTOE equipment is encouraged to maintain military
occupational specialty (MOS) proficiency and adherence to Master Menu SB 10263.
2. Maintaining and Requesting Dining Facility Equipment.
Refer to the following paragraphs for information concerning the maintenance and
requesting of equipment for dining facilities, the DA Form 2405 (Maintenance
Request Register), and training for dining facility personnel.
a. Manufacturer's Technical Manual (TM). Operational dining facilities are

provided with a copy of the manufacturer's technical manual for each item of
mechanical food service equipment. One copy is retained in the dining
facility. The other copy is retained by the supporting facilities engineer.
If the copies are not included with new equipment, a General Services
Administration (GSA) Standard Form (SF) 368, Quality Deficiency Report (QDR) is
submitted per paragraph 3c. Information copies of GSA SF 368 are furnished to
the major Army Command (MACOM) and Director, Army Center for Excellence,
Subsistence (ACES), Fort Lee, VA.
If the manufacturer's technical manual for an existing piece of equipment is not

available, the Food Service Sergeant (FSS) contacts the installation food
advisor or the Director of Engineering and Housing (DEH). Operator and
maintenance manuals for Federal Supply Class (FSC) 4110, 73i0, and 7320
refrigeration and food service equipment are listed in Defense Supply Center
manual 4140-1. The request includes all information contained on the equipment
data plate, such as the national stock number (NSN), nomenclature,
manufacturer, make, model, and contract number.
b. Training Program. A training program, for all dining facility

personnel, regarding the operation and proper operator maintenance of food
service equipment is requested from the DEH in accordance with AR 420-55.
c. DA Form 2405 (Maintenance Request Register). The FSS or the contractor

establishes and maintains, in the dining facility, the Maintenance Request
Register (DA Form 2405). A properly maintained register is used as an
historical record of equipment failure(s) and as a means to determine
uncompleted work requests requiring follow up actions. This register also
serves as a ready source to answer questions concerning maintenance and as a
means for formulating budget requests when the cost of repairs exceeds the
maintenance expenditure limits as outlined in the technical bulletin (TB)
peculiar to the equipment. The register is completed in accordance with DA Pam
738-750.
3. DA Form 3988-R (Dining Facility Equipment Replacement Record).
The DA Form 3988-R (shown in Figure 7) is used to identify kitchen equipment

(electrical, mechanical, nonelectrical, and nonmechanical) by make, model, and
age that requires engineer support and to develop the equipment replacement
budget estimates for inclusion in the annual Operation Maintenance, Army
National Guard (OMAARNG), Operation and Maintenance, Army Reserve (OMAR), or
other Procurement, Army.
Figure 7. Completed DA Form 3988-R.
The Food Service Sergeant or the commander updates the DA Form 3988-R when a
piece of equipment is replaced, turned in, or deleted from use; annually; or as
required by the major command (MACOM). A single entry is made for each piece
of electrical or mechanical equipment.
Nonelectrical or nonmechanical equipment with the same national stock number

(NSN) and nonserial numbered equipment may be listed on the same line.
FSSs or unit technicians for ARNG armories or USAR centers, with assistance from
you and the facilities engineer, are responsible for preparing and submitting
an SF 368 on equipment that does not conform to specifications. AR 702-7, AR
702-7-1, and DA PAM 738-750 provide guidance for all installed dining facility
equipment that fails to perform satisfactorily because of a defect in design,
construction, or operation. QDRs are submitted through command food service
channels to the Commander, US Army Troop Support and Aviation Material
Readiness Command (DRSTS-MES), 4300 Goodfellow Boulevard, St. Louis, MO 631201798 with an information copy to Cdr., ACES (ATSC-CES-TD), Fort Lee, VA 238015041. An information copy of each QDR pertaining to field food service
equipment is submitted to the Commander, US Army Quartermaster Center and
School (ATSM-CD-M), Fort Lee, VA 23801-6020.
The FSS or the contractor updates DA Form 3988-R whenever a piece of equipment
is replaced, turned in, or deleted from use or annually or as required by the
CONUSA. A single entry is made on DA Form 3988-R for each piece of electrical
and mechanical equipment.
Nonelectrical or nonmechanical equipment with the same NSN and nonserial

numbered equipment may be listed on the same line if there is a common
acquisition date. For example:
o Dispensers, Tableware, Plate--4 each (each dispenser is numbered (1-4)).
o Table, Food Preparation, Stainless Steel--30 x 30--6 each (each food

preparation table is numbered (1-6)).
The contractor or the using unit FSS for the active Army or senior unit's
representative for the ARNG armory or the USAR center
o establishes a DA Form 3988-R for each existing dining facility and when
operating a new, modernized, or renovated dining or USAR center.
o provides original and three copies of DA Form 3988-R to the responsible

food advisor.
o notifies the food advisor, within five working days, when a piece of
equipment is replaced, installed, or deleted.
o initiates action to ensure that the replacement equipment requirement is

submitted to the food advisor. The requisition to be accepted for
processing includes a statement by the DEH indicating that
- the piece of equipment to be replaced is not economically repairable.
- funds are available to install the replacement equipment upon its

receipt.
- utility service is available to operate the equipment
- the space of dimensional limitations indicated on the certification or

requisition is adequate.
The FSS or the contractor follows up requisitions every 90 days until the
equipment is received.
As the responsible food advisor, you have the duties to:
o Review and verify the accuracy of the dining facility DA Form 3988-R and
sign the form.
o Retain one copy of DA Form 3988-R, forward two copies to the installation
food advisor, and return one signed copy to the submitting FSS for the
responsible dining facility's file.
o Prepare a consolidated replacement equipment list from DA Form 3988-R,

listing all like equipment by manufacturer of dining facilities under the
control of the responsible food advisor.
o Consolidate food service equipment replacement list and submit

requirements for the annual budget to the installation food advisor.
o Notify the installation food advisor, within five working days, when a
piece of equipment is replaced, installed, or deleted.
o Initiate action to ensure that the replacement equipment requirement

budget is submitted to the installation food service advisor and that the
installation food service advisor or supporting supply personnel submit
approved requisitions for new and replacement equipment per the
procedures outlined in AR 710-2 and AR 725-50.
The installation food advisor has the responsibilities to:
o Verify the accuracy of the dining facility DA Forms 3988-R.
o Retain one copy of DA Form 3988-R and forward one copy to the Directorate
of Engineering and Housing (DEH) or the contracting services responsible
for the maintenance and repair of food service equipment.
o Prepare a consolidated replacement equipment list as well as a listing of

all like equipment for all installation dining facilities.
o Submit separate annual budgets to proper staff elements for appropriate

funding for equipment costing under $15,000 under the Operation and
Maintenance, Army (OMA) budget and for equipment costing $15,000 and
above under the other procurement, Army (OPA) budget.
o Consolidate food service equipment replacement requirements prior to

approving and submitting regulations.
The senior unit's representative for the ARNG armory or USAR center
o Establishes a DA Form 3988-R for each existing dining facility and when a
new, modernized, or renovated dining or USAR center is opened.
o Provides an original and three copies of DA Form 3988-R to the responsible

food advisor.
o Notifies the food advisor within five working days when a piece of
equipment is replaced, installed, or deleted.
o Initiates action to ensure that the replacement equipment is replaced,

installed, or deleted.
o After the equipment replacement funds are approved, requisitions are

prepared and submitted to the responsible food advisor. A statement from
the DEH accompanies all requisitions in order for the requisitions to be
processed.
o The FSS or the commander follows up on requisitions every 90 days until

the equipment is received.
4. Garrison Dining Facility Equipment Allowances.
The following paragraphs explain the equipment allowances which apply to dining
facility equipment.
a. Equipment Allowances. Equipment allowances are determined in relation

to the Active Army, the Army National Guard, and Reserve Components.
(1) Active Army. The following allowances pertain to the Active Army:
o Allowances for food preparation, serving, and storage equipment

are contained in CTA 50-909.
o Funds for equipment in modernization, renovation, and new

construction projects are included in the MCA program.
o The document for budgeting and funding for replacement equipment

or equipment that is not economically repairable is DA Form 3988R (Dining Facility Replacement Record). (See paragraph 3).
Replacement equipment is funded with the Operation and
Maintenance, Army (OMA) or the Other Procurement, Army (OPA)
Program.
o Base-level commercial equipment (BCE) that is OPA funded is

contained in DA Cir 310-series.
o Commanders and food service personnel ensure that funds for

expendable supplies for the above projects are programmed. The
CTA 50-970 is used to determine expendable requirements such as
brushes, glassware, and china when a newly constructed,
renovated, or modernized dining facility opens.
(2) Army National Guard. The following allowances pertain to the Army
national Guard:
o Certain items listed in the miscellaneous section of CTA 50-909,

Table 22, are also authorized for Army National Guard (ARNG)
units. The CTA is authority for the retention of items on hand
and for the procurement authorization for items in Part B (Army
vessels) and in Part C (Miscellaneous) for items formerly listed
in the MTOE and required for the deployment of the unit.
o ARNG units are authorized to procure an ice chest (E 10972 of Part

C, CTA 50-909)(one chest for every 200 pounds of ice required for
field training) for transporting and maintaining perishable
subsistence according to TB MED 530. When federal funds are used
to procure items other than those indicated in the CNGB-approved
equipment schedules, CTA 50-909, Tables 21-22, prior approval
from the CNGB is required. Request for approval should be
addressed to CNBG (NGB-ARL), WASH DC 20310-2500.
(3) Reserve Components. Food service functions at US Army Reserve

centers and garrison facilities use installed equipment according to local
government safety and ecological regulations and ordinances. United States
Army Reserve (USAR) centers are authorized only those items of dining facility
equipment listed in CTA 50-909 for USAR use.
(4) ARNG armories and USAR centers schedule maintenance of food service
equipment to sustain the facility equipment at an acceptable level of
maintenance and sanitation. Equipment replacement programs (Paragraph 3) are
implemented. Supplemental use of MTOE equipment is encouraged to maintain
Military Occupational Specialty (MOS) proficiency and adherence to SB 10-263.
5. Recommend Improvements to the Installation Garrison Food Service Budget.
One of your responsibilities as a food advisor is to recommend improvements to

the garrison food service budget. In executing this responsibility, consider
the following facts and requirements.
a. General. If you are a food service advisor, you will be involved in

preparing and working with budgets. The installation food advisor provides
input to the installation garrison food service budget. Food advisors at all
levels of command recommend garrison budget changes. Figure 8 shows how the
installation staff is organized for the purpose of budget development. The
three phases of the installation budget cycle are the formulation phase, the
development phase, and the execution phase. Manpower requirements are
developed separately from the installation budget, but they have a direct
effect on the budget.
Figure 8. Staff Organization for Budget Development.
b. Phase I: Formulation of the Budget. The first phase of the budget cycle
is the formulation of the budget.
(1) Commander's Actions. The installation budget cycle begins each

April, when the commander receives budget and manpower guidance from the major
Army command (MACOM), This guidance defines the installation mission and tells
what resources will be provided.
(2) Actions by the Director of Resource Management (DRM). After

consulting with the staff, the Director of Resource Management (DRM) tailors
the budget and manpower guidance to the specific needs of the installation.
The approved installation budget and manpower guidance includes obligation

ceilings to subactivity directors. Figure 9 illustrates the formulation phase
of the budget cycle.
Figure 9. Formulation Phase.
c. Phase II: Development of the Budget. After the budget has been
formulated, it is developed.
(1) Comparisons of Ceilings with Requirements. The installation food

advisor receives obligation ceilings from the chief of the services division.
The food advisor then develops the food service portion of the installation
budget. First, he compares obligation ceilings with projected requirements.
If fund requirements exceed obligation ceilings, the food advisor determines
which requirements cannot be met. The chief of the services division may then
do one of three things:
o Accept the shortfall.
o Revise cost ceilings within the division.
o Request adjustment to cost ceilings from the Director of

Industrial Operations (DIO)
(2) Adjust Requirements. If obligation ceilings exceed requirements, the

chief of the services division should be advised of the surplus. He may then
adjust the ceilings for the TISA and laundry and dry cleaning branches or make
the surplus available to the DIO. Figure 10 illustrates the development phase
of the budget cycle.
Figure 10. Development Phase.
(3) Activity Schedules as Tools in Developing the Budget. Activity

account codes are in AR 37-100. Figure 11 is an example of an activity detail
schedule for the operation of dining facilities. Each schedule includes a
series of elements of expense. See AR 37-100 for more information on elements
of expense. The DRM can provide detailed guidance as to how to figure costs,
such as those for personnel and office supplies, which are common to all
activities. The installation food advisor uses his judgment and input from
other food advisors and facility managers to develop cost projections for food
service activities. Base projected fund requirements partly upon the budget
from the previous year. If there was a significant deficit or surplus, the
installation food advisor adjusts the current year's projections accordingly.
Figure 11. Typical Activity Detail Schedule.
Then the budget projection is adjusted for the current rate of inflation or
deflation. The rates may be obtained from the DRM. Some considerations which
influence projected fund requirements and the food service budget are described
below.
(4) Equipment Replacement. The installation food advisor maintains an

equipment file containing copies of DA Form 3988-R (Dining Facility Equipment
Replacement Record) for each piece of nonexpendable garrison equipment on the
installation. The form, which is prepared by the facility manager, lists

programmed replacement dates for equipment from the appropriate technical
bulletin (TB) in the 750-97 series or in the 43-0002 series or from the
manufacturer's operation manual. However, programmed replacement dates may not
be accurate. The installation engineers are responsible for maintaining the
equipment. If they determine that a piece of equipment cannot be repaired
economically, the installation food advisor includes in the budget the cost of
replacing this item. Be sure to get a statement from the engineers to justify
the cost of replacing the item. Garrison equipment is financed from either
Procurement Army (PA) funds or Army operation and maintenance (OMA) funds.
Equipment designated as base-level commercial equipment is financed through PA
funds. Generally, equipment that costs more than $3,000 is classified as baselevel commercial equipment (BCE), but check SB 700-20 and the Army Master Data
File to be sure. Such equipment is centrally funded, so you must submit
requirements to the MACOM separately from the installation budget. To find the
publication which has more information on this topic, look under "BASE-LEVEL
COMMERCIAL EQUIPMENT FIELD GUIDANCE" in the alphabetic cross-reference of DA
Pam 310-1.
(5) Contract Costs. Changing from facilities operated by the government

to facilities operated by a contractor has a major impact upon the food service
budget. Total OMA costs for the first year of operation under a contract can
be expected to rise. Salary expenses which have been paid out of military
personnel Army (MPA) funds have to be covered by OMA funds. Civilian personnel
costs decrease if the contractor takes over functions formerly performed by
Department of the Army (DA) civilians. Costs of supplies may have to be
adjusted if the contractor furnishes items previously provided by the
government.
Total costs to the government for contract operations are less than the costs
under government operation. The installation food advisor relies upon the
contacting officer's representative (COR) or the contacting officer to provide
accurate projections.
(6) Facilities Decoration and Construction. The two basic types of

facilities improvement are construction and decoration. Construction includes
the building of new facilities and the renovation of existing facilities. The
cost of minor construction (under $200,000) is paid out of OMA funds. The cost
of major construction is paid out of Army military construction (MCA) funds.
The chief of engineers prepares this part of the budget. Decoration includes
the completion of new facilities and the improvement of existing facilities.
It involves the installation or replacement of chairs, tables, booths, floor
and wall coverings, partitions, drapes, lights, sound systems, and other such
items. Costs for decorating are paid out of OMA funds, and the installation
food advisor projects requirements in the installation budget. The Troop
Support Agency's Dining Decor Guide gives more details as to the types of items
available. It also furnishes guidance as to how to budget for these items.
(7) Training. Although training costs are minor in comparison with the
other items discussed, they should not be overlooked. The installation food
advisor projects the costs for per diem, travel, and tuition for food service
personnel to attend resident courses. Also, include the cost of bringing
mobile training teams to the installation for on-site training.
d. Phase III: Execution of the Budget. At the beginning of each fiscal

year, the installation commander receives a fund authorization document from
the MACOM. This document establishes authority to spend and obligate funds.
After reviewing the fund authorization document with the installation staff
officers, the DRM provides approved obligation and expense ceilings to the DIO
and to other major activity directors. The installation food advisor receives
ceilings from the chief of the services division and plans operations based
upon cost authorization. Figure 12 illustrates the execution phase of the
installation budget. DO NOT spend or obligate more money than you are
authorized. Doing so is not only poor management--it is illegal.
Figure 12. Execution Phase.
6. Field Feeding Operations.
As you are monitoring field feeding operations, it is very important that you
remain aware of the condition of equipment. When you know what problems affect
equipment or when equipment must be replaced, you must prepare reports and send
these reports to the proper office or individual.
a. Monitoring Equipment. Continually monitor food service equipment status

and readiness rates. They are key indicators that show you whether there are
problems with the field equipment. Equipment status refers to the percentage
of authorized equipment on hand. Your command's property book office has
information concerning equipment status. The readiness rate is the percentage
of equipment that is fully mission capable. To determine the readiness rate,
divide the number of days that the equipment is fully mission capable by the
number of days that the equipment is on hand in the unit. Then multiply this
number by 100. DD Form 314 (Preventive Maintenance Schedule and Record)
provides a format for figuring the readiness rate for each item of equipment.
It also provides a format for programming and recording the scheduled services
required by the equipment technical manuals and lubrication orders (LOs) at the
organizational level. DA Form 2404 (Equipment Inspection and Maintenance
Worksheet) is used to record operator services. DA Pam 738-750 explains how to
interpret these forms. Make sure that FSSs and maintenance managers are aware
that entries on these forms must be accurate and must show the true status of
the equipment. If inventories and inspections show that food service equipment
is not mission ready, you can advise the commander. He can require subordinate
units to maintain equipment readiness records on DD Form 314. Monitoring these
records should help you determine the causes of equipment problems.
b. Causes of Problems. A problem may be caused by operation, maintenance,

or supply failures. For example, if inspections and services are not being
scheduled or if they are being scheduled but not performed, suspect maintenance
failures. If equipment is serviced regularly but equipment readiness is below
standard, suspect that the equipment is being misused (an operational fault).
By carefully reviewing DA Form 2404 and DD Form 314, you will be able to
determine whether items of equipment deadlined for maintenance are waiting for
parts or waiting for repair. If a large percentage of equipment is waiting for
parts, there is a supply failure. You may need to contact the Supply Officer
(S4) or the Assistant Chief of Staff (Logistics)(G4) to request information as
to the status of requisitions. If a large percentage is waiting for repairs,
you may need to contact FSSs or maintenance managers to find out why there is a
delay in getting the equipment into the repair shop. Reports on equipment
waiting at support maintenance are provided by the maintenance control system
at the Materiel Management Center (MMC).
c. Resolution of Problems. Once you have determined the causes of

equipment problems, brief the supply officer or the commander. Include in your
briefing statistics that show that there is a problem and the probable cause of
the problem. Suggest ways to solve the problem, and recommend your solution.
Be prepared to support your recommendation. Ask the commander or the supply
officer for a decision as to how the problem is to be handled and what action
you will need to take. Take the necessary action, and keep the commander
informed at all stages of the action.
7. The Army Maintenance Management System (TAMMS).
The Army Maintenance and Management System (TAMMS) is used for scheduling,
recording, and reporting the maintenance of field equipment and vehicles. Use
the following guidelines when you communicate with TAMMS.
a. General. Maintenance records control maintenance schedules and

services, inspections, and repair work loads. They tell you how to report and
how to ask for and record repair work. They also help keep up with the status
of equipment for readiness, equipment use, and logistics reports. Maintenance
records are in DA Pam 738-750 (Maintenance Management Update), Chapter Three.
b. DD Form 314 (Preventive Maintenance Schedule and Record). The DD Form

314 is a record of scheduled and performed unit maintenance, lubrication
services, and oil samples. It also keeps up with not mission-capable
(NMCM/NMCS) time on the back of the form.
(1) Definition. This form is a record of schedules and performed unit
maintenance, lubrication services, and oil samples. It also keeps up with not
mission-capable maintenance (NMCM) and not mission-capable supply (NMCS).
(2) Uses. The DD Form 314 is used to
o schedule periodic services on equipment when the technical manual

requires services by unit maintenance personnel. This form is
also used to schedule services performed under the supervision of
unit maintenance personnel.
o show completed periodic services.
o show NMC days on equipment to be reported under either AR 700-138

or the Standard Army Maintenance System. NMC time is kept only
on equipment which is reported under AR 700-138, Appendix B,
Sections I and II or which is in the Standard Army Maintenance
System list or reportable items as a single item or as a
subsystem.
o show system NMC time. A separate DD Form 314 is kept for each
subsystem specifically identified in AR 700-138, Appendix B,
Sections I and II or in Appendix L of DA Pam 738-750. Another
separate form is kept for the overall system. This is the system
form. This system DD Form 314 shows the NMCM/NMCS time on the
combined system.
o schedule oil samples, but record oil samples taken on the DA Form
2408-20 (Oil Analysis Log).
o manage maintenance, services, or inspections locally as directed

by the unit commander, including services performed by other
echelons or units when the commander so directs.
o schedule annual filter change for Army National Guard (ARNG) and
reserve components (RC).
The DD Form 314 is not used for
o periodic services done by the operator or the crew with no supervision

from unit maintenance personnel.
o showing oil samples taken. Oil samples are scheduled in pencil on the
form. When the sample is taken, the symbol and hours are erased from the
DD Form 314. Samples taken are shown on the DA Form 2408-20 only.
o if a commander wants operator or crew services scheduled, they are placed

in the "Remarks" block.
o calibration services.
o floating equipment.
o training aids and devices. This is equipment used only for training. It
is always being taken apart and put back together again. Small
arms/weapons must be classified as unusable in accordance with AR 190-11
before they can be considered training aids.
o equipment, when an automatic data processing (ADP) system provides you

printouts or automated forms with all the data from the DD Form 314.
o unit services on test, measurement, and diagnostic equipment (TMDE) when

the organizational services are performed by TMDE operators without
supervision by unit maintenance personnel.
DD Forms 314 are tied to unit level services and their intervals. The number of
DD Forms 314 needed varies, based upon the equipment and how and where the
maintenance is performed.
Normally, one DD Form 314 covers one item of equipment, but several like items
may be covered by one DD Form 314 if the services are scheduled and performed
on the same date. Examples of "like" items are small arms, telephone sets,
trailers, and M11 decons. When services are scheduled on more than one item,
each item's serial number is placed in the "Remarks" block. The unit
administrative number is used for items with no serial number. Like equipment
or subsystems, reportable under AR 700-138 or the Standard Army Maintenance
System, cannot be combined on one DD Form 314.
Services are to be scheduled at least one month or one service in advance,

whichever is greater. Count one month from the day a service is performed to
the same date in the following month. For example, count as one month the time
from 12 March to 12 April. You may also figure a month based upon four weekly
services. Scheduling one month or one service in advance is only a minimum.
Services may be scheduled beyond that.
The next scheduled due date may fall in a following year. In that case, the
date and the miles/hours due are placed in the "Remarks" block until a new DD
Form 314 is started.
Services are to be scheduled in pencil.
Completed services are shown by inking in the symbol or symbols and miles/hours.
These symbols are used to show the type of service scheduled:
o "T" -any test.
o "I" -any inspection.
o "L" -lubrication.
o "R" -recoil exercise.
o "W" -weekly service.
o "M" -monthly (one month) service.
o "Q" -quarterly (three months) service.
o "S" -semiannual (six months) service.
o "A" -annual (one year) service.
o "E" -18 months service.
o "B" -biennial (two years) service.
o "F" -quadrennial (four years) service.
o "H" -tire rotation/inspection.
o "Z" -oil sampling.
The front side of the DD Form 314 (shown in Figure 13) is used to schedule
services. The back side or another DD Form 314 (shown in Figure 14) is used to
show NMCM/NMCS time.
Figure 13. Completed DD Form 314 (Front Side).
Figure 14. Sample of a Completed DD Form 314 (Back Side).
The symbol "L" is used for all periodic services required by a lubrication order
(LO). The interval block on an LO tells only when to schedule the lubes. It
does not tell which services to schedule or which symbol to use.
The miles, kilometers, or hours between services are obtained from the technical
order (TM) and/or LO.
Other symbols or subsymbols may be used, as long as they do not conflict with
the symbols required by DA Pam 738-750 (listed above). If other symbols or
subsymbols are used, the meaning of these symbols are to be explained in the
"Remarks" block of the DD Form 314 or in the unit's standing operation
procedure (SOP). For example, S1 S2 or Lm , Ls , or L6, L12 or others may be
used to show different services or to manage the services performed.
To schedule a service, its symbol is written in pencil in the date block with
its miles, kilometers, or hours beside it. (Not all services have miles or
hours intervals).
A service may not always be performed when it is scheduled. Therefore, a

variance is allowed before or after the schedule of days, miles, or hours. The
service is treated as if it were performed on the day/miles/hours scheduled if
the service is performed within the variance allowed.
The variance allowed is
o 10 days before or after the scheduled day.
o 10 hours before or after the scheduled hours.
o 100 miles before or after the scheduled miles.
o 160 kilometers before or after the scheduled kilometers.
o Weekly services have a one-day variance.
o Limited to 10 percent prior to or after the scheduled date or

hours/miles for oil samples only. (See Appendix O of DA Pam 738750 for oil sampling intervals).
Other services may be too critical to have a variance. The unit maintenance
manual will state whether a variance is allowed.
When a service is performed within the variance, the symbol is inked in with the
miles, kilometers, or hours on the date that it was scheduled. The actual
hours, kilometers, or miles may be inked in when usage is critical to other
records or the equipment is operated so frequently that usage becomes critical
to scheduling follow-on services. When a service is completed outside the
variance, the symbol and miles, kilometers/hours are erased on the scheduled
date. The symbol and miles, kilometers or hours are inked in on the actual day
that the service is completed. The next service is scheduled from the new
date. Oil sample symbols are not to be inked in. Completed oil samples are
recorded on DA Form 2408-20. The variance is used to perform as many services
as possible at the same time. When services are performed at the same time,
the major service symbol and miles, kilometers, or hours, are shown. More than
one symbol may be entered if doing so helps to control the services.
Lubrication services vary the most in the intervals between services:
o When the LO requires a service by hours or miles or kilometers only,

the miles/kilometers or hours when the next service is due are placed
in the "Remarks" block. The symbol "L" and the hours or miles or
kilometers on the equipment in the block for the day on which the
service was performed is inked in.
o When the LO requires a lube on a date interval, the symbol "L" is

placed in the date block that the lube is due. The miles,
kilometers, or hours (when they apply) are placed next to the
symbol. When the lube is completed, the "L" and the miles or hours
are inked in.
Equipment reportable under AR 700-138, tables B-1 and B-2 or listed in Appendix
L of DA Pam 738-750 need a record of not mission capable (NMCM/NMCS) time. NMC
days are kept regarding that equipment on the back of the DD Form 314 or on a
separate DD Form 314 as follows:
o Not mission-capable (NMC) time is kept only when the equipment has a
deficiency defined NMC in the combined glossary of the UPDATE of DA
Pam 738-750.
o Deficiencies that are not covered by the preventive maintenance checks

and services (PMCS) "not ready" column or its equivalent carry a
status symbol "X" or circled "X," but NMC time is not counted for
these deficiencies. Those deficiencies are carried on the DA Form
2404 but do not have the NMC time counted on the DD Form 314.
Unit NMCM days are shown with the symbol "O." An "S" is written inside the "O"
for unit NMCS. Unit NMCM, NMCS days are posted as they occur. The letter "X"
is used for each day that the equipment is NMCM at support. The letter "S" is
written over an "X" on the days that it was NMCS at support. If support does
not give a day-by-day breakout, the total number of support NMCM/NMCS days is
written in the "Remarks" column.
Support maintenance will state which or how many days were NMCM/NMCS on the DA
Form 2407 or a printout. This time is posted to the DD Form 314. NMC time on
equipment still in support maintenance at the end of a report period will be
provided to the owning unit by telephone or other local means.
For NMC time, count equipment that is in NMC at the end of the day for the whole
day. Count equipment that is full mission capable (FMC) at the end of the day
as FMC for the whole day. A day is the normal work day for the command.
When equipment is loaned to another unit or activity, a copy of the DD Form 314
goes with the equipment. The borrowing unit tells the owning unit about any
NMCM/NMCS time on the equipment. This information is given to the owning unit
at the end of the reporting period and when the equipment is returned. Both
units ensure that the owning unit gets the DD Form 314.
A signal system is used to show when a service is scheduled in the current

month. A month can be from the first day to the last day of the month (1 May
through 31 May) or from one day in one month to the same day in the next month
(13 September through 13 October). At the start of each month, signals are put
in the date blocks for the service. When the service is performed, the signal
is taken off the card or moved from the date block to one corner.
Signals for the lube or maintenance services that are due go in the numbered
blocks at the top or the bottom of the DD Form 314. They are placed in the
block for the day of the month upon which the service is due.
The following signals are used:
o Green signal. A green signal means a lube (L) service is needed.
o Yellow signal. A yellow signal means a T, I, R, W, M, Q, S, A, B, H, E,

F, Z, or other service is due.
o Red signal. A red signal is placed over the corner of the front of the
system card when AR 700-138 or Standard Army Maintenance System
reportable equipment is NMC. The signal is taken off the card when the
equipment is fixed.
The DD Form 314 is normally used for one year for equipment reported under AR
700-138, Appendix B, Sections I and II or the Standard Army Maintenance
System. It is used for two years on nonreportable equipment. A completed form
is destroyed after the needed information is transferred from these blocks:
o Registration number.
o Administration number.
o Nomenclature.
o Model.
o Assigned TO.
o Remarks: NMCM/NMCS data for the current report, hourmeter or

odometer change information, symbols, and any needed maintenance
data.
o Any services needed is scheduled in pencil.
The current DD Form 314 goes with the equipment when it is transferred, but the
losing unit keeps a record of NMCM/NMCS time for the current report period up
to the day that the equipment is dropped from their property book. The gaining
unit reports the equipment NMC time after the item is added to their property
book.
The DD Form 314 is destroyed when the equipment is sent to salvage, but the
losing unit keeps a record of NMCM/NMCS time for the current report period.
The systems DD Form 314 is used for one or two years. Any NMCM/NMCS data for
the current reporting period are transferred to a new form. Then the old DD
Form 314 is destroyed.
(3) Completing the DD Form 314. Ensure that the following instructions
are followed by personnel completing the DD Form 314:
o Calendar Year. The last two digits of the calendar year are
placed in the shaded box at the upper or lower left of the card.
o Registration Number. The registration number is entered, if the

equipment has been assigned one, or the serial number.
o Administration Number. The assigned unit administration number

(bumper number, etc.) is entered.
o Nomenclature. The noun abbreviation is placed in this block. For

equipment reported under AR 700-138, the equipment category code
(ECC) and Line Item Number (LIN) is placed under the noun.
ECCs are found in Appendix L of DA Pam 738-750, and LINs are in

Appendix L of DA Pam 738-750 and SB 700-20.
o Model. The model number is entered. For example, M151A1. The

exact model format listed in Appendix L of DA Pam 738-750 for
equipment reported under the Standard Army Maintenance System
(SAMS) is used.
o Assigned To. The name of the activity or the organization to
which the equipment is assigned is entered.
o Remarks. The front and the back sides of the form are used as
explained below:
- Front Side. In pencil, any maintenance data needed is listed:

symbols or subsymbols used, service due date, etc. Also noted
are services due the following year until they can be carried
to a new form. If the equipment is under warranty, "Warranted
item" and the period for which the warranty is good (miles,
months, etc) are printed in pencil. The Warranty Control
Office or Logistics Assistance Office can supply this
information. It is used when the DA Form 2407 (Maintenance
Request) is filled out.
- Back Side. Noted on the back side of the form, for equipment
which is reported under AR 700-138, Appendix B, Sections I and
II, or which is listed in Appendix L of DA Pam 738-750, is any
NMCM/NMCS time reported as totals by support maintenance.
(When support gives a day-by-day breakout of NMC time, the
days are marked in the date blocks).
NOTE:
A systems DD Form 314 is needed only to combine NMC time

on equipment reported as a system. Those items are
listed in Appendix L of DA Pam 738-750 or in AR 700-138,
Appendix B, Sections I and II.
Back Side. For equipment with hourmeters or odometers, tile

total time or miles is shown on the equipment at the last meter
change. For example, "Odometer replaced at 17,113 miles. New
reading 0 (zero) miles" or "Hourmeter replaced at 3,819 hours.
New reading 5 hours." The "replaced at" number is the total
(cumulative) hours or miles on the equipment at the time that
the meter was last replaced. The "new reading" number is the
hours or miles on the new meter when you put it on the
equipment. The "replaced at" and "new reading" numbers are
written in pencil. When the meter is next replaced, the usage
from the meter being replaced is added to the "replaced at"
figure and any miles or hours are shown on the new meter. This
information is needed for the DA Form 2408-9 (Equipment Control
Record) usage report and others.
o Antifreeze entries are made in the "Remarks" block for equipment

under warranty or using commercial or arctic antifreeze. (See TB
750-651).
o When the form is being used to show services on more than one
nonreportable item, serial or administrative numbers are listed
in the "Remarks" block on the front side of the form. At the end
of the year, the back side of the form is used. It is not
necessary to' recopy the serial or administrative numbers onto
the back side of DD Form 314. "See Remarks Block, Front Side" is
printed in the "Remarks" block.
o Date Received. This space is left blank or used as needed

locally.
o Received From. This space is left blank or used as needed

locally.
o Disposition. This space is left blank or used as needed locally.
NOTE:
Either the blocks at the top or the bottom of the card are
used.
o Date Blocks. Services scheduled and completed are shown.
7. Review DA Form 2404 (Equipment Inspection and Maintenance Worksheet).
The DA Form 2404 is used to record data pertaining to the inspection and
maintenance of equipment.
a. Purpose. The DA Form 2404 has four major purposes:
(1) It is a record of faults found during an inspection. These faults

include organizational preventive maintenance checks and services (PMCS),
maintenance activity inspections, diagnostic checks, and spot checks. At
intermediate support levels, the DA Form 2404 is used to show faults and
repairs required for an Estimated Cost of Damage Report.
(2) The DA Form 2404 shows the results of technical evaluations of the
guided missile (GM) system.
(3) Marine condition surveys of watercraft also go on this form.
(4) It records the results of technical inspections or equipment. When

needed, this form shows serviceability codes listed in the AR, TB, or other
publications requiring the technical inspection.
b. Use. The DA Form 2404 is used by anyone performing inspections,

maintenance services, diagnostic checks, technical evaluations, and PMCSs.
(1) One DA Form 2404 or separate forms may be used to inspect all
components or subsystems that make up one equipment subsystem.
(2) One form may also be used to inspect several like items of
equipment. For example, one DA Form 2404 may be used to inspect twenty-five M2
burner units.
(3) This form is used as a temporary record of required and completed

maintenance.
(4) Administrative motor pools using ADP cards or other automated forms
do not need the DA Form 2404.
(5) Operators or crews use the DA Form 2404 to list faults that they
cannot fix and faults corrected by replacing parts.
(6) Unit maintenance people doing periodic services list all faults found
and the action taken to fix the faults. When the DA Form 2404 is used to
inspect several like items, all deficiencies and shortcomings and the
corrective action taken are listed.
(7) Support maintenance people list on a DA Form 2404 all the faults
found on the initial inspection. The initial inspection DA Form 2404 is
attached to the DA Form 2407 given to the mechanic making the repairs. The DA
Form 2404 is used as the worksheet for correcting faults found or reporting to
organizational units any uncorrected organizational-level faults. The results
of maintenance action are entered on the DA Form 2407.
(8) Support maintenance people list on a DA Form 2404 all faults found
during the final inspection. The final inspection DA Form 2404 is attached to
the DA Form 2407 given to the mechanic that performs the repairs. The mechanic
corrects all faults found during the final inspection.
(9) The DA Form 2404 is used to collect all maintenance and services
performed on vehicles involved in an Sample Data Collection (SDC) plan approved
by the Department of the Army (DA). In addition to the requirements in DA Pam
738-750, the applicable Field Procedures Guide (FPG) identifies additional data
required as mandatory entries on the DA Form 2404.
(10) The DA Form 2404 is used to report battlefield damage repair and/or
replacement actions by unit level maintenance. AR 750-1 and the individual
equipment battle damage technical manuals govern when battlefield damage
repairs are accomplished and how.
c. General Instructions. Use the following instructions to review the DA

Form 2404.
(1) The way that some blocks and columns on the DA Form 2404 are filled
out varies with the form's use. Make sure that you read the instructions that
apply to your review of the form.
(2) When more than one DA Form 2404 is used for an inspection or a
service, the pages are numbered. The page number is printed at the right side
of the form's title block. If two DA Forms 2404 are used for a service, "1 of
2" is written on the first page and "2 of 2" on the second page.
(3) The DA Form 2404 used for PMCSs on an item of equipment is kept in
the Equipment Records Folder or in a protective cover until it is completed,
closed out, or no longer needed.
(4) Operators and crews, first-line leaders, maintenance supervisors, and

commanders are equally responsible for keeping information current and correct
on the DA Form 2404. The DA Form 2404 is the central record for managing and
controlling maintenance.
(5) Parts on order or actions pending under anticipated not missioncapable (ANMC). conditions may go on the DA Form' 2408-14 (Uncorrected Fault
Record) with a diagonal status symbol after a document number has been
assigned.
d. Disposition. Use the following guidelines to review the portion of the

DA Form 2404 which pertains to the disposition of equipment.
(1) The DA Form 2404, listing faults found during an operator's or crew's
PMCS, goes to the maintenance supervisor for action. The section leader
reviews the form and destroys it when it is no longer needed after uncorrected
faults have been moved to other forms and all deficiencies and NMC faults have
been fixed.
(a) Faults that must be fixed at support maintenance go on the DA

Form 2407.
(b) Faults that are deferred go on the DA Form 2408-14. Status

symbol "X" faults cannot go on the DA Form 2408-14.
(c) Faults that cannot be fixed until a part comes in go on the DA

Form 2408-14. Status symbol "X"' faults cannot go on the DA Form 2408-14.
(2) The DA Form 2404 used for a periodic service is destroyed after all
uncorrected faults are moved to a DA Form 2408-14 or a DA Form 2407 and the
service is recorded on the DD Form 314. Forms carrying a status symbol "X" are
kept until the "X" is cleared.
(3) When the DA Form 2404 carries an NMC deficiency, the form is kept
until the deficiency is fixed and the equipment becomes FMC. This includes the
DA Form 2404 on equipment sent to support maintenance on a DA Form 2407. This
form or a local signal is kept in the Equipment Record Folder to keep the
equipment from being dispatched. The NMC time. is recorded on DD Form 314.
(4) The DA Form 2404 that shows a periodic service on equipment with no
other records (such as historical records or DD Form 314) is kept. The form is
destroyed only when the next periodic service is completed. Any still-open
faults at that time go on the new DA Form 2404 unless a separate DA Form 240814 is used. This situation normally applies to the form used for services on
more than one item. If the form lists no faults from previous service, the
same form is used to show the results of the following service.
(5) DA Forms 2404 used for technical inspections stay with the item until
all maintenance is performed or the item is disposed of. A copy of the
technical inspection goes with an item evacuated to supporting maintenance
units or depots for repair or overhaul.
(6) When the form is used to report battle damage assessment report
(BDAR) action, the DA Form 2404 is mailed to: Combat Data Information Center,
ATTN: AFFDL/FES/CDIC, Wright-Patterson AFB, OH 45433.
(7) When the DA Form 2404 is used for estimated cost of damage (ECOD),
ensure that these guidelines are followed:
o One copy is attached to copy four of DA Form 2407 and returned to

the requesting unit.
o One copy is returned to the requesting unit to be attached to the

DA Form 2407, requesting repair of damage on DA Form 2404.
o One copy is filed with copy number five of DA Form 2407 at the
maintenance support activity.
e. DA Form 2407 (Maintenance Request). The DA Form 2407 (shown in Figure

15) asks for maintenance support from a higher level.
The DA Form 2407 is used as a maintenance request.
The DA Form 2407 is also used to request support maintenance in accordance with
DA Pam 738-750 and the applicable FPG for the specific sampling program. The
FPG identifies additional data required as mandatory entries on the DA Form
2407.
The DA Form 2407 is used for battle damage repair actions as directed by the
item's battlefield damage assessment and repair technical manual (TM). The DA
Form 2407 shows the specific items being sent to support maintenance.
A separate DA Form 2407 is filled out for each item reported under AR 700-138.
A separate form is also filled out for each recoverable component of an item
reported under AR 700-138.
Items with the same make, model, and national stock number (NSN) may be combined
on a single DA Form 2407 when they are not reported under AR 700-138 or the
Standard Army Maintenance System, but, if it is easier to handle, they may be
put on separate DA Forms 2407.
Figure 15. Sample of a Completed DA Form 2407.
All historical records, except the DA Forms 2408-9, are sent with the equipment
going to support maintenance.
The organization requesting maintenance fills out Section I of the DA Form 2407
and sends all copies of the form with the equipment.
The support unit fills in Block 24 and, if needed, puts a local job order number
on the form. Copy number one then goes back to the organization as a receipt
for the equipment.
The unit returns copy number one when the equipment is fixed and ready for
pickup.
If parts needed for maintenance are not available when a maintenance request is
made, the supporting unit may defer the maintenance by printing "Maintenance
request received on (date) " and either "Owner to return item on (date) " or
"Owner will be notified upon receipt of part" in block 16a. Copies two, three,
four, and five of the DA Form 2407 is returned to the unit requesting the
maintenance. Copy one is retained by the support unit until the item is
returned for repair.
NOTE: NMC repair cannot be deferred. Any time that is spent awaiting parts
is NMCS-support.
Ensure that your personnel follow these guidelines when they dispose of the DA
Form 2407:
o Receipt Copy (Number One). This copy is destroyed when the equipment
is returned to the unit.
o NMP Copy (Number Two). This copy is handled as directed by the local
command.
o Control Copy (Number Three). This copy is handled as directed by the

local command. When the form is used for BDAR, this copy is mailed
to Combat Data Information Center, AFFDL/FES/CDIC, Wright-Patterson
AFB, OH 45433.
o Organization Copy (Number Four). The unit that requested the

maintenance keeps this copy for 90 days after the equipment is
fixed. For items under a DA-approved sampling plan, this copy is
held as directed by the plan. Organization may keep the DA Form 2407
showing services, i.e., calibration and load/proof test, until the
next service is performed.
o File Copy (Number Five). The maintenance activity keeps this copy for
90 days after the equipment is fixed. Installation table of
distribution and allowances (TDA) maintenance activities that are
subject to efficiency reviews keep file copies for one year.
Practice Exercise
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QM6252 Lesson - Provide Assistance To Officers and NCOs Operating Dining Fac

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QM6252 Lesson - Provide Assistance to Officers and NCOs Operating Dining Facilities

PROVIDE ASSISTANCE TO OFFICERS AND NCOs

Equipment plays an important role in any food service operation. Properly

PART A -BASIC CONCEPTS OF ARMY FOOD SERVICE ADMINISTRATION

1. The Army Food Service Program.

o acquisitions, accounting, and data reporting of food, supplies, and

o meal preparation and serving.

o inspection of contractor performance pertaining to the

o menu and recipe service.

o food acceptability determination.

o requisitioning and inventory control.

o program management information.

o provide nutritionally balanced meals to personnel who are entitled to

c. Responsible Agencies. The following agencies are responsible for

(1) Army Center of Excellence. Subsistence (ACES). The responsibilities

https://www.lms.army.mil/production/cninv000000000010071/scocontents/external/qm6252/lsn.htm[9/9/2015 9:59:51 AM]

o Recommend changes in food service programs and systems and develop

o Develop continental United States (CONUS) and overseas command

o Provide representation on Department of Defense (DOD) food service

o Provide technical advice and assistance on the functions and

o Review and recommend changes to the Army Authorization Documents

o Develop procedures for determining and measuring consumer

o Provide technical assistance, evaluation, and guidance to

o Administer the annual Philip A. Connelly Awards Program for

o Review, evaluate, advise, and assist in the development and

o Exercises staff supervision and policy determination over the US

o Prepares the USAR subsistence portion of the annual budget

o Provides assistance to the Chief of Engineers (COE) and ACES in

(4) Commanding Generals (CGs), the Numbered Armies in the Continental

(5) Commanders of Major US Army Reserve Commands (MUSARCs). MUSARC

o Monitor subsistence expenditures and accounts.

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o Prepare and submit DA Form 2969-2-R (Food Cost and Feeding

o maximum effort is made to provide for school training of all food

o an awards program to recognize outstanding food service operations

o a food service officer (FSO) is designated as a central point of

(7) Commanders of Major Army Commands (MACOMs). MACOM commanders perform

o Establish a Subsistence Review Committee in accordance with AR 1513.

o Establish a Command Menu Board in overseas MACOMs.

o Designate a food advisor to recommend actions on the Food Service

o Exercise command supervision and operational management of

o Publish command food service directives as applicable.

o Make maximum use of technical assistance available from ACES.

(8) Commanding General, US Army Training and Doctrine Command (CG,

o Conducts all food service combat developments not assigned by

o Directs studies and develops doctrine and material requirements

o Develops the organizational structure table of organization and

o Serves as the Army user representative for field food service

o Provides special training packages and on-site instruction to the

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(9) Installation Commanders (CONUS and Overseas). Installation

(10) Unit and Organization Commanders. The following guidelines pertain

(a) Active Army. Unit and organization commanders responsible for

o ensure that assigned food service personnel are working in

o ensure that assigned personnel are properly trained and

o ensure that ARCS procedures are correctly implemented.

o enforce measures to conserve, safeguard, and account for all

o ensure that dining facility operations conform to the highest

- conducting unannounced visits to the dining facility to

- soliciting diner comments (verbally or by use of a

- taking necessary action to correct deficiencies noted.

o appoint an FSO and alternate in writing to administer duties.

o ensure that subsistence items are not used in support of