Section 1 – Military Awards Problem: Award recommendations requiring TRADOC or Department of the Army level approval require excessive editorial changes and are not received in sufficient time to allow for process completion prior to desired presentation date.
Purpose: To provide guidance and timelines for submission of awards to TRADOC leadership upon permanent change of station or retirement, and to ensure submission and completion of approved awards in sufficient time to allow for presentation prior to departure of recipient.
Background: Military awards authorized for presentation to United States Army personnel during peacetime are contained in Army Regulation 600-8-22, Military Awards, 25 February 1995. Approval of awards outlined herein is a subjective decision of the commander having authority outlined in Table 3-2 of Army Regulation 600-8-22. Military awards for departing senior leaders usually address either the Distinguished Service Medal or the Legion of Merit:
- When notified of senior leader permanent change of station or retirement, immediately determine level of award to be considered, establish timelines for submission (60 days for CG, TRADOC, approval (Legion of Merit) and 90 days for awards where Department of the Army level approval (Distinguished Service Medal) is required.
- Coordinate with proposed recipient's rating officials to determine level of award to be submitted (for general officers, coordination should also include level of spouse recognition under guidelines provided in Section 2).
- Assign responsibility for preparation of required documentation and establish timelines for submission to meet the required timelines established above. Provide the name and telephone number of the assigned action officer to the TRADOC Secretary of the General Staff (DSN 680-4120 or (757) 727-4120) and the TRADOC Awards Manager (DSN 680-5090 or (757) 728-5090).
- After receiving level of award supported by TRADOC Commanding General, action officer should begin gathering information regarding specific achievements and accomplishments from the installation staff for service awards (time period for permanent change of station recommendations for both the Distinguished Service Medal and Legion of Merit is limited to service at losing command).
- If award is to be submitted for retirement, Distinguished Service Medal recommendations must cover the last 10 years of proposed recipient's service. The most efficient way to gather information with which to expand on service prior to recipient's arrival at current assignment is to obtain soldier's Officer Evaluation Reports for past 10 years. Use these as a tool to gather specific accomplishments for this expanded period to provide a word picture of accomplishments.
- If award is to be submitted for retirement, Legion of Merit recommendations may cover the last 10 years of service, but it is not a requirement.
- For service awards of both the Distinguished Service Medal and Legion of Merit, limit focus to current tour achievements.
- Distinguished Service Medal:
a. The Distinguished Service Medal is awarded to any person who, while serving in any capacity with the United States Army, has distinguished himself or herself by exceptionally meritorious service to the Government in a duty of great responsibility. The performance must be such as to merit recognition for service which is clearly exceptional. Exceptional performance of normal duty will not alone justify an award of this decoration.
b. For service not related to actual war, the term "duty of great responsibility" applies to a narrower range of positions than in time of war and requires evidence of conspicuously significant achievement. However, justification of the award may accrue by virtue of exceptionally meritorious service in a succession of high positions of great importance.
c. Awards may be made to persons other than members of the Armed Forces of the United States for wartime services only, and then only under exceptional circumstances with the express approval of the President on each case.
- Legion of Merit:
a. The Legion of Merit is awarded to any member of the Armed Forces of the United States or a friendly foreign nation who has distinguished himself or herself by exceptionally meritorious conduct in the performance of outstanding services and achievements.
b. Criteria for members of the Armed Forces of the United States are as follows:
(1) The performance must have been such as to merit recognition of key individuals for service rendered in a clearly exceptional manner. Performance of duties normal to the grade, branch, specialty, or assignment, and experience of an individual is not an adequate basis for this award.
(2) For service not related to actual war, the term "key individuals" applies to a narrower range of positions than in time of war and requires evidence of significant achievement. In peacetime, service should be in the nature of a special requirement or of an extremely difficult duty performed in an unprecedented and clearly exceptional manner. However, justification of the award may accrue by virtue of exceptionally meritorious service in a succession of important positions.
- If award is to be submitted for retirement, Legion of Merit recommendations may cover the last 10 years of service but it is not a requirement.
- For service awards of both the Distinguished Service Medal and Legion of Merit, limit focus to current tour achievements.
- The Distinguished Service Medal requires Department of the Army level approval. Submit recommendations to Commander, United States Army Training and Doctrine Command, ATTN:
ATBO-BPS, Fort Monroe, Virginia, 23651-1048, no later than 90 days prior to desired presentation date. Package will include a
completed and signed DA Form 638, Recommendation for Award (Section 1, Enclosure 1), a narrative description of accomplishments and achievements (normally 6-8 double-spaced pages in length) (Section 1, Enclosure 2), a proposed citation (one full double-spaced page) (Section 1, Enclosure 3), a strongly written proposed endorsement (two examples at Section 1, Enclosures 4 & 5) to forward recommendation to Department of the Army for consideration, and a diskette containing the narrative, citation, and proposed CG endorsement.
a. Section 1, Enclosure 4. This is the short version when level of responsibilities and duties are self-evident.
b. Section 1, Enclosure 5. This is the long version when level of responsibilities and duties are not self-evident and require additional justification based on achievements.
- The Legion of Merit, with one exception, requires TRADOC-level approval. The only exception to this requirement is that Headquarters, U.S. Army Combined Arms Center (CAC) may approve retirement Legions of Merit awards for all non-general officer personnel. Legion of Merit submissions will include a completed and signed DA Form 638 (same as for the Distinguished Service Medal), a narrative description of accomplishments and achievements (not to exceed 2 double-spaced pages), and a proposed citation (not to exceed 12 lines). Submit recommendations to Commander, U.S. Army Training and Doctrine Command, ATTN: ATBO-BPS, Fort Monroe, Virginia, 23651-1048, no later than 60 days prior to desired presentation date.
MAJOR GENERAL JOHN E. DOE HAS DISTINGUISHED HIMSELF THROUGH EXCEPTIONALLY MERITORIOUS SERVICE TO THE UNITED STATES ARMY FROM 31 DECEMBER 1990 to 31 DECEMBER 1999, CONCLUDING 33 YEARS OF EXEMPLARY SERVICE CULMINATING IN HIS ASSIGNMENT AS COMMANDING GENERAL, UNITED STATES ARMY TRAINING CENTER; AND COMMANDANT, UNITED STATES ARMY TRAINING SCHOOL, FORT SWAMPY, ARKANSAS. MAJOR GENERAL DOE EXHIBITED OUTSTANDING LEADERSHIP, PROFESSIONALISM, INITIATIVE, AND DEDICATION, ALONG WITH A SINCERE CONCERN FOR THE WELFARE OF SOLDIERS, CIVILIANS, AND THEIR FAMILIES. AS A RESULT, HE MADE SIGNIFICANT AND LASTING CONTRIBUTIONS TO THE DEVELOPMENT, TRAINING, AND LEADERSHIP OF THE ARMY.
MAJOR GENERAL DOE HAS PERFORMED WITH CONSUMMATE DISTINCTION IN ALL OF HIS ASSIGNMENTS THROUGHOUT HIS EXTRAORDINARY CAREER, INCLUDING COMPANY COMMAND IN THE REPUBLIC OF VIETNAM AND DESERT SHIELD/DESERT STORM; EVERY KEY JOB AT BATTALION LEVEL TO INCLUDE BATTALION COMMAND; DEPUTY CHIEF OF STAFF AND G3 OF THE THIRD ARMY FORWARD COMMAND POST FOR OPERATION DESERT STORM AND THE RESTORATION OF KUWAIT; COMMANDER, BATTLE COMMAND TRAINING PROGRAM, FORT LEAVENWORTH; CHIEF OF TACTICS AND DIRECTOR OF COMBINED ARMS AND TACTICS DEPARTMENT AND ASSISTANT COMMANDANT OF THE BLUE SCHOOL; COMMANDER OF TASK FORCE SOMALIA; DEPUTY CHIEF OF STAFF FOR TRAINING, UNITED STATES ARMY TRAINING AND DOCTRINE COMMAND; AND CONCLUDING WITH HIS ASSIGNMENT AS COMMANDING GENERAL, CAMP SWAMPY, ARKANSAS.
AS COMMANDING GENERAL, CAMP SWAMPY, MAJOR GENERAL DOE WAS RESPONSIBLE FOR EVERY ASPECT OF THE CAMP TO INCLUDE OFFICER AND ENLISTED CAREER FIELD PROPONENCIES, WEAPONS, AND BRIGADE AND BELOW ORGANIZATIONS, DOCTRINE, AND TRAINING. MAJOR GENERAL DOE'S PERSONAL VISION OF THE MISSION RESULTED IN NUMEROUS INITIATIVES AND PROGRAMS THAT HAVE AND WILL CONTINUE TO POSITIVELY IMPACT THE MILITARY FORCE. THE M240B MACHINE GUN WAS FIELDED TO THE 75TH RANGER REGIMENT IN JULY 1997 AND THE JAVELIN MULTI-YEAR CONTRACT FOR PRODUCTION WAS AWARDED AFTER EXTENSIVE TRIALS UNDER REALISTIC CONDITIONS. MAJOR GENERAL DOE ALSO OVERSAW DEVELOPMENT OF THE MORTAR FIRE CONTROL SYSTEM AS A FORCE XXI INITIATIVE AND ENSURED THAT FORCE XXI MECHANIZED UNITS ARE ORGANIZED TO MAINTAIN BATTLEFIELD SUPREMACY. MAJOR GENERAL DOE WAS INSTRUMENTAL IN DEVELOPMENT AND APPROVAL OF THE LIGHT/CONTINGENCY FORCE ADVANCED WARFIGHTING EXPERIMENT AND THE RAPID FORCE PROJECTION INITIATIVE THROUGH THE DISMOUNTED BATTLESPACE BATTLE LAB.
ADMINISTRATIVELY, MAJOR GENERAL DOE SUPERVISED CAMPY SWAMPY'S INPUT TO OFFICER PERFORMANCE MANAGEMENT SYSTEM (OPMS) XXI AND DEVELOPED BRANCH FUNCTIONAL AREA ASSESSMENT (FAA) AND
THE CHANGE IN NONCOMMISSIONED OFFICER STRUCTURE INITIATIVE OFFICER RESTRUCTURE INITIATIVE. HE PROVIDED UNIT ORGANIZATIONS FOR FORCE XXI EVALUATION AND DEVELOPED THE ORGANIZATIONAL PORTION OF BRANCH CONCEPT FOR THE 21ST CENTURY. MAJOR GENERAL DOE OVERSAW THE COMPLETION OF SEVERAL DOCTRINAL MANUALS TO INCLUDE TRAINING CIRCULAR 7-98-1 AND STUDENT TEXT 7-10-1.
MAJOR GENERAL DOE MAINTAINED FOCUS ON THE SOLDIER AS OUR MOST IMPORTANT SYSTEM. HE ENSURED THE SOLDIER IS THE ARMY’S NUMBER ONE CONCERN IN ALL DEVELOPMENTS. HE EFFECTIVELY COORDINATED WITH OTHER SCHOOLS, SUCH AS ARMOR, ARTILLERY, AND AVIATION TO ENSURE THAT THE FUTURE OF THE ARMY IS SYNCHRONIZED WITH THE COMBINED ARMS TEAM. MAJOR GENERAL DOE IMPLEMENTED THE SYSTEMS AND MECHANISMS TO LEAD THE ARMY INTO THE NEXT CENTURY ON THE WAVE OF TREMENDOUS TECHNOLOGICAL DEVELOPMENT.
AS COMMANDING GENERAL, CAMP SWAMPY, HE WAS DIRECTLY RESPONSIBLE FOR THE TRAINING AND SUPPORT OF A MULTITUDE OF SCHOOLS AND ORGANIZATIONS. OVER 141,000 SOLDIERS WERE TRAINED AND EDUCATED AT CAMP SWAMPY UNDER MAJOR GENERAL DOE'S COMMAND. UNDER HIS TUTELAGE, CAMP SWAMPY SUCCESSFULLY TRAINED OVER 60,000 SOLDIERS AND ESTABLISHED A NEW TRAINING BATTALION IN ORDER TO PROVIDE MORE SOLDIERS TO THE ARMY. THE BATTALION ALSO SUCCESSFULLY INTEGRATED VALUES TRAINING, PORTIONS OF WHICH EVOLVED INTO THE TRAINING AND DOCTRINE COMMAND (TRADOC) VALUES
TRAINING PROGRAM. MAJOR GENERAL DOE INITIATED THE FIRST BASIC TRAINING CONFERENCE IN 8 YEARS DURING WHICH OVER 30 SENIOR NONCOMMISSIONED OFFICERS AND OFFICERS FROM THROUGHOUT THE ARMY MET TO DISCUSS PERTINENT ISSUES RELATING TO TRAINING THE NEW SOLDIER.
MAJOR GENERAL DOE WAS INSTRUMENTAL IN DEVELOPMENT AND APPROVAL OF THE LIGHT/CONTINGENCY FORCE ADVANCED WARFIGHTING EXPERIMENT SCHEDULED FOR EXECUTION IN FY00. HE ALSO LED TWO ADVANCED CONCEPT TECHNOLOGY DEMONSTRATIONS (ACTD) DURING HIS TENURE AS DIRECTOR OF THE DISMOUNTED BATTLESPACE BATTLE LAB. IN 1998, HE CONDUCTED A HIGHLY SOPHISTICATED EXPERIMENT TO DETERMINE THE UTILITY OF DIGITAL COMMAND POSTS IN LIGHT FORCES, DIGITAL SENSOR TO SHOOTER LINKAGES, AND THE INCLUSION OF LONG-RANGE PRECISION WEAPONS AT BRIGADE LEVEL. THE RAPID FORCES PROJECTION INITIATIVE ACTD PROVIDED CRITICAL INSIGHTS INTO DIGITIZING LIGHT FORCES AND BRIGADE-LEVEL WEAPONS SYSTEMS OF THE FUTURE. THE SECOND ACTD HE LED EXPLORED NEW TECHNOLOGY FOR URBAN FIGHTING KNOWN AS THE MILITARY OPERATIONS ON URBANIZED TERRAIN ACTD. THIS ACTD PROVIDED INSIGHTS INTO HOW TO INCREASE SOLDIER AND SMALL UNIT MOBILITY, SURVIVABILITY, AND LETHALITY.
CAMP SWAMPY ALSO WENT THROUGH A SERIES OF TRAINING IMPROVEMENTS UNDER MAJOR GENERAL DOE’S SUPERVISION. AFTER
EXTENSIVE STUDY AND EVALUATION, THE TRAINING BRIGADE LEADERSHIP INCORPORATED A RENEWED EMPHASIS ON COMBATIVES AND TRAINING REALISM. THE BATTALION COMMANDER INSTITUTED BOXING AND PUGIL STICK TRAINING INTO THE PROGRAM OF INSTRUCTION AND BUILT NINE ADDITIONAL “WORLD CLASS” TRAINING OBJECTIVES FOR THE 2200 STUDENTS THAT TRAIN AT CAMP SWAMPY ANNUALLY.
MAJOR GENERAL DOE ENSURED THAT THE NONCOMMISSIONED OFFICER ACADEMY (NCOA) AND THE BRANCH CAPTAIN CAREER COURSE WERE INCLUDED IN THE LATEST FORCE MODERNIZATIONS. THE NCOA INSTALLED A SECTION ON THE CAMP SWAMPY HOME PAGE THAT PROVIDES DIRECT ACCESS TO THE NCOA CHAIN OF COMMAND. ALL SMALL GROUP CLASSROOMS ARE NOW EQUIPPED WITH INFORMATION SYSTEMS TO FACILITATE LEARNING AND DISCUSSION.
AS THE CAMP SWAMPY SCHOOL COMMANDANT, MAJOR GENERAL DOE SUCCESSFULLY INTEGRATED THOUSANDS OF SOLDIERS INTO THE ARMY AND HELPED THOUSANDS CONTINUE TO GROW THROUGH THE VARIOUS COURSES AT CAMP SWAMPY. HE MESHED TECHNOLOGICAL ADVANCES WITH TRAITS COMMON TO ALL SOLDIERS THROUGH THE AGES TO PRODUCE THE ARMY’S FINEST SOLDIERS AND LEADERS.
CAMP SWAMPY HAS PROVIDED SUPPORT FOR FORCES COMMAND UNITS, AS WELL AS UNITED STATES ARMY RESERVE AND ARMY NATIONAL GUARD UNITS, TO INCLUDE THE NEWLY OPENED CONTINGENCY WAREHOUSE AND
ESTABLISHMENT OF THE STANDARD ARMY RETAIL SUPPLY SYSTEM-OBJECTIVE (SARSS-O) FOR THE INSTALLATION. MAJOR GENERAL DOE SUPERVISED THE ESTABLISHMENT OF THE CONUS REPLACMENT CENTER (CRC) WHICH SUCCESSFULLY PROCESSED OVER 4,300 SOLDIERS AND 142 UNITS TO OPERATION JOINT GUARD IN BOSNIA AND PROVIDED OUTSTANDING LOGISTICS SUPPORT FOR OPERATION JOINT ENDEAVOR DEPLOYMENT AND REDEPLOYMENT. WITH CAMP SWAMPY AS THE PROJECTION PLATFORM FOR THE 99TH SOLDIER REGIMENT, THE 36TH ENGINEER GROUP, AND 3D BRIGADE (MECHANIZED), HE ENSURED THAT THESE UNITS RECEIVED ALL OF THE SUPPORT NECESSARY TO SUCCESSFULLY DEPLOY AND REDEPLOY FOR REAL-WORLD OPERATIONS AND TRAINING MISSIONS.
WHILE COMMANDING CAMP SWAMPY, MAJOR GENERAL DOE WAS RESPONSIBLE FOR OVER 100,000 SOLDIERS, FAMILY MEMBERS, CIVILIANS, AND RETIREES. BY SYNCHRONIZING THE MANY DIFFERENT AGENCIES ON POST, HE LED FORT SWAMPY IN CAPTURING ITS SEVENTH ARMY COMMUNITY OF EXCELLENCE (ACOE) BEST INSTALLATION AWARD, ITS FOURTH COMMANDER IN CHIEF’S BEST INSTALLATION AWARD, THE COVETED PRESIDENT’S QUALITY AWARD, AND THE ARKANSAS OGLETHORPE QUALITY AWARD.
THE LIST OF “BESTS” AT CAMP SWAMPY IS LONG AND GROWING. MAJOR GENERAL DOE'S LEADERSHIP AND ORGANIZATIONAL SKILLS HAVE MANIFESTED THEMSELVES IN THE FOLLOWING ACHIEVEMENTS:
FORT SWAMPY RECOGNIZED BY DEPARTMENT OF THE ARMY INSPECTOR GENERAL AND TRADOC FOR HAVING THE BEST PERSONNEL AND INFORMATION SECURITY PROGRAMS IN TRADOC.
THE STAFF JUDGE ADVOCATE’S CRIMINAL LAW PROCESSING TIMES WERE THE BEST IN THE ARMY FOR THE 4TH QUARTER, 1997.
THE ARMY MARKSMANSHIP UNIT SWEPT NEARLY ALL OF THE EVENTS AT THE 1998 CHAMPIONSHIP OF THE AMERICAS AND PROVIDED THE 1997 ARMY ATHLETE OF THE YEAR.
THE POST NEWSPAPER WON FIVE JOURNALISM AWARDS IN 1998.
THE EQUAL EMPLOYMENT OFFICE WON THE TRADOC BEST EEO PROGRAM AND BEST COMPLAINTS MANAGEMENT PROGRAM.
THE DIRECTORATE OF RESOURCE MANAGEMENT WAS SELECTED AS THE TEST SITE FOR THE NEW DEPARTMENT OF DEFENSE (DOD) ACCOUNTING SYSTEM.
INSTALLATION RETENTION REPORTED A 130 PERCENT REENLISTMENT RATE FOR ALL ASSIGNED OBJECTIVES, FISCAL YEAR 1997.
THE PHYSICAL FITNESS SCHOOL ESTABLISHED NEW ARMY PHYSICAL FITNESS TEST (APFT) STANDARDS.
THESE ARE BUT A FEW OF THE MANY ACCOLADES THAT AGENCIES ON CAMP SWAMPY EARNED UNDER MAJOR GENERAL DOE’S COMMAND. WHILE THEY ARE QUANTIFIABLE AND EASILY TRACKED, MAJOR GENERAL DOE'S MARK IS
FOUND IN THE MORE SUBTLE WAYS HE HAS IMPROVED THE QUALITY OF LIFE AT CAMP SWAMPY.
HE MADE THE POST NEWSPAPER A USEFUL TOOL FOR SOLDIERS, CIVILIANS, AND FAMILIES, WHETHER TO LIST THE CANCELLATION OF TRASH PICK-UP, OR TO ANNOUNCE AN UPCOMING EVENT ON POST. MAJOR GENERAL DOE ENERGIZED THE OPENING OF A NEW BANK AT THE COMMISSARY AND ALLOWED OVER 12,000 SOLDIERS AND FAMILY MEMBERS TO RECEIVE FREE TAX SERVICE IN 1999. MAJOR GENERAL DOE MADE CAMP SWAMPY’S AGENCIES ACCESSIBLE AND EFFECTIVE.
MAJOR GENERAL DOE'S LEGACY AT FORT SWAMPY CAN BE SUMMARIZED IN ONE WORD, SOLDIER. HIS VISION OF THE SOLDIER IS NOT JUST OF ONE INDIVIDUAL--IT INVOLVES HIS EQUIPMENT, HIS KNOWLEDGE, AND THE KNOWLEDGE OF HIS LEADERS. IT INCLUDES THE PERSONNEL THAT SUPPORT HIM IN AND OUT OF UNIFORM AND IT INCLUDES HIS FAMILY AND WHERE HE LIVES. BY LOOKING AT THE MISSION OF THE ARMY THIS WAY, MAJOR GENERAL DOE HAS SIMPLIFIED A SEEMINGLY COMPLEX LABYRNITH AND FINE-TUNED IT INTO A SYNCHRONIZED, FOCUSED ORGANIZATION THAT PRODUCES THE WORLD’S FINEST SOLDIERS. MAJOR GENERAL DOE ACCOMPLISHED THE MISSION.
MAJOR GENERAL DOE'S CONTRIBUTIONS WILL IMPACT THE ARMY FOR YEARS TO COME. HE HAS GUIDED CAMP SWAMPY TO UNPRECEDENTED HEIGHTS AND, IN SO DOING, HAS ESTABLISHED CAMP SWAMPY AS A MODEL
FOR THE ENTIRE ARMY TO FOLLOW--FOLLOW ME! HIS EXCEPTIONALLY OUTSTANDING SERVICE AND MYRIAD CONTRIBUTIONS, COUPLED WITH A TIRELESS DEVOTION TO DUTY, A STRONG LOVE FOR THIS COUNTRY, AND THE SOLDIERS WHO PROTECT IT, WILL HAVE A LASTING, EXTENDED POSITIVE IMPACT AND REFLECT GREAT CREDIT UPON HIM, CAMP SWAMPY, AND THE UNITED STATES ARMY.
CITATION FOR EXCEPTIONALLY MERITORIOUS SERVICE TO THE UNITED STATES ARMY FROM 30 SEPTEMBER 1989 TO 30 SEPTEMBER 1999, CULMINATING OVER 33 YEARS OF EXEMPLARY SERVICE AS COMMANDING GENERAL, CAMP SWAMPY, ARKANSAS. HIS OUTSTANDING LEADERSHIP, RELENTLESS PURSUIT OF EXCELLENCE, AND FOCUSED VISION FOR THE FUTURE SIGNIFICANTLY CONTRIBUTED TO THE EFFECTIVENESS, READINESS, AND OUTSTANDING QUALITY OF THE ENTIRE MILITARY FORCE. FROM SMALL ARMS DEVELOPMENT TO BRADLEY IMPROVEMENTS TO UPDATING COMMAND AND CONTROL SYSTEMS, HE ENSURED ALL PROJECTS RECEIVED PROPER RESOURCES, THUS GUARANTEEING THEIR SUCCESSFUL EXECUTION. HE PROVIDED SUPPORT FOR CORCES COMMAND UNITS, AS WELL AS UNITED STATES ARMY RESERVE AND ARMY NATIONAL GUARD UNITS TO INCLUDE THE NEWLY OPENED CONTINGENCY WAREHOUSE AND ESTABLISHMENT OF THE STANDARD ARMY RETAIL SUPPLY SYSTEM OBJECTIVE FOR THE CAMP. HIS EXEMPLARY SERVICE AND MYRIAD CONTRIBUTIONS, COUPLED WITH HIS TIRELESS DEVOTION TO DUTY AND A DEEPLY ROOTED LOVE FOR THIS COUNTRY, THE CIVILIANS, AND OUR FAMILIES WHO PROTECT IT, HE ENGRAINED A LASTING, POSITIVE IMPACT WHICH REFLECTS GREAT CREDIT UPON HIM, CAMP SWAMPY, AND THE UNITED STATES ARMY.
MEMORANDUM FOR Chief of Staff, United States Army, 200 Army Pentagon, Washington, D.C. 20310-0200
SUBJECT: Recommendation for Award
1. Strongly recommend approval of the Distinguished Service Medal, First Oak Leaf Cluster, to Major General John Doe, Commander, Camp Swampy, Arkansas.
2. Major General Doe's inspired leadership and outstanding accomplishments, combined with his enthusiasm and genuine concern for soldiers, marked him as one of the Army's most significant leaders. A true visionary, he contributed extensively to the future of the Army.
3. As the 45th Quartermaster General, Major General Doe has been a pioneer in developing a rock solid foundation for Quartermaster soldiers in a future of change and uncertainty. Built on heritage, tradition, and most especially, values, his innovative programs have become the templates for the rest of the Army. He is highly deserving of the Distinguished Service Medal.
Encl KEVIN P. BYRNES
Award Recommendation General, U.S. Army
MEMORANDUM FOR Chief of Staff, United States Army, 200 Army Pentagon, Washington, D.C. 20310-0200
SUBJECT: Recommendation for Award
1. Strongly recommend approval of the Distinguished Service Medal for Colonel John Doe, Chief of Staff, Camp Swampy, Florida, in deserving recognition of 28 years of dedicated service to our Army and Nation.
2. John Doe is one of our Army’s great leaders and trainers, and his impact will be felt for generations. Recognized for heroism with a Bronze Star Medal with V Device in Desert Storm as one of our most tenacious and disciplined tank battalion commanders, John’s leadership has since moved the Army forward in both training and leader development.
3. As a Brigade Commander, he led America’s Army and the International Force into Bosnia in the toughest of conditions in December 1995. In one of the most uncertain and dangerous environments, his leadership ensured brilliant and lasting mission success of this critical peacekeeping operation.
4. Most significantly, as Commander of Camp Swampy for the last 2 years, John’s contributions to the Army's training and combat readiness have been tremendous. His magnificent ability to teach, combined with his acumen in tactics and operational art, has had a measurable impact on the leadership of all of our Corps, Divisions, and Brigades, as well as numerous Joint Commands.
5. Throughout his career, John Doe has been cited as a leader of character who loves his Army and his soldiers. We must recognize this magnificent soldier with the Distinguished Service Medal.
Public Service Awards for Spouses of Senior Leaders Problem: Award packets seeking TRADOC approval or endorsement for SECARMY approval are often late, in need of additional justification, or both.
Purpose: Provide guidance and tools so quality packets are submitted on time to ensure approval and return no later than 1 week prior to desired presentation date.
Background: DA Public Service Awards outlined in AR 672-20 are available to recognize civilians who are not employed by the Army. They are not designed for the exclusive purpose of recognizing spouses but can be used for that purpose provided the award criteria are met. The awards are listed below in descending order. A visual display of the medals can be found at http://cpol.army.mil/library/awards/. A spread sheet showing the criteria and approval level for each award is at Section 2, Enclosure 1.
- Decoration for Distinguished Civilian Service. This is the highest level of public service recognition in Army. SECARMY personally approves. Criterion is distinguished service that makes a substantial contribution to Army's mission. SECARMY looks for projects, research, and/or services performed that have Armywide impact. It is extremely difficult to obtain approval. SECARMY approval process routinely results in downgrades or disapproval.
- Secretary of the Army Public Service Award. New award established in 1999. Army policy specifically states this award is appropriate for spouses of military members, but only if the criteria are met. Criteria is exceptional public service to the Army deserving of greater recognition than that which can be granted by a MACOM Commander. As rule of thumb, consider this award the highest that can be reasonably expected. DA Army Incentive Awards Board screens closely and if criteria is not met, returns award to MACOMs for consideration of MACOM-level recognition. A sanitized sample of an approved nomination is at Section 2, Enclosure 2. Note the broad range of accomplishments covering an extended period of time.
- Outstanding Civilian Service Award. This award, the third highest in the hierarchy, is appropriate to recognize outstanding service of significance to a MACOM. MACOMs have approval authority with option to redelegate to commanders 2-star and above. Commander, TRADOC, has redelegated approval authority to any commander in the rank of Major General and above. This award is frequently used by installation commanders when recognizing spouses of subordinate leaders. Medals and certificates are stocked at the installation-level.
- Commander's Award for Public Service. This award is appropriate to recognize service or achievements of significance to a single installation or activity. It can be approved by any commander in the rank of colonel or above and any general officer or member of the Senior Executive Service. This award, like the Outstanding Civilian Service Award, is frequently used at the installation-level. Recognition devices are available locally. Nomination for public service recognition must be submitted within 6 months after completion of the act or period to be cited.
- Civilian Award for Humanitarian Service. Any Commander at the MACOM level or higher may approve this award. Private citizens of the United States, as well as private citizens and government officials of foreign nations, are eligible for consideration.
- Certificate of Appreciation for Patriotic Civilian Service. This award consists of a lapel button and certificate. Criteria is patriotic service that contributes to the mission of an Army activity or to the welfare of Army personnel. Any commander, lieutenant colonel and above can approve.
- Certificate of Appreciation. This award can be used when the level of contributions does not warrant higher level recognition. Approval levels are determined locally.
- When senior leader receives career service recognition upon retirement, recognition of spouse should also reflect career service.
- When senior leader is presented an award covering a single tour of duty, spouse recognition should cover the same period.
- Do not predetermine the level of recognition and then try to support it. Rather, first determine the specific accomplishments and then select the most appropriate award.
- Commanders should fully exercise delegated approval authority. As a general rule, installation commanders should approve public service awards for which they have approval authority. Example: Outstanding Civilian Service Award for spouse of Chief of Staff, Garrison Commander, or Command Sergeant Major.
- The official Army timelines for processing awards at higher headquarters are outlined in TRADOC Supplement 1 (para 2-1n) to AR 672-20 and are repeated here: Installations and activities will allow 60 days at HQ TRADOC for processing awards approved by the TRADOC Commander, and 90 days at HQDA for processing awards approved by the Secretary of the Army. Nominations requiring less than the specific timeframes must have a memorandum of lateness addressed to the Commander, TRADOC, stating reason for late submission. It is recognized that there may be occasions where circumstances preclude meeting these timelines. However, TRADOC will not routinely endorse nominations to the Secretary when the nominations are received at TRADOC less than 90 days prior to the desired date of presentation. Late nomination packages will be considered for TRADOC-level recognition (Outstanding Civilian Service Award). If the criteria for that award are not met, the nomination will be returned for installation-level recognition.
Specific Guidelines and Suggestions for Submitting Timely Nominations: Step 1. Determine if spouse will be nominated for an award. Do not determine the specific award at this step.
Who: Installation/activity SGS or staff XO use attached Work Sheet and start gathering information on spouse.
When: As soon as it is known that the senior leader may be departing. If it is known 6 months out, start the process then. Do not lose time by waiting for formal announcements or some other definitive notice.
How: While coordinating with rating official of senior leader reference award recommendations, indicate an award packet is being developed for his spouse, recommend level of award and obtain clearance to proceed.
Step 2: After receiving clearance to proceed, begin gathering information regarding specific achievements and accomplishments. This can be a difficult, time consuming, and awkward process. Yet, it is critical because the information gathered is instrumental in determining the success of the nomination packet. Doing it right the first time avoids delays caused by rewrites. The key at this step is to get as much information as possible about the spouse's achievements. Failing to do this, for example getting second hand and in some cases incomplete information, makes it nearly impossible for the writer to develop a quality packet that describes numerous achievements rather than trying to embellish just a few. The most direct way to get this information is to ask the spouse or someone you think might be familiar with her accomplishments.
Who: Installation/activity SGS or staff XO.
When: As soon as practical after clearance to proceed is received.
How: Contact spouse directly. Consider personal interview and/or using a worksheet (sample at Section 2, Enclosure 3) for the spouse to complete and return after several days. If senior leader is retiring (obtain both current tour and previous career achievements). If the senior leader is moving to a new assignment, limit focus to current tour achievements. There is no need to inform the spouse that the information is being requested to support an award nomination. If asked, however, it would be accurate to state the information is needed by speech writers and other planners in connection with the possible/ planned (whatever word is appropriate) PCS or retirement of the senior leader. Interview others as may be necessary to fully document significance of achievements and impact on Army's mission.
Step 3. Begin drafting the narrative justification. Final justification should be single spaced 1 to 2 pages.
Who: Installation/activity SGS or staff XO.
When: As soon as necessary information is gathered.
How: Single or double spaced on plain bond paper. Also include a list of the most recent awards received beginning with the most recent award received.
Step 4. Determine which award the justification supports, make recommendation, and obtain approval to proceed.
Step 5. Assemble award packet and forward electronically to TRADOC.
Who: Installation/activity SGS or staff XO
When: As soon as approval to proceed is received from installation leadership. Follow local procedures if award selected can be approved locally. If approval authority exists at TRADOC or SECARMY follow procedures below:
How: Follow “Nomination Instructions” at Section 2, Enclosure 5 before forwarding package electronically to Headquarters, TRADOC. DA Form 1256 should be scanned into PDF or .JPG file format. Justification, citation, list of prior awards should be saved as word document .DOC file format. Both files should be attached to an E-mail note containing complete mailing address and telephone number (DSN and commercial) of award POC. Hard copies need not follow. This allows for electronic processing through TRADOC Performance Management and Awards Committee (PMAC); therefore, fax copies not feasible. If you are unable to send electronically, fax the nomination to DSN 680-5252 or commercial (757) 788-5252.
When a nomination is for the spouse of the installation commander, any member of the installation command group may serve as the nominating official and complete Block 7. When nomination is for the spouse of other senior leaders, installation commander will complete Block 11.
FAX the nomination to DSN 680-5252 or commercial (757) 728-5252 prior to mailing.
MILITARY SPOUSE FOR
PUBLIC SERVICE RECOGNITION
Military spouses are eligible for public service awards in accordance with AR 672-20, and TRADOC Suppl 1 to AR 672-20.
Follow the format outlined below in preparing nomination package:
a. DA Form 1256 (dtd Apr 93), Incentive Award Nomination and Approval (no abbreviations) and signed by the installation commander. If nomination is for the spouse of the installation commander, any member of the installation command group may serve as the nominating official.
b. List significant prior awards with dates (month and year) begin with the most recent award received.
c. Basis for Nomination: (not more than 2 pages double-spaced) a summary of achievements and benefits stated in specific terms, and including date of achievement both in CONUS and OCONUS. Be as specific and quantitative as possible showing relationship and value of the service to The Army.
d. Citation: Prepare a one paragraph (50-60 words) proposed citation using upper and lower case type. The citation should highlight the individual's achievements. Refrain from the use of acronyms.
e. Statement that (1) award is being presented at retirement ceremony of (name & rank), and presentation is date) or (2) nominee and (name & rank) are PCSing and presentation is (date).
f. Required Copies:
(1) If approver is the Secretary of the Army, requires documents on diskette. Requires one original and 8 copies of the completed package to HQ TRADOC, Executive Secretary, ATTN: ATBO-C, 5C North Gate Road, Fort Monroe, VA 23651-1048.
(2) If approver is TRADOC Commander: DA Form 1256 should be scanned into .PDF or .JPG file format. Justification, citation, list of prior awards should be saved as word document .DOC file format. Both files should be attached to an E-mail note containing complete mailing address and telephone number (DSN and commercial) of award POC. Hard copies need not follow. This allows for electronic processing through TRADOC Performance Management and Awards Committee (PMAC); therefore, fax copies not feasible. However, if you are unable to send electronically, FAX the nomination to DSN 680-5252 or commercial (757) 788-5252.
(3) All documents should be grammatically correct and free from errors.
See AR 672-20, DA Pam 672-20, and TRADOC Suppl 1 to AR 672-20 for additional guidance.
Use Website listed below to view pictures and descriptions of Department of the Army civilian Honorary and Public Service awards. http://cpol.army.mil/library/awards/
SAMPLE NOMINATION PACKAGE
MEMORANDUM FOR Headquarters, Department of the Army, Army Incentive Awards Board, ATTN: Executive Secretary, 111 Army Pentagon, Washington, D.C. 20310-0111
SUBJECT: Nomination for the Secretary of the Army Public Service Award – Mrs. Jane Doe
1. Strongly recommend approval of the Secretary of the Army Public Service Award for Mrs. Jane Doe, wife of Major General John F. Doe, Commander, U.S. Army Military Center, Fort Post, USA, in deserving recognition of her dedicated service to the U.S. Army and Nation.
2. Mrs. Doe is one of The Army's greatest spouses, and her professionalism, devotion, and contributions will be felt for many years to come. During the period July 1996 through August 1999, she personally devoted unlimited energy and effort to maintain, strengthen, and institute a host of Army programs and service organizations. Jane is a model volunteer and has been a genuine inspiration for Army relations.
3. Mrs. Doe provided the vision and leadership necessary to successfully raise over $100,000 to support numerous family support programs. Her personal efforts created an environment in which Army communities are better informed and where programs are better supported.
4. The date of Major General Doe's change of command is on or about 25 August 1999. It is fitting that Jane Doe be honored with this prestigious award at the same time her husband is honored for his distinguished career.
KEVIN P. BYRNES
General, U.S. Army
Mrs Jane Doe has distinguished herself through extraordinary contributions to the United States Army and the Department of Defense during her 33 years of volunteer service while assisting her husband and the total Army family. Her dedicated and exceptional service as an Army spouse, and most importantly as a leader and community volunteer, has made a tremendous influence on service to The Army and the Nation. As a result of her tireless efforts, thousands of dollars have been given in scholarships and welfare donations. Mrs. Doe's enthusiasm, concern, and sincere involvement enhanced all aspects of the family support system. The Army and the Nation will remain forever grateful for her dedicated service.
Secretary of the Army Public Service Award
Mrs. Jane Doe
Mrs. Jane Doe is nominated for the Secretary of the Army Public Service Award. During the period June 1966 to August 1999, Mrs. Doe had a distinguished career of exceptional individual effort focused toward improving the quality of life for soldiers and their families. Serving in numerous official and unofficial volunteer capacities beside her husband, Major General John F. Doe, Mrs. Doe’s career service to the Department of the Army and its soldiers encompassed many types of activities. With each assignment, as her experience and understanding grew, so did her level and capacity of involvement, culminating in the many activities and programs she has fostered and managed here at Fort Post.
As a new Army spouse in 1966, Jane Doe became a self-taught expert on The Army lifestyle, particularly the special needs and concerns of our young soldiers and their families. During the early formative years of her and her husband’s commitment to The Army, Jane Doe created the foundation upon which she would base all her future programs and initiatives to improve the overall quality of life for soldiers.
In each of their assignments, she devoted her time and energy to developing and establishing fully cooperative ties with other officers’ and noncommissioned officers’ wives to building support networks for soldiers’ families. In each assignment from company command, battalion command, and beyond, she developed effective family support networks for families. She always graciously opened her home to soldiers and families; her hospitality fostered close cooperation with soldiers’ families.
A truly dedicated “professional” volunteer, she donated many, many hours to local charities and projects designated to help soldiers and their families. Her key projects throughout the years include the Red Cross, Army Community Service, and Thrift Shops—at each assignment she helped to energize and revive these important projects. Additionally, she worked on programs to initiate improvements to the officers, NCO and enlisted clubs programs at each installation assigned. At each assignment, she served as a direct information conduit between families, her husband, and his superiors. In so doing, Mrs. Doe helped to educate spouses to The Army’s way of life and provided necessary feedback to the chain of command. When assigned to Fort Leavenworth (1989-1991), she helped establish the Pre-Command Course Training Seminar for Spouses. This one-week course is designed to educate spouses on pertinent Army family support programs. It has been very successful and has made a great impact Armywide.
Throughout her time at Fort Post (July 1996-August 1999), Jane Doe made tremendous improvements in the conditions, services, and overall “state of care” for soldiers and families. Her active involvement in almost every support organization on the installation is evidenced not only by refreshing and noticeable improvements in appearance, functionality, and organization, but most importantly, by the level of sincere customer service. In particular, Mrs. Doe took personal charge of invigorating participation in numerous key activities on post by involving the spouses of officers, noncommissioned officers and enlisted soldiers.
Mrs. Doe played a key role as the Red Cross senior advisor providing critical leadership that brought the American Red Cross and U.S. military closer together. This was evidenced by her efforts at effecting the vital link between Red Cross and the local Army community service functions. Her extensive experience, as a military family member proved invaluable in maximizing Red Cross resources within the military community. One example of this is that blood donations on Fort Post have increased 50 percent since her arrival in July 1996. Her numerous contributions to the Red Cross were exceptional and included: identifying and recruiting qualified volunteers; supporting the summer youth program, the patient transport program and children's video program at the Martin Army Community Hospital; creating publicity through guest speaking engagements, fundraisers, bake sales, and blood drives; supporting the dental assistance program, the Red Cross disaster program, the Red Cross 24 hour emergency communication program; and hosting the annual Red Cross volunteer recognition and the Christmas volunteer luncheon. Mrs. Doe’s active participation and behind the scenes work unquestionably led to the unparalleled success and positive impact of the Red Cross in the Fort Post community.
Her participation as an active member of the PX and Commissary Councils resulted in improvements at all these facilities especially in the area of customer service, introduction of new services and products, and a vastly improved customer oriented check-out at the Commissary. Equally impressive is her tireless dedication to improving all morale, welfare, and recreation activities on the installation to include clubs, pools, bowling centers, and countless others.
Her role as thrift shop volunteer resulted in an increased volunteer membership base that quickly revitalized this family-friendly service. Additionally, Mrs. Doe single-handedly revamped and automated the entire thrift shop operations. Last year the thrift shop made over $60,000 which was used to support worthwhile post activities supporting Army families and scholarships for deserving students. Informed and involved, Mrs. Doe, as the honorary Officers’ Wives Club President, provided a major jump start in membership and range of activities all oriented on increasing their ability in providing valuable scholarships to local youth as well as programs benefiting Fort Post families. Her creative ideas and increased publicity generated activities such as the OWC Christmas Bazaar, a major fundraiser that for the last two years has been a huge success. In 1998, the direct results of her tireless efforts were quantified in the $28,000 in scholarships given and the distribution of over $29,000 in welfare donations. The standard was set, and again met in 1999. This outstanding example set by Jane Doe, through contagious enthusiasm and motivation, led to the near doubling of the Officers’ Wives Club membership in the last 3 years.
Accustomed to the tough Army lifestyle of frequent separations and moves, Mrs. Doe was especially sensitive to Army families and the daily challenges facing them. She generously opened her house and hosted various organizations and holiday events to maintain and improve morale and welfare of Fort Post. Examples of these included the Christmas tour of homes fundraiser, the annual Fort Post Easter Egg Hunt, the Infantry Conference reception, the annual volunteer recognition reception, all major holiday receptions, and weekly luncheons for local volunteer groups from April through June 1998 and in 1999.
Jane Doe was a tireless worker at making sure Fort Post was always ready to support the mission with continued, aggressive support of Army Family Team Building which forms the nucleus of family support groups. Her almost daily intervention with the Family Support Division always kept her in constant touch with the most critical needs facing our own families who, now more than ever, contend with a myriad of deployments. Education ranked as one of Mrs. Doe's top concerns. She worked tirelessly at stressing the importance of education and the development of future leaders in our community. To promote this, she implemented a school page in the post’s weekly paper—the Bayonet. In addition, a school representative was always incorporated into the post-wide quarterly retreat ceremony to symbolize the high priority that education has at Fort Post.
One of her most significant contributions was hosting the highly successful Army 2000 Symposium. The conference was a part of a major Armywide study on the impacts of family moves on school-age children. This conference included local educators, up to the Superintendents of Fort Post and the Muskogee County school systems, students and their parents. Heading the Army 2000 Symposium was the wife of the Chief of Staff of the Army; Mrs. Reimer lauded Mrs. Doe and Fort Post for their very evident and sincere dedication to Army families.
A firm believer in helping those in need, Mrs. Doe restructured the local Fort Post Santa’s Castle by recruiting a team of leader-volunteers. These volunteers streamlined operations, started an early campaign for toys, and revamped the inventory resulting in an enormously successful giveaway program reaching more needy Army families than anytime in memory.
Always striving to stay on top of critical family issues, Mrs. Doe was keenly aware of the importance of providing feedback on suggested improvements and problem areas. As a result, she was personally involved in every one of Fort Post’s annual Army Family Action Plan conferences. The conference participants consist of soldiers, family members, unit commanders, and staff directors, all aimed at soliciting from all participants the most pressing issues facing them. In fact, her involvement did not end with the two-day conference, but continued through the resolution of these issues up to those formally forwarded to the Training and Doctrine Command and the Department of the Army.
Jane Doe’s concern and participation as a family advocate and vital link reflect a role model worthy of emulation. She is most deserving of the Secretary of the Army Public Service Award.
Mrs. Jane Doe has distinguished herself through extraordinary contributions to the United States Army and the Department of Defense during her 33 years of service while assisting her husband, the United States Army Infantry, and The Army family. Her dedicated and exceptional service as an Army spouse and, most importantly, as a leader and community volunteer has made a tremendous positive influence on service to The Army and the community at large and has significantly improved the quality of life for thousands of soldiers and their families. Mrs. Doe’s distinguished service reflects distinct credit upon her, the United States Army, and our Nation.
1996 - OUTSTANDING CIVILIAN SERVICE AWARD
1992 - OUTSTANDING CIVILIAN SERVICE AWARD
1989 - LEADERS AWARD FOR PUBLIC SERVICE
This award is planned for presentation at the retirement and change of command ceremony for Major General Doe on/about 25 August 1999.
Name: _________________________________________________________ Location and Beginning/Ending Dates:
________________________________________________________________ Service (Description of activity involvement):