Soldiers must complete school before promotion

Soldiers will no longer be promoted without first having successfully completed related professional military education courses, according to recently-signed Army Directive. Soldiers will need to complete their schooling before they are allowed their new stripes.

WASHINGTON (Army News Service, August 17, 2015) — Soldiers will no longer be promoted without first having successfully completed related professional military education, or PME, courses, according to recently-signed Army Directive. Soldiers will need to complete their schooling before they are allowed their new stripes.

By linking structured self-development and the NCO Education System [NCOES] to subsequent promotion, we better prepare NCOs [noncommissioned officers] for the complexities of todays operational environment while reinforcing the benefits of a deliberate, continuous, sequential and progressive professional development strategy, wrote Army Secretary John M. McHugh in Army Directive 2015-31, which was released Aug. 13.

Beginning with the January 2016 promotion month, pinning on the sergeant will require that Soldiers have first completed the Basic Leader Course, which was formally known as the Warrior Leader Course. For Soldiers who want to pin on staff sergeant rank, they must first have completed the Advanced Leader Course.

Soldiers on the recommended list who are not graduates of the respective course will not be considered fully qualified for promotion pin-on regardless of their accumulated promotion points, the directive reads. These Soldiers will remain on the recommended list in a promotable status, but they will not be selected for promotion pin-on until they become fully qualified by completing the required course and a promotion requirement exists.

Soldiers expecting to pin on sergeant first class as a result of a fiscal year 2016 selection board must first complete the Senior Leader Course before pinning on their new rank.

Conditions are set so we can enforce a standard for Soldiers to complete professional military education – that is the NCOES platform – before promotion to the grade in which it was designed to support, said Gerald J. Purcell, personnel policy integrator within the Army G-1.

Purcell said that a Soldier, who is otherwise qualified to be promoted from corporal or specialist to sergeant, will be on the promotion list. But when that Soldiers name is next to fill an Army promotion requirement, if that Soldier is found to have not completed PME – for a specialist seeking sergeant, this means Basic Leader Course – then the Soldier will be passed up for that promotion.

There will be a filter in place that takes their name off the list of fully-qualified names, Purcell said. They will get skipped. Even if they have more promotion points, they will not be considered fully-qualified to pin the grade of sergeant on.

The Soldier who is skipped for promotion due to a lack of PME still stays on the promotion list. But once that Soldier gets the PME, he or she doesnt automatically get stripes. Instead, the Soldier will have to wait for a future requirement.

Since the 1980s, Purcell said, the Army has allowed conditional promotions, where Soldiers could get their stripes without having had the corresponding professional military education.

We had NCOs walking around who werent school-trained, with a follow-on requirement they complete the training or they were going to be reduced, he said. Today, the leadership believes there is a capability to provide Soldiers an opportunity to go to training, complete the training, and consequently, have all of the fundamental training in place before they are asked to perform at the next higher grade.

With the new PME requirement, a Soldiers stripes will not just be an indicator of rank or pay – it will be an indicator that the Soldier has been trained as a leader, Purcell said.

When you see a Soldier wearing a sergeant rank, you know that Soldier is going to have been trained formally through an education system to prepare him or her and give them tools to succeed at that grade, Purcell said. So the Soldier is going to have all the tools in their kit bag to fully succeed at their grade.

The new policy also similarly affects National Guard Soldiers where enlisted Soldiers on a promotion list whom have completed their structured self-development requirements will be selected and assigned to higher grade vacancies. Soldiers selected for higher grade vacancies without the NCOES requirement will have 24 months to complete the level of NCOES required for promotion pin-on or will be removed from the position.

Additionally, the directive makes changes to the retention control point for active-duty and Army Reserve Soldiers. According to the regulation, effective October 1, Soldiers selected for promotion to sergeant first class and master sergeant will not get an extended retention control point until they actually pin on their higher rank.

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Parsing the new promotion list for Army 2 stars There somgoodigns re

Parsing the new promotion list for Army 2 stars: There are some good signs hereParsing the new promotion list for Arm…

Parsing the new promotion list for Army 2 stars: There are some good signs here

By Douglas A. Ollivant Best Defense department of Army-ology Determining the state of cultural change in the Army is not an exact science. However, if you believe, as I do, that personnel are policy, then who the Army selects as its next generation of senior leaders is an important even critical indicator. This …

Best Defense department of Army-ology

Determining the state of cultural change in the Army is not an exact science. However, if you believe, as I do, that personnel are policy, then who the Army selects as its next generation of senior leaders is an important even critical indicator.

This is not to say that reading any particular promotion list is a clear lens into the inner workings of the Army far from it. I once memorably heard it said that interpreting messages from any one promotion list is akin to the old Sovietology of trying to determine who is up and coming in the USSRs leadership by observing their positions on the stand at a May Day parade. Another mentor compares it to deciphering the Dead Sea Scrolls. But bringing it back to the General Officer list, there are lots of factors in play the existing pool of candidates from which the board can choose, the projected requirements (by specialty) in the near future, the relationships of candidates to the board members, diversity preferences and etc. That said, nothing speaks to what the Army values more than who it promotes. Those who hope to someday be among those promoted are watching closely.

There are a number of surprises inthe latest 2-star (Major General) selection list.For purposes of determining future leaders, I will focus on the combat arms officers and pass over those with specialties in personnel, logistics, and acquisition. Not that they are not important, but they are not future combatant commanders or Army Chiefs of Staff and they know it.

There is a well-known track to becoming a Major General. You command a tactical battalion and a tactical brigade in succession, preferably spending time as the Operations Officer (G3) and/or Chief of Staff of one of the ten tactical divisions just before or after these jobs. Upon promotion to one-star, you serve either as the Deputy Commanding General of one of these same divisions, or (in rare cases) command one of the three Combat Training Centers, in California, Louisiana or Germany. Time as an executive officer to a four-star general is desirable, and time on a Joint Staff is necessary to fulfill Goldwater-Nichols requirements. These are the rules of the game as generally understood, particularly for Armor and Infantry Officers. Aviators, Artillery and Air Defense Artillery have slightly more relaxed rules, but the path is recognizable and all tend to follow it. Recently retired GEN Petraeus, for example, followed this path without variation from Lieutenant Colonel through Brigadier General.

The majority of the officers on this list successfully followed this path (or a near variant) Paul Funk, John (Mike) Murray, Bryan Owens, John Rossi, Ross Ridge, Jeff Bailey, Kenneth Dahl, James Pasquarette, Jeff Colt, and Joseph DiSalvo. This remains the widest, most traditional path for success. I do not mean to imply by this that those who take this path are somehow undeserving, or that promotion based on this path is automatic. General Dahl, for example, stayed on this script (though without being a divisional G3 or Chief of Staff), but still managed to build on his experience as a leadership instructor at West Point (with a grad degree in Organizational Management from North Carolina) by layering both a year at Harvards JFK School and a year as the Senior Army Fellow at Brookings. Dahl was hardly shirking, however, as these two academic tours were separated by a two-year brigade command that included a tour in Iraq. It is definitely possible (though difficult) to play by the rules and still engage in one (or more) of the broadening experiences that the Army frequently talks about. For that matter, it is equally possible to have no particularly novel assignments and still be a first-tier strategic leader.

But there are far more exceptions on this list that I would have expected. Brigadier Generals H.R. McMaster (rightly or wrongly seen as the litmus test for rewarding the eclectic) and Mike Shields were each selected despite not having duty with troops since their brigade level commands. The former spent time working on doctrine at the Training and Doctrine Command, then went to command the Anti-Corruption Task Force (Shafafiyat) in Kabul, where he still labors. Mike Shields, on the other hand, has over the past three years become one of the leading experts on high-level Operations-Intelligence Fusion, first for the Joint Staff and now at JIEDDO, the counter-IED command. It will be interesting to monitor whether either (or both) are selected for divisional-level command.

John Uberti appears on this list, despite having had only a garrison command as a Colonel, usually regarded as a career-ending assignment. But his selection pales in surprise next to that of Gordon Davis. Davis resume is rich in operational assignments, in no small part due to his assignment in Italy in the mid-90s, which took him to now largely forgotten deployments in Mozambique, Zaire, Liberia, Congo and Rwanda. Having fluency in three European languages to talk to coalition partners in these locations probably didnt hurt. However, General Daviss resume has what most officers would consider not one, but two fatal flaws he commanded a training battalion as a Lieutenant Colonel, and a training support brigade as a Colonel. Simply put, training battalion commanders let alone training support brigade commanders-are generally seen as having culminated their careers, destined to top out as full colonels. That Davis talents have been recognized despite being placed in these commands (commands are slotted by a very obscure formula, not necessarily by merit) of course speaks incredibly well of Davis, but is also a welcome crack in the rote formula to success.

Douglas A. Ollivantis a principal at the O2 Group (a strategic consulting and technology firm), and senior fellow at the New America Foundation. He is a retired Army officer.

Thomas E. Rickscovered the U.S. military from 1991 to 2008 for the Wall Street Journal and then the Washington Post. He can be reached at r.

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New Army rule automatically sends qualified speciistsergeants to promotion boards

New Army rule automatically sends qualified specialists, sergeants to promotion boards

Sergeant Major of the Army Dan Dailey promotes a junior enlisted soldier during a visit to U.S. Army Africa. A new Army directive aims to make sure the most qualified soldiers are given the opportunity to advance their careers. (Staff Sgt. Lance Pounds/Army)

If youre an E-4 or E-5 looking to move up in the world, you used to be at the mercy of your command for a recommendation to go to a promotion board.

And sometimes, despite meeting every qualification, soldiers arent promoted because they havent caught their leaderships attention.

But all of that is over, thanks to a Dec. 7 directive signed by Army Secretary Mark Esper.

The directive turns sergeant and staff sergeant promotions into a centralized system that automatically puts all eligible soldiers on the promotion recommended list, the way it works in the senior noncommissioned officer ranks.

My expectation is that the vast majority of soldiers will be integrated into the promotion recommended list upon attainment of such eligibility, Esper wrote, acknowledging the time in grade, operational experience and training benchmarks required for promotion.

The policy will officially go into effect during the May 2018 promotion month, according to an All-Activities message outlining the policy change.

Traditionally, soldiers in either the secondary or primary promotion zone would need unit commanders to recommend them for promotion. That will still be the case for secondary zone soldiers.

As an example, a specialist who has met every milestone for promotion to sergeant hits the secondary zone at 18 months of service and six months in grade. If that soldier is not promoted at that point, they will hit the primary zone at 36 months of service or eight months in grade.

Under this new directive, all soldiers in the primary zone will be added to the E-5 or E-6 promotion recommended list and go before a local board.

Appearance before a local promotion board is mandatory for all eligible soldiers, the Army wrote in the All-Activities message. As the Army transitions to this new policy, commands must board all soldiers who will meet/exceed the revised [primary zone] eligibility criteria and are otherwise fully eligible for board appearance by the April 2018 promotion board month.

If a battalion commander believes a soldier should not make a board appearance, he or she will have to explain in writing why that otherwise qualified soldier should not be promoted.

At that point, steps will be taken to counsel the soldier, up to and including separation from the Army.

By affording quality soldiers promotion opportunities and, conversely, denying continued service to those who clearly do not show they have the potential for such service, we strengthen our Army and NCO corps, Esper wrote.

Full details of the new policy are laid out in ALARACT 114/2017.

Meghann Myers is the senior reporter at Army Times. She covers personnel, fitness, the sergeant major of the Army and various other lifestyle issues affecting soldiers.

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Dave Barnos top 10 tasks for General Dempseyhe new Army chief of staff

Dave Barnos top 10 tasks for General Dempsey, the new Army chief of staffDave Barnos top 10 tasks for Genera…

Dave Barnos top 10 tasks for General Dempsey, the new Army chief of staff

By Lt. Gen. David Barno (U.S. Army, ret.) Best Defense bureau chief, Army issues Marty Dempseys nomination as the next Army Chief of Staff means one thing: The U.S. Army has just won the big Powerball jackpot.  For a service struggling with the grim realities of ten years of war, and facing an uncertain future …

By Lt. Gen. David Barno (U.S. Army, ret.)

Best Defense bureau chief, Army issues

Marty Dempseys nomination as the next Army Chief of Staff means one thing: The U.S. Army has just won the big Powerball jackpot.  For a service struggling with the grim realities of ten years of war, and facing an uncertain future of inevitable defense cuts, this wily cavalryman is exactly the right medicine to revitalize the force.

Dempsey leads the Armys Training and Doctrine Command (TRADOC), an organization once described as the architect of the future Army.  Hes been acting commander of U.S. Central Command and served twice in Iraq. Hes a scholar with a degree in English who taught at West Point. He listens and thinks. With coming budget belt-tightening, two wars winding down and a shrinking Army end strength, Dempsey is the pivot man holding a historic opportunity to re-shape the Army Next.

So what are the gotta do items in the next Chiefs overflowing inbox?My top 10:

1)Finish the Fight.Both Afghanistan and Iraq will likely wind down on Dempseys watch. Armies exist to fight and win wars and the U.S pays huge costs in peacetime so the Army can deliver the goods when the fire alarm rings. And this Army has delivered in spades, after some rocky starts.  Now as these wars unwind, the U.S. Army must spare no energy in seeing that its remaining deployed forces, particularly in a major fight for Afghanistan, get everything the service can institutionally provide. Soldiers and their leaders have given their all for ten years, winning one war and beginning to turn the tide in another. But the bureaucratic Army track record here has been decidedly mixed (see:Rodriguez IJC HQ standup). Pull out the institutional stops.

2)Generation Keep.The officer and NCO leaders of this force rival the Greatest Generation of WWII fame. But in an Army soon to be largely back in the motor pools and on rifle ranges, these war babies could leave the Army in droves rather than stay in a stifling over-centralized, power-point-centric Army. The training-focused Army of the 80s and 90s so prized by todays general officer leadership is foreign to them, and returning to thatauld sang lynemodel may not scratch their itch.  The next peacetime Army not the CPTs and MAJs, SSGs, and SFCs must change.  A return to a bureaucratic garrison mindset is already becoming the natural line of drift.  Micromanagement, hours of power point Quarterly Training briefs, and the occasional Combat Training Center rotation slapped atop of a newly resource-austere force could drive out many of these best and most experienced officers and NCOs in the Armys history people that the Army vitally needs for its next incarnation. Thequalityof who stays matters not just the raw numbers of butts in seats.

3)Reform the Armys Personnel System.The one Army system that affects every single Soldier, his or her family, and defines the arc of their life in uniform is The Personnel System. Its been largely untouched and unreformed by the longest war in the nations history. Changing it in ways that do not flip over the apple cart in the midst of two wars is no small task. First order: build in flexibility. Get more personal adaptability and openness in assignment and promotions. Second, challenge assignment officers to abandon rigor and give them the tools to better manage this convoluted system as it evolves. Third, find ways to creatively ease out the perfect up or out industrial-age promotion pyramid: enable officers to drop back year groups, open up direct commissions for selected skills, put more warrants in place of officers in techie jobs, and make shifts easier from active to reserve (and back again).  Lastly, add better civilian education for NCOs (think: a few NCO Foreign Area Officers?) and more sabbatical opportunities for all. Fewer deployments may actually free up serious time for more and better professional development especially if there is less tolerance for peacetime Army busy work! Changes on the Hill to the Defense Officer Personnel Management Act may be needed to support re-shaping the officer billet structure but the Army simply must give officers and NCOs better ability to manage their careers and their lives.  In a smaller professional force competing for talent with the Googles of the world, this reform is a must do if the Army is to keep its best on board.

4)Find the Best Senior Leadership.Arguably the most important job of the Chief is to grow and select the Armys next cadre of Generals.  Chiefs who slough this off abandon their most vital tool for shaping the Army and encouraging the next generations of officers.   Bad generals dumb generals kill off innovation and risk-taking, poison the well of future talent, and leave a legacy of ducks picking ducks in their wake.  The Chief must know his leaders  from a 360 degree viewpoint, not just from all their shiny mirrors pointed upward.  Find and eliminate the Toxic Leaders your junior leaders know who they are. And clearing the underbrush of the Armys hierarchical layers while opening the door to collaborative leadership outside of combat would also send a powerful message of value to every leader in the force. LTs and CPTs employ flattened battlefield collaboration in combat modern command and control has moved in that direction with chat functions and networked coordination. Home station Army leadership and garrison-based force management has not. Pick the right leaders for the force and get them involved from their earliest days of service in contributing to flatter decision-making, opening doors for innovation, and decentralizing control and authority to junior leaders.

5)Get Ready for the Next War.This unwelcome worry is a feature coming to a theater near you and both sooner and probably in a different form than most experts think.  Figure it out. Debate and then decide on the next Big Idea(s) in human conflict and the Armys role in it. What does landpower mean in the 21st Century?  Sketch out the next AirLand Battle or devise a couple likely variants.  Set up the Army to dominate that fight but more importantly, drill it to adapt quickly when its not quite right.  Make choices full spectrum ops is not a helpful bumper sticker to a company commander taking his troops out to train.  Worse, it provides next to no guidance when making tough choices on competing ideas for organization, weapons systems, or kit.  The next war will not be like the last but whos seriously thinking about what it is going to be?  Think hard too about the Armys role inpreventingwars today there is precisely zero Army force structure devoted to building partner capacity, helping others secure themselves.  How do you avoid failures of imagination akin to those that have serially plagued the U.S. military for the last ten years?

6)Refine theArmy Culture.The Warrior Ethos and Army Values remain spot on. The evolution of two armies the (hooah) operating force and the (wimpy) generating force does not.  NCOs and officers are not taking a knee when they serve in TRADOC, the Pentagon, or study their profession. Two big wars over ten years have gutted the respectability of service outside of the line (not to mention military intellectualism) by heroically valuing gunfighters above those serving in the rest of the force.  Education today simply does not matter in the Armys down range culture. Plenty of well-meaning generals have fueled this disastrous corrosion. Restoring professional thinking, writing, education and developmental assignments to the forefront of what it means to be a Thinking Warrior has to start now.  Civilian grad school, mandatory career-long resident education, and developmental tours for NCOs and all grades of officers are a must. (See also:Reconnect the Army to Society). War is a thinking mans or womans business.

7) Re-connect the Army to Society.ROTC to Ivy Leagues. Ending Dont Ask, Dont Tell. Post-deployment speaking tours for company commanders. Visits to University presidents and faculty.  East Coast/West Coast speaking engagements and editorial boards for (smart) Army generals.  Jon Stewart.  Just who is this Army that the nation has had out there at the edge of the universe fighting for the last ten years? Who knew? And inside the force regaining a sense of humility that can disappear when too many view military service as a calling for the best of the best and often increasingly view the rest of their countrymen with disdain. Todays Army including its leadership lives in a bubble separate from society.  Not only does it reside in remote fortresses the worlds most exclusive gated communities but in a world apart from the cultural, intellectual and even geographic spheres that define the kaleidoscopic United States.  This splendid military isolation set in the midst of a largely adoring nation risks fostering a closed culture of superiority and aloofness.  This must change if the Army is to remain in, of, and with the ever-diverse peoples of the United States.

8)Embrace Austerity and Challenge Requirements.Setting aside for a moment the fixed costs of personnel, Army discretionary acquisition burns through more money than a thief with a stolen credit card. In the near future, less money in the Armys kitty means less stuff and raises the necessity of getting the right stuff, the first time.  The Army (hold your breath) has squandered well over $10 billion on cancelled and broken programs over the last ten years: Crusader, Comanche, Future Combat System, Non- Line-of-Sight missile, and Armed Reconnaissance Helicopter to name a few.  The latest must-have is the Ground Combat Vehicle (GCV) unfortunately with a lot of the same ol, same ol optics.  Requirement 1: gotta have a full 9-man squad dismount.  But not so for the last 30 years the Bradley only dismounts six, and the Army fought two big wars in the Mideast (1991, 2003) with Bradleys.  Dismounting nine men will add 20-30-40 percent more cost, weight, size, propulsion, suspension and armor.  Is that really arequirement?The coming New Austerity will demand rolling back ten years of bad buying habits from almost every corner of the Army from buying $100 camelbacks for every recruit in basic training to allowing pie-in-the-sky requirements generation by nearly every schoolhouse.What do you really need?And how do you get every leader to squeeze value out of the taxpayers dollars like they were their own paycheck?  (They are).Make Austerity a Virtue.

9)Flatten Out and Power Down.Shades of the 1970s and pop-culture re-engineering the corporation! Unfortunately, what the Army learned in its post-Vietnam renaissance period from its bright lights like Walt Ulmer and Don Starry was lost in the last ten years of war. The Army has more three-star (and two-star) headquarters today than it had on 9/11.  Yet a careful scrub will reveal that despite being in a decade long two-theater conflict, just about none of those bureaucratic dinosaurs have anything to do with fighting the war. A the 4-star level, do you really need both a TRADOC and a FORSCOM?  Could they be flattened (along with their countless junior 2- and 3-star HQs) and merged?  Recent years of ever-growing budgets and burgeoning personnel rolls uniformed, DA civilians, and contractors, contractors, contractors have swollen the Army bureaucracy to staggering levels. Defense Secretary Gates worry about Brass creep is right on target too often in todays force (and especially in the Pentagon), BGs do Colonels and LTCs work, while Colonels try to be Majors. This not only reflects too many officers at too high a level, but deeply corrodes the motivation and sense of accomplishment of more junior leaders. Fewer Generals could actually help relieve this problem by pushing more responsibility downward.  But a garrison-based force of micromanagers could also make this worse and might be simply intolerable to a generation of young leaders who have been given great responsibilities at an early age in combat, only to see them revoked when returning to home station. And if home station now lasts for an entire career, how many of the best will stay?  Can the Army break from its traditional post-war return to a top-down system of centralized control, over-supervision, and bureaucratic inertia?

10) Improve Resilience.Army ChiefCreighton Abrams often said: People arent in the Armypeoplearethe Army.  In some ways more so than the other three services,peopleare what the Army revolves around not technology, not weapons systems nor a fixation on the demands of a unique domain such as air, sea or space. Taking care of the people who are the Army Soldiers, civilians, families  worn by ten years at war will demand much time and energy in coming years.  Growing out of the current wars into a new, less certain future cannot mean that those who bore the scars of todays battles get left behind. A stronger Army commitment both to its veterans and to those remaining on active duty who will carry lifelong burdens from these wars will be an important part of the next Chiefs job. And this responsibility and relationship to the Army should not abruptly end once Soldiers take off their uniform.

So there it is! A daunting list but one that both Dempsey as Chief and the U.S. Army are up to.  Dempsey and his sidekicks must find and encourage leaders at all levels who can understand, embrace and execute the changes that will be needed and get those leaders into the jobs where they can help lead this new mission. This Army is at a strategic inflection point success in the next war may well rest on how it manages this wrenching transition. This job is not about housekeeping, and not about patching together an Army after a war it is about leading change going forward into difficult and austere times. It will require listening to the force, questioning basic assumptions, and leading by personal commitment with vigor, smarts and humor. Dempsey must avoid the temptation to simply look back and try a re-do of the nineties drawdown this is a different world, and different Army.  His leadership tenure will shape an entire generation of this new U.S. Army and the Army is most fortunate to have this Irish ballad singer stepping up to its helm as it navigates these rough waters.

Thomas E. Rickscovered the U.S. military from 1991 to 2008 for the Wall Street Journal and then the Washington Post. He can be reached at r.

CommentsTags:Afghanistan,Iraq,Military

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New York Army National Guard Military Pay

Once your pay account has been established by your payroll office and your first system generated payment has been issued, youraccount is established and you will automatically be sent a temporary Password. Generally, it will be four weeks from the time you receive your first paycheck to when you receive your temporary Password in the mail. Once you receive your temporary Password, you must customize it within 45 days. If you do not customize the Password it will expire and you will have to request a new one. Upon initial log on, use your full SSN and the temporary Password provided to you. The system will prompt you to customize your Login ID and Password. If you have any inquiries or need to make pay changes prior to your MyPay account being established, you must contact your servicing payroll office or Customer Service Representative.

How Do I establish a Direct Deposit Account?

A Direct Deposit Account can be established through MyPay or an SF1199ADirect Deposit Form can be sent through the members unit to the USP&FO for processing. The form must be submitted with the members SSN indicated and can either be completed by the Bank Representative or a voided pre-printed check with complete name/ address can be used in lieu of the Financial Institutions certification. Note: updating MyPay does not update your account information your account information for travel reimbursement. You must send the travel section anSF 1199Adirectly.

What is the criteria for BAH Type I?

BAH Type I is received when a member is on Active Duty for 31 Days or more based on a single order. If an order is amended the date of the amendment would have to be 31 days or more to end of the order for a member to receive BAH I. Members who are on Active Duty in Support of a Contingency Operation receive BAH Type I regardless of the number of days.

BAH Type I is based on a members Rank, Dependency Status and HOR zip if you are maintaining a residence. The exception is AGR members receive BAH I based on duty station unless in support of a Contingency Operation and then it is based on HOR.

What Forms/Documents do I need to submit to receive BAH Type I

ADA Form 5960must be submitted with either a Mortgage/ Lease/Rental documents or a copy of a current Tax Bill if you no longer have a Mortgage. The Lease or Rental agreement can be notarized otherwise a Privacy Act Statement will have to be completed and submitted with the Lease or Rental agreement. TheDA Form 5960must be signed and dated by the member and certified by the members Unit Commander. A copy of the members orders must accompany theDA Form 5960/ supporting documents and sent to the USP&FO Military Pay section through the members Unit. *NGR 37-104-3

What is the criteria for Conus Cola?

Conus Cola is received when a member is on a single order for 140 days or more and the member lives in a High Cost Area as determined by DFAS-IN. If an order is amended and the amendment date is 140 days or more to the end of the tour a member would be eligible.

What Forms/ documents do I submit to receive Conus Cola?

ADA Form 4187must be submitted requesting Conus Cola and submitted with a copy of the members orders. The members unit should submit to the USP&FO Military Pay section for processing.

Conus Cola is based on Rank, Dependency Status, HOR zip code and Years of Service. This information needs to be provided on theDA Form 4187when submitted for payment.

How do I update my dependent status or address change?

A member must complete aDA Form 5960and provide a Marriage Certificate or Divorce Decree which must be submitted to the Personnel Section for processing. To update an address a member must complete aDA Form 4187and submit to the Personnel Section for processing. The member has to ensure that is completed. It is critical that these type of changes are completed in a timely manner because this could affect the member in a very negative way if they are not.

Held Pay Status means that a members funds are frozen as a result of a check that is returned or funds that are returned to DFAS-IN because of a wrong address/ closed direct deposit account. The funds will be released once the member establishes a new Direct Deposit Account. If this is not taken care of in a timely manner the funds will be returned to the Treasury after 90 days and the member will have to request an Out Of Service Claim in order to receive the funds . Just a reminder, if you open a new bank account do not close the old account until you have confirmed the funds are deposited into the new account. This will help prevent a possible Held Pay Status issue.

The USP&FO reserves the right to require Service members to produce additional supporting documentation in order to pay entitlements. Please read excerpt for NGR 37-104-3 regarding this issue.

AR 11-2provides the conditions for establishing and using management controls

The USPFO will design and implement management controls to prevent fraud, waste, and abuse of Federal

funds used to pay ARNG soldiers. Pecuniary liability for erroneous payments is established, in part, based on such controls.

A written record of a transaction shall consist of:

A signed document or series of documents supporting each transaction that requires payment of funds from the U.S. Treasury by an officer, agent, or employee of the U.S. Government, authorized to make such payments (31 U.S.C. 1501). These documents contain a complete record of the transaction.

A person who, in the regular line of duty, has personal knowledge of the fact or facts, certifies or otherwise verifies each statement of fact contained in such documents. Appropriate certification or substantiating documents supporting each item of pay and allowances due a soldier and each charge against a soldier.

The USPFO or DFAS may require additional evidence prior to processing pay and/or collection action. An officer, agent, or employee of the U.S. Government authorized to make payments is not required to authorize pay on merely formal evidence if, in his or her opinion, the facts do not justify the payment. Such an individual will identify the additional evidence or reasonable explanation to justify the payment since this individual authorizes payments at his or her own risk.

Types of documents. There are three types of documents used to effect payment and collection actions.

Substantiating documents are either written or electronic records of a transaction that provide for an entitlement or collection action. An example is a promotion order.

Supporting documents are requests for an entitlement or collection action. An example is aDD Form 827 (Application for Arrears in Pay).

Source documents are official documents for entitlement or collection action, such as an official pay table.

Document retention is prescribed inAR 25-400-2or Table 1-1, DJMS-RC ADSM Book III (JUSTIS End Users Manual).AR 25-400-2requires retention of substantiating documents for payments of Inactive Duty Training (IDT) and Active Duty (AD) for 6 years and 3 months. If the State Records Holding Area is unable to store the documents, the USPFO will forward them to its supporting Federal Records Center.

For pay inqueries, call 1- or emailng.ny.nyarng.list.

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New Model Army

From Wikipedia, the free encyclopedia

This article is about 17th century Parliamentarian military. For the band, seeNew Model Army (band).

: rules, regulations and drill procedures of the New Model Army

Council of State(16491653; 16591660)

TheNew Model Armyof England was formed in 1645 by theParliamentariansin theEnglish Civil War, and was disbanded in 1660 afterthe Restoration. It differed from other armies in the series of civil wars referred to as theWars of the Three Kingdomsin that it was intended as an army liable for service anywhere in the country (including inScotlandandIreland), rather than being tied to a single area orgarrison. Itssoldiersbecamefull-time professionals, rather than. To establish a professional officer corps, the armys leaders were prohibited from having seats in either theHouse of LordsorHouse of Commons. This was to encourage their separation from the political or religious factions among the Parliamentarians.

The New Model Army was raised partly from among veteran soldiers who already had deeply heldPuritanreligious beliefs, and partly fromconscriptswho brought with them many commonly held beliefs about religion or society. Many of its common soldiers therefore helddissentingor radical views unique among English armies. Although the Armys senior officers did not share many of their soldiers political opinions, their independence from Parliament led to the Armys willingness to contribute to the overthrow of both the Crown and Parliaments authority, and to establish aCommonwealth of Englandfrom 1649 to 1660, which included a period of direct military rule. Ultimately, the Armys Generals (particularlyOliver Cromwell) could rely both on the Armys internal discipline and its religious zeal and innate support for theGood Old Causeto maintain an essentially dictatorial rule.

The New Model Army was formed as a result of dissatisfaction among Parliamentarians with the conduct of the Civil War in 1644. Although the Parliamentarians had a clear advantage in financial resources and manpower over theRoyalists, most of their forces were raised by local associations of counties, and could rarely be used far from their homes. As early as 2 July of that year, SirWilliam Wallerdiscovered that his London-based units were refusing to campaign further afield, and wrote, An army compounded of these men will never go through with your service, and till you have an army merely your own that you may command, it is in a manner impossible to do anything of importance.

There was also increasing dissension among Parliaments generals in the field. Parliament suspected that many of its senior officers, who were mainlyPresbyterians, were inclined to favour peace withKing Charles, and were conducting operations half-heartedly as a result. TheEarl of Manchesterwas one of the prominent members favouring peace, but his Lieutenant General,Oliver Cromwell, strongly advocated fighting the war to the finish. Manchester and Cromwell clashed publicly over this issue several times. Parliaments senior commander, theEarl of Essex, was also suspected of lack of determination and was on poor terms with his subordinates. The tensions among the Parliamentarian generals became a bitter public argument after theSecond Battle of Newbury. Some of them believed that King Charless army had escaped encirclement after the battle through inaction on the part of some commanders.

On 19 November 1644, the ParliamentarianEastern Associationof counties announced that they could no longer meet the cost of maintaining their forces, which at the time provided about half the field force available to Parliament. In response, Parliament directed theCommittee of Both Kingdoms, the cabinet-like body that oversaw the conduct of the War (and which included several experienced officers), to review the state of all Parliaments forces. On 19 December, the House of Commons passed theSelf-denying Ordinance, which prevented members of the Houses of Lords and Commons from holding any military office. Originally a separate matter from the establishment of the New Model Army, it soon became intimately linked with it. Once the Self-denying Ordinance became Law, the Earls of Manchester and Essex, and other Presbyterianmembers of Parliamentand peers, were removed from command in the field.

On 6 January 1645, the Committee of Both Kingdoms established the New Model Army, appointing SirThomas Fairfaxas its Captain-General and SirPhilip Skipponas Sergeant-Major General of the Foot. The Self-denying Ordinance took time to pass the House of Lords, but came into force on 3 April 1645, about the same time as the New Model Army first took the field. Although Oliver Cromwell (who was theMember of ParliamentforCambridge) handed over his command of the Armys cavalry when the Ordinance was enacted, Fairfax requested his services when another officer (Colonel Bartholomew Vermuyden) wished to emigrate. Cromwell was commissioned Colonel of Vermuydens former regiment of horse, and was appointed Lieutenant General of the Horse in June. Cromwell and his son-in-lawHenry Ireton(the New Model Armys Commissary General, or second in command of the cavalry) were two of the only four exceptions to the Self-denying Ordinance, the other two being local commanders in Cheshire and North Wales. They were allowed to serve under a series of three-month temporary commissions that were continually extended.

Parliament decreed the consolidation of most of their forces outside the New Model Army into two other locally recruited armies, those of theNorthern AssociationunderSydenham Poyntzand theWestern AssociationunderEdward Massey. They were intended to reduce the remaining Royalist garrisons in their areas and prevent Royalist incursions. Some of their regiments were reorganised and incorporated into the New Model Army during and after theSecond English Civil War.

The New Model Army consisted on paper of 22,000 soldiers, comprising elevenregimentsof cavalry each of 600 men for a total of 6,600, twelve regiments ofinfantryeach of 1,200 men for a total of 14,400, and one regiment of 1,000dragoons. Units from the existing Parliamentarian armies of the Earl of Essex, the Southern Association under SirWilliam Wallerand the Eastern Association under the Earl of Manchester were reassigned to provide regiments for the new army. Although the cavalry regiments were already well up to strength and there was no shortage of volunteers, the regiments of foot soldiers needed 7,000 reinforcements to be brought up to full strength. Men wereimpressedfrom Parliamentarian-held areas in the South and East to provide the necessary drafts, but many of these soon deserted and the Army was still 4,000 men short of its paper infantry establishment in May 1645.1

A Soldiers catechism set out new regulations anddrillprocedures. The standard daily pay was 8 pence for infantry and 2shillingsfor cavalry. The administration of the Army was more centralised, with improved provision of adequate food, clothing and other supplies. Cavalrymen (often recruited from amongyeomenor the more well-to-do farmers) had to supply their own horses.

The founders intended that proficiency rather thansocial standingor wealth should determine the Armys leadership and promotions. Many officers (often the gentlemen amateurs) of existing units merged into regiments of the New Model Army became surplus to the organization and were discharged. Suchreformadoesdemonstrated several times in London as they sought compensation or relief. Many corporals and sergeants, particularly in the Earl of Essexs army, were unable to find posts in the merged regiments, but they were persuaded to serve as ordinary soldiers. Contemporary accounts reported that this was due to the popular Sir Philip Skippons success in exhorting them to stay on, but historians have suggested that the reasons were economic: the former non-commissioned officers (NCOs) did not think they could find work outside the Army.

An observer, SirSamuel Luke, who was one of the officers discharged from the Earl of Essexs Army, wrote on 9 June 1645 that the Army was the bravest for bodies of men, horse and arms so far as the common soldiers as ever I saw in my life. However, he later complained that many soldiers were drunk, and that many officers were hard to tell from ordinary soldiers.2

Cromwell accepted only soldiers and, especially, officers who were dedicated to Protestant ideals, as he was. Earlier during the Civil War (in September 1643) he had written toSir William Springsaying that he would rather have a plain, russet-coated Captain, that knows what he fights for, and loves what he knows, than what you call a Gentleman and is nothing else.3During the Armys formation, some Presbyterians considered it a hotbed ofIndependents, a potentially dangerous situation given that Parliaments agreement with the ScottishCovenantersstipulated that Presbyterianism would be the established Church in England. Several prominent Presbyterian officers, mainly expatriate Scottish professional soldiers, refused to serve in the New Model Army on religious grounds. Two of the first Colonels appointed in the Army (Edward Montagu andJohn Pickering) were known extreme Independents. Pickering even preached sermons to his troops, for which Fairfax reprimanded him. The Earl of Essex brought a motion in the House of Lords to prevent Montagu and Pickering, and 40 Captains who were reportedly of the same persuasion, from holding commissions, but after a tied vote, the motion was not passed to the House of Commons and they were allowed to serve.4

Prince Rupert of the Rhine, an archetypalcavalierand prominent general in the army of King Charles I, nicknamed the New Model troopsIronsides. This referred to their ability to cut through opposing forces.

TheOxford English Dictionarydated the earliest use of the phrase New Model Army to the works of the Scottish historianThomas Carlylein 1845, and the exact term does not appear in 17th or 18th century documents. Records from February 1646 refer to the New Modelled Armythe idiom of the time being to refer to an army that was new-modelled rather than appending the word army to new model.5

Formerly part ofOliver Cromwells double regiment ofIronsides. Sir Thomas Fairfaxs Lifeguard (formerly the Earl of Essexs Lifeguard troop) formed extra senior troop.

Formerly part of Oliver Cromwells double regiment of Ironsides.Richard Baxterserved as chaplain July 1645July 1646.

Said to have many Independents in its ranks

Formerly theEarl of Manchesters Regiment. Originally intended forAlgernon Sydney, who declined the appointment due to health concerns. Rich had earlier been rejected by the Commons for a colonelcy.

Taken over by Oliver Cromwell after Naseby. Vermuyden, one of the last non-English regimental commanders, resigned in July 1645.

Formerly the Earl of Essexs Regiment. After June 1647, it was commanded byAdrian Scrope. It was disbanded after 1649 Leveller Mutiny at Burford.

Originally intended for Nathaniel Rich, whose nomination was the only colonelcy rejected by the Commons, though he later received a commission whenAlgernon Sydneydeclined his nomination. Pye replaced by Matthew Tomlinson in 1647.

Sheffield replaced byThomas Harrisonin 1647

Originally intended forJohn Middleton, who declined so he could serve in Scotland against theEarl of Montrose. Butler replaced byThomas Hortonin 1647

Originally intended to serve inLincolnshire. Rossiter was replaced byPhilip Twisletonin 1647

Later converted to a regiment of Horse

Originally the Earl of Essexs Regiment but contained some companies from the Eastern Association

Originally intended forLawrence Crawford, who refused to serve in the New Model Army

Montague withdrew from the Army when he was elected MP for Huntingdonshire October 1645. Replaced byJohn Lambert.

Pickering died of an illness at Antre and was replaced byJohn Hewsonin December 1646.

Originally intended for Colonel Ayloff, who refused to serve in New Model Army.

Fortescue replaced byJohn Barksteadin 1647. This regiment suffered the deaths of three successive lieutenant colonels in battle. It was unusual for such high-ranking officers to die.

Originally intended for Colonel Harry Barclay, a Scottish colonel. Harley did not serve in 1645, as he was still recovering from wounds. Lieutenant ColonelThomas Pridecommanded in his absence, and succeeded to command in 1647.

Originally intended for Colonel Edward Aldrich, who refused to command this particular regiment because it was composed of soldiers from many different precursor regiments. Lloyd died in battle in June 1645 and was replaced by William Herbert, who was in turn replaced byRobert Overtonin 1647.

Originally intended for Scottish colonelJames Holborne

Originally the Kentish Regiment. Weldon was replaced byRobert Lilburnein spring 1646 when Weldon was appointed governor ofPlymouth. Weldons Lieutenant Colonel, Nicholas Kempson, was passed over for promotion and undermined Lilburnes command.

* = a significant effort by the House of Lords to block appointment. ** = a significant effort by the House of Commons to block appointment.

The New Model Armys elite troops were its Regiments ofHorse. They were armed and equipped in the style known at the time asharquebusiers, rather than as heavily armouredcuirassiers. They wore a back-and-front breastplate over abuff leather coat, which itself gave some protection against sword cuts, and normally alobster-tailed pothelmet with a movable three-barred visor, and a bridle gauntlet on the left hand. The sleeves of the buff coats were often decorated with strips of braid, which may have been arranged in a regimental pattern. Leather bucket-topped riding boots gave some protection to the legs.citation needed

Regiments were organised into six troops, of one hundred troopers plus officers, non-commissioned officers and specialists (drummers,farriersetc.). Each troop had its own standard, 2 feet (61cm) square. On the battlefield, a regiment was normally formed as two divisions of three troops, one commanded by the regiments colonel (or the major, if the colonel was not present), the other by the lieutenant colonel.7

Their discipline was markedly superior to that of their Royalist counterparts. Cromwell specifically forbade his men to gallop after a fleeing enemy, but demanded they hold the battlefield. This meant that the New Model cavalry could charge, break an enemy force, regroup and charge again at another objective. On the other hand, when required to pursue, they did so relentlessly, not breaking ranks to loot abandoned enemy baggage as Royalist horse often did.8

The New Model Army contained one regiment ofdragoons, of twelve companies each of one hundred men, under ColonelJohn Okey. Dragoons were mounted infantry, and wore much the same uniform as musketeers although they probably wore stout cloth gaiters to protect the legs while riding. They were armed withflintlocksnaphaunces rather than thematchlockmuskets carried by the infantry.

On the battlefield, their major function was to clear enemy musketeers from in front of their main position. At theBattle of Naseby, they were used to outflank enemy cavalry.

They were also useful in patrolling and scouting. In sieges, they were often used to assault breaches carryingandgrenades. The storming party were sometimes offered cash payments, as this was a very risky job. Once theforlorn hopeestablished a foothold in the enemy position, the infantry followed them with their more cumbersome pikes and matchlock muskets.

In 1650, Okeys dragoons were converted into a regiment of horse. It appears that after that date, unregimented companies of dragoons raised from the Militia and other sources were attached to the regiments of horse and foot as required. This was the case at theBattle of Dunbaron 3 September 1650.9

The Regiments of Foot consisted of ten companies, in whichmusketeersandpikemenwere mixed, at least on the march. Seven companies consisted of one hundred soldiers, plus officers, specialists and so on, and were commanded by captains. The other three companies were nominally commanded by the regiments colonel, lieutenant colonel and major, and were stronger (200, 160 and 140 ordinary soldiers respectively).10

The regiments of foot were provided withred coats. Red was chosen because uniforms were purchased competitively from the lowest bidder, andVenetian redwas the least expensive dye.11Those used by the various regiments were distinguished by differently coloured linings, which showed at the collar and ends of the sleeves, and generally matched the colours of the regimental and company standards. In time, they became the official facing colour.12On some occasions, regiments were referred to, for example, as the blue regiment or the white regiment from these colours, though in formal correspondence they were referred to by the name of their colonel. Each company had its own standard, 6 feet (180cm) square. The colonels companys standard was plain, the lieutenant colonels had a cross of Saint George in the upper corner nearest the staff, the majors had a flame issuing from the cross, and the captains standards had increasing numbers of heraldic decorations, such as roundels or crosses to indicate their seniority.

The New Model Army always had two musketeers for each pikeman,13though depictions of battles show them present in equal numbers.aOn the battlefield, the musketeers lacked protection against enemy cavalry, and the two types of foot soldier supported each other. For most siege work, or for any action in wooded or rough country, the musketeer was generally more useful and versatile. Musketeers were often detached from their regiments, or commanded, for particular tasks.

Pikemen, when fully equipped, wore apot helmet, back- and breastplates over a buff coat, and often also armouredtassetsto protect the upper legs. They carried a sixteen-foot pike, and a sword. The heavily burdened pikeman usually dictated the speed of the Armys movement. They were frequently ordered to discard the tassets, and individual soldiers were disciplined for sawing a foot or two from the butts of their pikes,14although senior officers were recommended to make the men accustomed to marching with heavy loads by regular route marches. In irregular fighting in Ireland, the New Model temporarily gave up the pike.15In battle, the pikemen were supposed to project a solid front of spearheads, to protect the musketeers from cavalry while they reloaded. They also led the infantry advance against enemy foot units, when things came topush of pike.16

The musketeers wore no armour, at least by the end of the Civil War,17although it is not certain that none had iron helmets at the beginning. They wore a bandolier from which were suspended twelve wooden containers, each with a ball and measured charge of powder for theirmatchlockmuskets. These containers are sometimes referred to as the Twelve Apostles.18According to one source, they carried 1lb of fine powder, for priming, to 2lbs of lead and 2lbs of ordinary powder, the actual charging powder, for 3lbs of lead.19They were normally deployed six ranks deep, and were supposed to keep up a constant fire by means of thecountermarcheither by introduction whereby the rear rank filed to the front to fire a volley, or byretroductionwhere the front rank fired a volley then filed to the rear. By the time that they reached the front rank again, they should have reloaded and been prepared to fire. At close quarters, there was often no time for musketeers to reload, and they used their musket butts as clubs. They carriedswords, but these were often of inferior quality, and ruined by use for cutting firewood.20Bayonets were not introduced into European armies until the 1660s and so were not part of a musketeers equipment.

The establishment of the New Model Armysartilleryvaried over time, and the artillery was administered separately from the Horse and Foot. At the Armys formation, Thomas Hammond (brother of Colonel Robert Hammond who commanded a Regiment of Foot) was appointed Lieutenant General of the Ordnance.21Much of the artillery was captured from the Royalists in the aftermath of the Battle of Naseby and the storming ofBristol.

The establishment of the New Model also included at least two companies of firelocks orfusiliers, who woretawnycoats instead of red,22commanded initially by MajorJohn Desborough.21They were used to guard the guns and ammunition wagons, as it was obviously undesirable to have matchlock-armed soldiers with lighted matches near the gunpowder barrels.

The artillery was used to most effect insieges, where its role was to blast breaches in fortifications for the infantry to assault. Cromwell and the other commanders of the Army were not trained in siege warfare and generally tried to take fortified towns by storm rather than go through the complex and time-consuming process of building earthworks and trenches around it so that batteries of cannon could be brought close to the walls to pound it into surrender.

The Army generally performed well when storming fortifications, for example at thesiege of Drogheda, but paid a heavy price atClonmelwhen Cromwell ordered them to attack a well-defended breach.23

The New Model did not use tents, instead being quartered in whatever buildings (houses, barns etc.) were available, until they began to serve in the less populated areas of the countries of Ireland and Scotland. In 1650, their tents were each for six men, a file, who carried the tents in parts.24In campaigns in Scotland, the troops carried with them seven days rations, consisting exclusively of biscuit and cheese.25

The Army took the field in late April or May, 1645. After an attempt to raise theSiege of Tauntonwas abandoned, the Army began aSiege of Oxford, sending a detachment of one regiment of cavalry and four of infantry to reinforce the defenders of Taunton. After the Royalists capturedLeicester, Fairfax was ordered to leave Oxford and march north to confront the Kings army. On 14 June, the New Model Army destroyed King Charles smaller but veteran army at theBattle of Naseby. Leaving the Scots and locally raised forces to contain the King, the New Model Army marched into the west country, where they destroyed the remaining Royalist field army atLangporton 10 July. Thereafter, they reduced the Royalist fortresses in the west and south of England. The last fortress in the west surrendered in early 1646, shortly before Charles surrendered himself to a Scottish army and hostilities ended.citation needed

Having won theFirst Civil War, the soldiers became discontented with theLong Parliament, for several reasons. Firstly, they had not been paid regularly – pay was weeks in arrears – and on the end of hostilities, theconservativeMPs in Parliament wanted to either disband the Army or send them to fight in Ireland without addressing the issue of back pay. Secondly, the Long Parliament refused to grant the soldiersamnestyfrom prosecution for any criminal acts they had been ordered to commit in the Civil War. The soldiers demanded indemnity as several soldiers were hanged after the war for crimes such as stealing horses for use by the cavalry regiments. Thirdly, seeing that most Parliamentarians wanted to restore the King without major democratic reforms or religious freedomb, many soldiers asked why they had risked their lives in the first place, a sentiment that was strongly expressed by their elected representatives.

Two representatives, called Agitators, were elected from each regiment. The Agitators, with two officers from each regiment and the Generals, formed a new body called theArmy Council. At a meeting (rendezvous) held nearNewmarket, Suffolkon 4 June 1647 this council issuedASolemne Engagementof the Army, under the Command of his Excellency Sir Thomas Fairfaxto Parliament on 8 June making their concerns known, and also detailing the constitution of the Army Council so that Parliament would understand that the discontent was Army wide and had the support of both officers and other ranks. This Engagement was read out to the Army at a general Army rendezvous on 5 June.citation needed

Having come into contact with ideas from the radical movement called theLevellers, the troops of the Army proposed a revolutionary new constitution named theAgreement of the People, which called for almost universal male suffrage, electoral boundary reform, power to rest with a Parliament elected by the people every two years, religious freedom, and an end to imprisonment for debt.citation needed

Increasingly concerned at the failure to pay their wages and by political manoeuvrings by King Charles I and by some in Parliament, the army marched slowly towards London over the next few months. In late October and early November at thePutney Debates, the Army debated two different proposals. The first was theAgreement of the People; the other was theHeads of Proposals, put forward by Henry Ireton for the Army Council. This constitutional manifesto included the preservation of property rights and would maintain the privileges of the gentry. At the Putney Debates, it was agreed to hold three further rendezvous.citation needed

The army remained under control and intact, so it was able to take the field when theSecond English Civil Warbroke out in July 1648. The New Model Army routed English royalist insurrections inSurreyandKent, and inWales, before crushing a Scottish invasion force at theBattle of Prestonin August.

Many of the Armys radicals now called for the execution of the King, whom they called,Charles Stuart, that man of blood. The majority of the Grandees realised that they could neither negotiate a settlement with Charles I, nor trust him to refrain from raising another army to attack them, so they came reluctantly to the same conclusion as the radicals: they would have to execute him. After the Long Parliament rejected the ArmysRemonstrancecby 125 to 58, the Grandees decided to reconstitute Parliament so that it would agree with the Armys position. On 6 December 1648, ColonelThomas PrideinstitutedPrides Purgeand forcibly removed from the House of Commons all those who were not supporters of the religious independents and the Grandees in the Army. The much-reducedRump Parliamentpassed the necessary legislation to try Charles I. He was found guilty of high treason by the59 Commissionersandbeheadedon 30 January 1649.

Now that the twin pressures of Royalism and those in the Long Parliament who were hostile to the Army had been defeated, the divisions in the Army present in the Putney Debates resurfaced. Cromwell, Ireton, Fairfax and the other Grandees were not prepared to countenance the Agitators proposals for a revolutionary constitutional settlement. This eventually brought the Grandees into conflict with those elements in the New Model Army who did.

During 1649, there were three mutinies over pay and political demands. The first involved 300 infantrymen of ColonelJohn Hewsons regiment, who declared that they would not serve in Ireland until the Levellers programme had been realised. They were cashiered without arrears of pay, which was the threat that had been used to quell the mutiny at the Corkbush Field rendezvous.

In theBishopsgate mutiny, soldiers of the regiment of ColonelEdward Whalleystationed inBishopsgate, in London, made demands similar to those of Hewsons regiment. They were ordered out of London.citation needed

Less than two weeks later, there was a larger mutiny involving several regiments over pay and political demands. After the resolution of the pay issue, theBanbury mutineers, consisting of 400 soldiers with Leveller sympathies under the command of CaptainWilliam Thompson, continued to negotiate for their political demands. They set out forSalisburyin the hope of rallying support from the regiments billeted there. Cromwell launched a night attack on 13 May, in which several mutineers perished, but Captain Thompson escaped, only to be killed in another skirmish near theDiggerscommunity atWellingborough. The rest were imprisoned inBurfordChurch until three were shot in the Churchyard on 17 May. With the failure of this mutiny, the Levellers power base in the New Model Army was destroyed.

Later that year, on 15 August 1649, the New Model Army landed in Ireland to start theCromwellian conquest of Ireland. The soldiers in this expeditionary force were not the first New Model soldiers to fight in Ireland (many hundreds had fought in the major battles of the previous years) but the scale of the 1649 deployment far exceeded all earlier efforts. Many soldiers were reluctant to serve in this campaign, as Ireland had a bad reputation amongst English soldiers, and regiments had to draw lots to decide who would go on the expedition.citation needed

The politically and religiously disunited Royalist and Catholic coalition they met in Ireland were at a major disadvantage against the New Model Army. After the shock defeats atRathminesandDrogheda, many of the Royalist soldiers opposing the Parliamentarian forces became demoralised, melting away at the first opportunity. The Scottish Royalist army in Ulster was badly weakened by desertion before thebattle of Lisnagarveyfor example.citation needed

However, resistance by some of the native Irish Catholic forces, who were faced with land confiscations and suppression of their religion in the event of a Parliamentarian conquest, proved stubborn and protracted. Some units, notably the

Shake-up in promotion NCOPD policy a

The path to promotion in the Armys Noncommissioned Officer Corps has been reshaped as the Army has rolled out its initiative to systematically realign the structure of its backbone.

Secretary of the Army John M. McHugh recently signed Army Directive 2015-31, which affects Soldiers vying for promotion to the ranks of sergeant through sergeant first class.

The change in the system shifted the synchronization of the noncommissioned officer professional development system and promotion eligibility requirements as part of the Armys Select, Train, Educate and Promote (STEP) program.

Under STEP, NCOs will have to meet Army standards for the knowledge, skills and attributes for the grade they wish to hold, before they will be promoted, said Sgt. Maj. of the Army Daniel A. Dailey.

For years, that wasnt the case, said the 15th sergeant major of the Army. During the height of the deployment years, NCOs could advance with no additional primary military education.

Under this realignment, we are reaffirming that Americas sons and daughters are being trained and mentored by men and women with quantifiable standards of knowledge, skills and attributes associated with the grade and position they hold, he said.

The change was prompted by the NCO 2020 survey, which was compiled from NCOs throughout the NCO Corps and validated during subsequent studies by the Center for Army Leadership Annual Survey of Army Leadership; and the Research and Development Corporation.

We learned that a more rigorous and effective system is needed for developing NCOs today not based on a desire to separate from past traditions but instead based on getting back to a focus on building a competent and professional NCO Corps, said Sgt. Maj. James Thomson, the sergeant major for the Institute for Noncommissioned Officer Professional Development, U.S. Army Training and Doctrine Command.

According to Thomson, four key roles and competencies of the NCO, both now and in the future, will be to lead by example; train from experience; enforce and maintain standards; and take care of Soldiers, their families and equipment.

Until now, Thomson said, development of NCOs focused on leveraging their experiences in the operational realm and providing individuals with exposure to technical training in the institution.

Now, following a long period of war and deployments, Soldiers can benefit greatly from a revitalized set of processes designed to shape their professional growth and optimized performance, he said.

The change in the promotion system will have a ripple effect on how Soldiers are enrolled in NCOPD schools.

Under the STEP career model, Thomson said, HRC will [send only] those selected for promotion to sergeant first class to attend SLC. So the scheduling is going to be, when the E7 list comes out, HRC is going to schedule all those [Soldiers] to go to school.

Every month, when they get the new list from the E6 board, he said, those folks will be scheduled to go to school. We actually think that well gain efficiencies in our school scheduling and attendance processes.

Recently promoted Sgt. Felipe Zamora, a paratrooper assigned to the 407th Brigade Support Battalion, 2nd Brigade Combat Team, 82nd Airborne Division, passes through the archway, symbolizing his induction in to the noncommissioned officer corps during an induction ceremony Aug. 27 on Fort Bragg, N.C. (Photo by Staff Sgt. Jason Hull)

There will be no new additions to school backlogs as of Jan. 1. because Soldiers will not be scheduled to attend school if they are not in a promotable status, Thomson said. However, there will be a backlog for Soldiers who have not attended schools that will be required for their rank.

There are some staff sergeants today who have not been to ALC, Thomson said. After [Jan. 1], they will be in what we call the legacy backlog.

We are going to give every one of those [Soldiers] in that legacy backlog one opportunity to complete their [Professional Military Education], he said. If they dont complete it, if they dont take that opportunity, they will not have an opportunity to go again, nor will they be competitive for any future promotions.

The realignment will serve as a potential promotion opportunity for Soldiers who are doing the things needed to qualify for promotion.

As Soldiers choose not to attend their requisite schooling or meet the prerequisite standards for PME success like [the Army Physical Fitness Test] and height/weight, Dailey said, they are self-selecting to be removed from the promotion lists. This will allow those who are committed to the Army profession a chance to demonstrate initiative, and they will be the ones to get promoted.

The STEP program is one of several ways the Army plans to improve its NCO Corps.

There is more work to be done, Dailey said, including adding levels of PME and adding rigor to the course work in those classes, which also can lead to ultimately more college credits. With these and other advancements in the works, we are on a path to maintain the undisputed title of The Most Highly Educated Enlisted Force in the World.

Beginning Jan. 1, Soldiers competing for the rank of sergeant must be graduates of the Basic Leader Course and individuals competing for the rank of staff sergeant must be a graduates of the Advanced Leader Course in addition to meeting or exceeding the promotion point cut-off score, which is published monthly. Those who meet point requirements but have not completed school requisites will not be promoted, but will retain their promotable status.

Staff sergeants who are selected for promotion by the fiscal year 2016 Regular Army or Reserve sergeant first class selection board will be required to have completed Senior Leader Course to be fully eligible for promotion, regardless of their sequence number. Soldiers who are eligible by sequence number but have not completed SLC will retain their sequence number, but will not be selected for promotion until they have completed the course.

The realignment will also affect National Guard Soldiers. Those Soldiers selected for higher-grade positions but who have not completed the NCOPD requirements will have 24 months to complete the level of NCOPD required for promotion pin-on or they will be removed from the position that fill.

One key line of effort for the [NCOPD] is a focus on ensuring that NCOs have exposure to the right types of education and broadening experiences as a part of their career life-cycle, Thomson said. Systematic changes to the way the Army trains and develops NCOs are also necessary to achieve strategic goals and objectives the Army has in mind for its operating concept in the future.

NCOs must become more knowledgeable regarding their role within unified land operations, joint force planning, and the tenets of operational art, he said.

To read the full text of Army Directive 2015-31,click here.

The official magazine of noncommissioned officer professional development

The NCO Journal is an official website of the U.S. Army and is published at the U.S. Army Sergeants Major Academy, Fort Bliss, Texas.

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