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Lesson Plan Cover Sheet

LESSON TITLE: PROCESS A BAR TO REENLISTMENT

TASK/SUBJECT: PROCESS A BAR TO REENLISTMENT

TASK NUMBER: 805B-79S-4014

PROGRAM OF INSTRUCTION: 502-79S1O, DA MRTT COURSE

SECURITY CLASSIFICATION: UNCLASSIFIED

LESSON PLAN REVIEW AND APPROVAL:

NAME RANK POSITION DATE

JONATHON J. BLUE SR SFC SUBJECT MATTER EXPERT 6 JAN 09

JESSE J. RAMIREZ SFC CHIEF INSTRUCTOR

MICHAEL C. KINDLEBURG SFC CAREER MANAGEMENT NCO

GARY P. HELLUMS SGM COURSE DIRECTOR

LESSON TITLE: PROCESS A BAR TO REENLISTMENT

THIS LESSON IS USED IN THE FOLLOWING COURSES:

COURSE NUMBER(S) COURSE TITLE(S)
501-79S10 DA MRTT COURSE

SECTION I - ADMINISTRATIVE DATA

TASK(S) TAUGHT OR SUPPORTED:

TASK NUMBER TASK TITLE
805B-79S-4014 Process a Bar to Reenlistment

TASK(S) REINFORCED:

TASK NUMBER TASK TITLE
NONE NONE

ACADEMIC HOURS: PEACETIME MOBILIZATION HOURS/TYPE HOURS/TYPE
LESSON: 2 / C 0 / 0
TEST: 0 / 0 0 / 0
TEST REVIEW: 0 / 0 0 / 0
TOTAL HOURS: 2 / 0 0 / 0

TEST AND REVIEW HOURS AND LESSON NUMBERS: NONE

PREREQUISITE LESSONS: NONE

CLEARANCE AND ACCESS: UNCLASSIFIED

REFERENCES:

NUMBER TITLE PAGES ADDITIONAL INFORMATION
AR 601-280 Army Retention Program
AR 635-200 Enlisted Personnel
AR 600-20 Army Command Policy
AR 600-8-19 Enlisted Promotions and Reductions
AR 600-37 Unfavorable Information
AR 600-8-2 Suspension of Favorable Personnel Actions
AR 680-29 Military Personnel, Organization, and Type of Transaction Codes

STUDENT STUDY ASSIGNMENTS: NONE

INSTRUCTOR REQUIREMENTS: 1 INSTRUCTOR

ADDITIONAL SUPPORT PERSONNEL REQUIREMENTS: NONE

EQUIPMENT REQUIRED FOR INSTRUCTION: 1 PROXIMA AND SCREEN

MATERIALS REQUIRED FOR INSTRUCTION:

AR 601-280
AR 600-8-19
MRTT Workbook
MRTT Formula Handout

CLASSROOM, TRAINING AREA AND/OR RANGE REQUIREMENTS: ONE 45 PERSON STANDARD CLASSROOM

AMMUNITION REQUIREMENTS: NONE

INSTRUCTIONAL GUIDANCE: NONE

MANDATED/INTEGRATED SUBJECTS: NONE

PROPONENT RESIDENT LESSON PLAN APPROVAL: SEE LESSON PLAN COVER SHEET

SECTION II - INTRODUCTION

Note: Show Slide 1 [pic]

ATTENTION: How many of you have experienced or heard of an incident such as this: You have just completed a reenlistment ceremony when an officer or NCO approaches and remarks, "How could you reenlist that bum?" or "You would reenlist anybody to get that mark on the wall, wouldn't you?

MOTIVATION: Some officers and NCOs do not understand their responsibilities in the Bar to Reenlistment process. They don't believe it's their job or they don't want to be the bad guy that's going to hurt the Soldier's career. But if you stop and think, it's not the officer or NCO that's hurting the Soldier's career, it's the Soldier! As the Reenlistment NCO, you will need to involve the Commander, officers, and NCOs with bars to reenlistment in order for you to establish a successful Retention Program.

Terminal Learning Objective

At the end of this class you will:

Action: Understand the responsibilities and purpose of the Bar Program

Conditions: Given AR 601-280, DA Form 4126-R in a classroom environment.

Standard: You will be able to determine the purpose, guidelines, criteria, typical situations that may warrant initiation of a bar and the bar to reenlistment procedures.

SAFETY REQUIREMENTS: NONE

RISK ASSESSMENT LEVEL: LOW

ENVIRONMENTAL CONSIDERATIONS: NONE

EVALUATION: NONE

INSTRUCTIONAL LEAD IN: First and foremost, you need to understand the difference between the three types of bars in the Army: The DA QMP Bar (non-rehabilitative), the "self-imposed bar" (DCSS - Soldier's choice), and the local bar (rehabilitative tool). Explain the difference, in your own words.

SECTION III - PRESENTATION

LEARNING ACTIVITY 1 - Purpose, Guidelines, Criteria for a Bar to Reenlistment

Type of instruction: C Instructor to student is 1:45.

Time of instruction 10 minutes.

Media: Slides

1. Using Chapter 8, AR 601-280 and slides, discuss the purpose, guidelines, criteria and typical situations that may warrant a bar.

Note: Show Slide 2 [pic]

a. Purpose of bars. (Para 8-1)

b. Standards for reenlistment. (Para 8-2)

Note: Show Slide 3 [pic]

c. Reaffirm "Whole person" concept. (Do not take to Para 3-7, but ensure students understand that this is a leadership tool to evaluate Soldiers.)

Note: Show Slides 4-5 [pic] [pic]

2. Explain the guidelines for using bars to reenlistment. Ensure students understand that a bar to reenlistment will not be initiated on Soldier serving on indefinite reenlistment. (Para 8-3)

Note: Show Slide 6 [pic]

3. Explain what types of Soldiers warrant the initiation of a bar to reenlistment using the following criteria:

a. Untrainable Soldiers. (Para 8-4a)

b. Unsuitable Soldiers. (Para 8-4b)

c. Single Soldiers/In-service couples with dependent family members. (Para 8-4c)

Note: Explain that AR 600-20, Para 5-5, requires single Soldiers and in-service couples that have dependent family members to have a working family care plan on file.

Note: Show Slides 7-10 [pic] [pic]

[pic] [pic]

4. Identify the infractions or reasons that may warrant a bar to reenlistment. (Para 8-4d)

Note: Show Slide 11 [pic]

5. Mandatory reasons for separation actions or Bar to Reenlistment are outlined in AR 635-200 Para 13-2e (2 APFT failures, “eliminated for cause from NCOES”), and CHANGE 1 para 18a (Unsatisfactory progress in Army Weight Control Program, IAW AR 600-9). Take students to glossary, AR 601-280 to define what “cause” means. Remember, the narrative in the regulation states in these cases that the commander must initiate separation actions unless a Bar has been initiated.

6. Ensure students understand that Soldier’s contracted under the Indefinite Reenlistment Program must have separation proceeding initiated, for any of the above listed reasons.

7. Ask for questions. Resolve any and all before proceeding.

LEARNING ACTIVITY 2 - Initiating a Bar to Reenlistment

Type of instruction: C Instructor to student is 1:45.

Time of instruction: 35 minutes.

Media: Slides

Note: Show Slide 12 [pic]

Discuss in detail the steps to initiating a bar.

1. Explain the following:

a. When it should be initiated. (Para 8-5a)

b. Who can initiate a bar? (Para 8-5b)

2. Utilizing AR 601-280, Para 8-5, the first case in the MRTT Workbook (Robertson) and the "Bar Procedures" portion of the Formula Handout, take the students through the initiation process step-by-step.

Note: Continue to use Robertson as the scenario throughout this class.

a. Documentation is collected in support of the bar. Refer to documents in Robertson's MPRJ that would support this bar.

Note: Show Slides 13-15 [pic] [pic]

[pic]

b. The bar certificate, DA Form 4126-R, is prepared and ERB are attached with all documentation. (Para 8-5c)

1) Explain how to fill out the DA Form 4126-R using the slides. Have the students take notes on the form in the MRTT Workbook.

2) Explain how to use formula to determine approval authority.

3) Emphasis that the Career Counselor (PMOS 79S) should review the certificate and documentation PRIOR to the commander presenting it to the Soldier.

4) Inform the students that AR 601-280 does not provide specific guidance on completing the DA Form 4126-R, therefore local guidance prevails.

Note: Show Slide 16 [pic]

c. As stated in AR 601-280, initiation of a DA Form 268 (FLAG) follows the guidelines of AR 600-8-2. Once a bar is initiated, the Soldier will be flagged IAW the applicable provisions of that regulation. When the commander initiates a bar, favorable actions such as promotion and reenlistment are stopped, and the Soldier is placed in a non promotable status. (AR 601-280, Para 1-10h, AR 600-8-19) There are no provisions in AR 600-8-2 (Suspension of Favorable Personnel Actions) to flag a Soldier because he/she is pending a bar. A Soldier is flagged for the circumstances that led to the bar.

Note: Show Slide 17 [pic]

d. The bar is presented to the Soldier. Discuss Section II of the certificate and what actions are necessary if the Soldier refuses to sign. (AR 600-37, Para 3-6b)

Note: Show Slide18 [pic]

e. The Soldier is given seven days to submit a statement in his/her own behalf. If the Soldier does not desire to submit a statement, then bar is immediately processed. (AR 601-280, Para 8-5e)

f. All commanders endorse the bar to the approval authority. If any feel the bar is not warranted, they will disapprove the bar and return it to the initiating commander. (Para 8-5c)

Note: Show Slides 19-20 [pic] [pic]

g. Explain how to determine the approval authority.

(1) Identify the 2 approval levels. (Para 8-5d(1)-(4))

(2) Emphasize that initiating commander cannot approve a bar (i.e. if Bn Cdr initiates bar on a Soldier with less than 10 yrs AFS, then GCMCA level is approval authority).

(3) Approval authority will be determined by active federal service obtained from BASD to initiation date of the Bar to Reenlistment.

(4) Commanders do not have the authority to deny a Soldier from attaining retirement eligibility once the Soldier attains 18 years or more of active duty.

h. The approved bar is endorsed by each commander back to the unit commander.

Note: Show Slide 21 [pic]

i. Unit commander informs the Soldier of the following, using reverse of DA Form 4126-R:

(1). Bar was approved.

(2). Right to appeal decision. (Para 8-5e)

Note: Show Slide 22 [pic]

j. Soldier has seven days to submit appeal to unit commander. (Para 8-5e)

k. The appeal is forwarded through the chain-of-command to the appeal authority. Intermediate commanders endorse the certificate with appropriate recommendation. They cannot disapprove the appeal, only the appeal authority can disapprove. (Para 8-5e)

Note: Show Slides 23-24 [pic] [pic]

l. Explain how to determine appeal authority. (Para 8-5e(1)-(3))

m. Emphasize that the appeal authority must be one level higher than the approval authority (i.e. if bar approved by Bn Cdr, then appeal authority is GCMCA level, not necessarily the Bde Cdr (normally SPCMCA).

Note: Show Slide 25 [pic]

n. The appeal is approved or disapproved.

o. The appeal is endorsed by each commander back to the unit commander.

p. The unit commander informs the Soldier of the appeal authority's decision (recommend that the commander uses a General Counseling Statement, DA Form 4856.)

3. Ask for questions. Resolve any and all before proceeding.

LEARNING ACTIVITY 3 - Procedures governing bars to Reenlistment

Type of instruction: C Instructor to student is 1:45.

Time of instruction 45 minutes.

Media: Slides

Note: Show Slide 26 [pic]

Using Chapter 8, AR 601-280, discuss the procedures governing bars to reenlistment.

1. Identify the procedures governing authorized extensions for Soldiers who have been barred from reenlistment (Para 8-5f)

2. Identify the entries that are required on the ERB, and filing procedures for those Soldiers who have been barred from reenlistment. (Para 8-5g)

3. Explain the mandatory review requirements for bars to reenlistment. (Para 8-5h)

4. Explain the action taken if the bar is to remain in effect. (Para 8-5h(1))

5. Using the first case in the MRTT Workbook, Robertson, explain the following:

a. Procedure for withdrawal of a bar to reenlistment (Para 8-5i(2)(3))

b. Who can approve/disapprove the withdrawal of a bar to reenlistment. (Para 8-5i(4))

c. Actions when removal is approved. (Para 8-5i(5))

d. Inform the Soldier after each review. (Para 8-5i(6))

6. Explain the mandatory initiation of separation action required after the second 3-month review of a bar to reenlistment. (Para 8-6a & b)

7. Explain what happens to Soldiers that are Barred after obtaining promotable status. AR 600-8-19, Para 3-28 b, (5) & 3-32 b & c (1), (2) (Promotable to SGT & SSG). Also explain that commanders will request removal from a Centralized promotion list through Cdr, HRC. (AR 600-8-19, Para 4-18)

Note: Show Slide 27 [pic]

8. Ask for questions. Resolve any and all before proceeding.

SECTION IV - SUMMARY

SUMMARY: During this class, we have discussed the purpose, guidelines, criteria, typical situations which may warrant a bar, initiation of a bar and the procedures governing bars to reenlistment. By understanding and utilizing this process, you will enhance your retention program.

CLOSING STATEMENT: To be successful Reenlistment NCOs, you will have to advise your commander on everything we have just discussed. Through proper utilization of the bar to reenlistment we can weed out marginal and substandard Soldiers, enhance the overall retention environment, and support the DA mission of achieving only quality reenlistments.
Appendix A
Slides

1. Process a bar to reenlistment
2. Purpose
3. Whole person concept
4. Guidelines
5. Guidelines, cont.
6. Criteria
7. Typical situations
8. Typical situations (con't)
9. Typical situations (con't)
10. Typical situations (con't)
11. Mandatory bar/separation reasons
12. Initiation of a bar
13. DA Form 4126-R (front - top half)
14. Service computation formula
15. DA Form 4126-R (front - bottom half)
16. Initiation of a bar
17. DA Form 4126-R (reverse - top half)
18. Initiation of a bar
19. Approval authority (less than 10)
20. Approval authority (10 or more)
21. DA Form 4126-R (reverse - bottom half)
22. Appeal process
23. Appeal authority (less than 10)
24. Appeal authority (10 or more)
25. Appeal process
26. Procedures
27. Process a bar

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...Assume that you work for attorney Tara Jolans of Adams & Tate, 1000 Town Center, Suite 500, White Tower Michigan. Jolans has decided to represent Sandra Nelson in her lawsuit against David Namisch. Based on the following information, draft a complaint to be filed in the U.S. district Court for the Eastern District of Michigan. Sandra Nelson is a plaintiff in a lawsuit resulting from an automobile accident. Sandra was turning left at a traffic light at the intersection of Jefferson and Mack streets, while the left-turn arrow was green, when she was hit from the side by a car driven by David Namisch, who failed to stop at the light. The accident occurred on June 3, 2011, at 11:30 p.m. David lives in New York, was visiting his family in Michigan, and just prior to the accident had been out drinking with his brothers. Several witnesses saw the accident. One of the witnesses called the police. Sandra was not wearing her seat belt at the time of the accident, and she was thrown against the windshield, sustaining massive head injuries. When the police and ambulance arrived, they did not think that she would make it to the hospital alive, but she survived. She wants to claim damages of $500,000 for medical expenses, $65,000 for lost wages, and $55,000 for property damage to her Rolls Royce. The accident was reported in the local newspaper, complete with photographs. UNITED STATES DISTRICT COURT FOR THE EASTERN DISTRICT OF MICHIGAN Sandra Nelson, Plaintiff, vs.David...

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...4. Appraise the need for collecting reliable data and using it to support their work group. Reliable data is a crucial part of an organization because of its role within the organization itself. Without accurate and consistent information there can be misconceptions about the quality of the data, there may not be enough facts to sustain the reliability of the information received, and in the end the results can be harmful. Qualitative research and data helps industries such as marketing firms to obtain reliable information about trends and purchasing power of certain target markets (Bellenger, Goldstucker, Bernhardt & Goldstucker, 2011). This in turn allows marketing companies to decide on which products and services to advertise for their clients based on the amount of reliable data received and how that information coincides with forecasted trends. If the wrong information is sought or the wrong variables are used, then the results will not be useful and that data can harm a company's own reputation if it is used. Therefore, proper judgment is also necessary when deciding which data to use so as to avoid putting garbage in only to get garbage out (faulty input, erroneous output) (Bellenger, Goldstucker, Bernhardt & Goldstucker, 2011). Bellenger, D. N., Goldstucker, K. L. B. J. L., Bernhardt, K. L., & Goldstucker, J. L. (2011). Qualitative research in marketing. Marketing Classics Press. 5. Analyze a business situation to determine the information system...

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...Assignment #2 – Case: “Allstate Insurance Company” Ashley Tevis April 28, 2011 Professor Lathan Using the model for goal setting, evaluate Allstate’s goal setting process to determine whether or not Allstate has an effective goal-setting program. From the case study, Allstate seems like a great company to work for. They have the goal setting and employees in mind at all times. Goal setting isn’t always easy, but it is very important for individuals and organizations to set goals. It is important for individuals to set many goals, career goals and personal goals. I know I have set many long and short term career and personal goals. If you work for an organization and you are on a team, the teams set long and short term goals as well. When you are in a team setting, everyone is there for each other; no one is set out on their own to reach that goal. You do it by working together and pushing for the best. By setting goals, it gives the team or individual something to strive for. I think Allstate’s goal setting program is very effective. They have specific steps, Succession programming, development, measurement, and accountability and reward. Each of these steps plays a role in their goal setting. Allstate takes the time to track career development and opportunities among all of their employees through their management information system. Then each employee receives an assessment of their current job skills. This is to determine in the employee needs any skills...

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...here are conflicting views on how the global financial crisis is affecting medical tourism. The view expressed by organisations such as the Medical Tourism Association is that the "...with the economy and the credit crisis, more people are waking up and paying attention (to medical tourism)." The harsh reality may be somewhat different. BusinessWeek reports that "...in some medical tourism hotspots, formerly booming hospitals are seeing empty beds." The MD of Parkway Hospitals in Singapore, "expects the foreign patient numbers to stabilise after dropping 10 per cent". Whether the credit crunch encourages more people to consider travelling abroad for treatment remains to be seen. People are short of cash, unable to borrow and are delaying expenditure on house purchases, cars and other major expenditures. Healthcare is not immune to this. Although in the last global recession, healthcare was less affected, the likelihood is that people who might have considered medical tourism may decide to postpone their expenditure. Areas likely to be affected most are those “non-urgent”, discretionary treatments such as cosmetic surgery. In countries where medical tourism is influenced by waiting lists, patients may decide to hold out for free treatment in their own country rather than go for the paid for, immediate treatment available elsewhere. In the USA, the story may be different, as the financial crisis puts pressure on health insurers and employers to find ways to cut rising healthcare...

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...MISE-EN-SCÈNE I. WHAT IS MISE-EN-SCÈNE? A. Mise-en-scène is a French term that refers to the overall outlook of a movie. That is, it refers to the sum of all that the audience hear, see and experience when viewing a movie. The mise-en-scène of a movie thus influences the viewers’ moods as much as the lighting, decor sounds and smells affect their emotional response to a real-life setting. II. COMPOSITION AND MISE-EN-SCÈNE A. Mise-en-scène has two major visual components: design and composition. Design determines the look of the settings, props, actors, and lighting. Composition refers to the organisation, allocation, balance and the relationship between the actors and the objects within space of each slot. The composition of these elements within the frame provide the general meaning to the scene or shot. B. Mise-en-scène also plays a part in the viewers’ reaction to a movie. It affects the viewers’ feel of sights, sounds, textures and surfaces. Mise-en-scène in this case find comparison with a rural person’s first experience in the city: their first impressions of the streets, the people and multitudes of sounds. C. Some aspects of mise-en-scène can happen by chance; whether through an act of nature, for example rain; or an actor veering off the script, and other accidents. Mise-en-scène happens in movies because the directors envisioned it prior to the shoot. D. Mise-en-scène is also used to distinguish one director’s work from another. Additionally, every director of...

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