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Marine Corps Order P1070.12K, Individual Records Administration Manual, or IRAM,
provides the guidance and standards to be utilized when recommending marks. It is
important to understand how to recommend marks since the final marks assigned by the
commanding officer will become a record of a Marine's performance and are used to
determine eligibility for reenlistment, qualification for certain duty assignments,
characterization of service upon discharge, and computation of composite scores used for
promotion.
Promotions
•Proficiency and conduct marks are used in the computation of composite scores of
lance corporals and corporals. Regular promotion to corporal and sergeant depends on
a Marine's composite score.
•The promotion system up to the rank of sergeant is described in The Promotion
System lesson of this course.
•The reference is Marine Corps Order P1400.32D, Marine Corps Promotion Manual,
Volume 2, Enlisted Promotions, also known as thePromotion Manual.
Reenlistments
•All Marines applying for reenlistment must have a minimum proficiency and conduct
mark average of 4.0/4.0 during the current enlistment contract and extensions to that
contract.
•The reference is MCO 1040.31, Enlisted Retention and Career Development Manual.
Certain Duty Assignments
As special duty and independent duty assignments involve demanding duties or duties
with an unusual degree of responsibility, Marines must meet special requirements which
include minimum proficiency and conduct marks.
•Marine Recruiter Duty: Corporals applying for recruiting duty must have a minimum
4.6/4.6 Proficiency/Conduct mark average.
•Marine Security Guard Duty: Marine security guard applicants must have a minimum
4.2/4.2 Proficiency/Conduct mark average.
•Independent Duty: Marines going on independent duty must have a minimum 4.4/4.4
Proficiency/Conduct mark average.
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The reference is MCO P1326.6D, Selecting, Screening, and Preparing Enlisted Marines
for Special Duty Assignments and Independent Duties
Characterization at Discharge
•Honorable characterization of service is the highest quality characterization and is
appropriate when the quality of the Marine's service has met the standards of accepted
conduct and performance of duty for military personnel. Therefore, characterization will
be honorable for Marines with an average proficiency mark of https://
www.marinenet.usmc.mil/Courses/epme4110_final/images/4111_1_04_g1.png3.0 or
higher and average conduct mark of 4.0 or higher.
•This is important as a less than honorable characterization may reduce employment
opportunities and the benefits received from Veterans Affairs after discharge.
•The reference is MCO 1900.16, Separation and Retirement Manual.
PURPOSE
Performance evaluation is a formal process for the evaluation of an individual's past
performance. Proficiency and conduct marks are used to evaluate Marines as
individuals. Through the evaluation process, proficiency and conduct marks are
recommended and assigned to privates through corporals for both the regular and
reserve components of the Marine Corps.
•The purpose of proficiency (pro) and conduct (con) marks is to indicate how proficiently
individual Marines performed their primary duties, and how they conducted themselves
during the rating period.
RESPONSIBILITIES
Noncommissioned Officers
The responsibilities of staff noncommissioned officers (SNCOs) and noncommissioned
officers (NCOs) include training and supervising Marines in the performance of their
duties. This close relationship gives NCOs the ability to record information on a
Marine's performance and to evaluate their performance during the reporting period.
NCOs' responsibilities include providing a fair and balanced recommendation for pro
and con marks to the commander.
Commanding Officers
The commanding officer establishes unit policies and procedures for recommending
and assigning proficiency and conduct marks. Since the commanding officer cannot
physically observe all corporals and below on a daily basis, the commander will rely on
SNCOs and NCOs to evaluate the performance of their Marines and to submit
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recommended proficiency and conduct marks. Although the commander should review
and consider the recommended marks, the commander has sole responsibility in the
assignment of marks for each Marine. The commanding officer is the deciding authority
and is responsible for maintaining an equitable proficiency and conduct performance
evaluation system for Marines in his/her charge.
POLICY
Marine Corps Order P1070.12K, Individual Records Administration Manual, or IRAM,
provides SNCOs, NCOs, and commanders with the guidance necessary to recommend
and assign proficiency and conduct marks. The IRAM establishes guidelines to create
consistency in the evaluation process, measuring specific factors expected of all
Marines.
Marks are required for corporals and below. The process for assigning proficiency and
conduct marks is founded in the belief that the commander who assigns these marks
and the SNCOs or NCOs who recommend them are familiar with paragraph 4005 of the
IRAM. Paragraph 4005 provides guidance in three major areas:
•Occasions when proficiency and conduct marks are assigned
•Attributes to examine when doing a performance evaluation
•Rating scale to use when recommending or assigning marks
FUNDAMENTALS
At a minimum, proficiency and conduct marks are required to be recorded during the
semi-annual evaluation periods ending 31 January and 31 July for active duty Marines.
The minimum observation criteria require that a Marine perform the same duties in
excess of 30 days before new marks are recorded. Note that if the observation period
is less than 30 days, then marks of "NA/NA" will be assigned.
Table 4-3 in the IRAM provides specific instructions for occasions that require conduct
and duty proficiency marks. There are 16 occasions that warrant the issue of pro and
con marks. The specific rules that apply to each marking occasion are provided in this
table.
OCCASIONS THAT REQUIRE MARKS
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!
Which of the following occasions require proficiency and conduct marks for
corporals and below on active duty?
Select all that apply
Transfer to a new duty station (TR)
!
Discharge from the Marine Corps (DC)
Change of primary duty (CD)
EVALUATING PROFICIENCY
What attributes or factors should be considered when making an evaluation of a
Marine's proficiency?
The proficiency mark should indicate how well a Marine performed their primary duties
during the marking period. In addition to technical skills and specialized knowledge,
relating to duty proficiency marks, the "whole Marine concept" must be considered.
The "whole Marine concept" necessitates that the following attributes should also be
evaluated and incorporated into the proficiency mark: mission accomplishment,
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leadership, intellect and wisdom, individual character, physical fitness, personal
appearance, and completion of professional military education, courses hosted on
MarineNet, and off-duty education.
•Note that per MARADMIN 209/15, Marine Corps Institute (MCI) courses were
transferred to the College of Distance Education and Training at Marine Corps
University and became courses hosted on MarineNet
ATTRIBUTES OF PROFICIENCY
Mission Accomplishment
Mission accomplishment addresses both the ends (results) and the means (how the
Marine achieved those results). Therefore, this attribute can be broken down into:
performance and proficiency.
•Performance is measured by how successful the Marine was in producing results in the
assigned billet, as well as any additional duties formally or informally assigned during
the reporting period.
•Proficiency is measured by how well the Marine demonstrated technical knowledge
and practical skill in the execution of those duties.
Intellect and Wisdom
The Marine possesses an effective knowledge-base which allows for good judgment
and decision-making ability. This attribute can be broken down into: judgment and
decision-making.
•Judgment is the discretionary aspect of decision-making. Judgment draws on core
values, knowledge, and personal experience to make wise choices.
•Making sound decisions leads to mission accomplishment. You should actively collect
and evaluate information and weigh alternatives to make the best decision.
Leadership
During performance of duties, the Marine displays ideal leadership qualities such as
leading and developing subordinates, setting the example, ensuring the well-being of
subordinates, and effective communication skills.
•Leading subordinates is the application of leadership principles to provide direction and
motivate subordinates.
•Developing subordinates is the commitment to train, educate, mentor, and challenge
subordinates.
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•Marines who set the example serve as a role model for others.
•Ensure the well-being of subordinates by having a genuine interest in the well-being of
Marines.
•Communication skills is the effective transmission and receipt of thoughts and ideas
that enable leadership.
Individual Character
The Marine displays qualities, such as courage, initiative, and effectiveness under
stress, which distinguish each Marine as an individual.
•Courage is the moral and physical strength to overcome danger, fear, difficulty or
anxiety.
•Taking the initiative is to act in the absence of specific directions or orders.
•To be effective under stress, you will need to think, function, and lead effectively under
conditions of physical and/or mental pressure.
Physical Fitness
The Marine strives to maintain the required level of physical fitness as demonstrated by
his/her performance during physical fitness tests (PFTs) and combat fitness tests
(CFTs).
Personal Appearance
•The Marine maintains and wears uniforms in a neat and serviceable condition, and
adheres to grooming standards, as well as the tattoo and piercing policy.
•The Marine also follows proper regulation on the consumption of food, tobacco, and
chewing products while in uniform.
Completion of PME, MarineNet courses, and off-duty education
The Marine shows commitment to intellectual growth by completing required
professional military education (PME), courses hosted on MarineNet, and/or civilian offduty education.
•Note that per MARADMIN 209/15, MCI courses were transferred to the College of
Distance Education and Training at Marine Corps University and are now courses
hosted on MarineNet.
EVALUATING CONDUCT
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In addition to observance of the letter of the law and regulations, conduct includes
conformance to accepted usage and customs, and positive contributions to unit and
Corps. When evaluating the conduct of a Marine, you should consider the following
attributes: general bearing, attitude, interest, reliability, courtesy, cooperation,
obedience, adaptability, influence on others, moral fitness, physical fitness as effected
by clean and temperate habits, and participation in unit activities not related directly to
unit mission.
Assignment to the body composition program is another factor to consider when
recommending conduct marks
ATTRIBUTES OF CONDUCT
General Bearing
The Marine creates a favorable impression through carriage, appearance, and personal
conduct at all times. Marines with good bearing look, talk, and act like leaders.
Attitude
The Marine displays a positive attitude towards the job, mission, unit, Marine Corps, and
fellow Marines. Attitudes are usually expressed in "likes" or "dislikes," which can affect
the performance and conduct of a Marine.
Interest
The Marine's personal interests (e.g., education, physical fitness) align with those of the
Marine Corps. The Marine displays sincere enthusiasm and concern for tasks assigned
and mission accomplishment.
Reliability
The Marine does the right thing in the absence of supervision. The Marine can be
depended on for accuracy, honesty, and carrying out assigned tasks. The Marine
always arrives at work on time.
Courtesy
The Marine treats subordinates, peers, and seniors with courtesy and respect as
expected by Marine Corps customs and courtesies. The Marine has the ability to
handle difficult situations with respect and decorum.
Cooperation
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The Marine unconditionally assists others to accomplish the mission. The Marine works
and plays well with others.
Obedience
The Marine adheres to the letter of the law and regulations. The Marine demonstrates
prompt obedience to lawful orders, disciplined behavior, and adherence to standards.
Adaptability
The Marine demonstrates flexibility and innovation by adapting appropriately to various
situations.
Influence on Others
The Marine's actions influence the positive performance and behavior from other
Marines. By setting the example, the Marine exerts a positive effect on the actions,
behavior, and opinions of others.
Moral Fitness
The Marine effectively applies the principles of "right" and "wrong" in relation to the
Marine Corps core values. The Marine demonstrates high moral standards of virtue,
honor, patriotism, and honesty.
Physical Fitness as Affected by Clean and Temperate Habits
The Marine demonstrates a moderate or self-restrained lifestyle that does not affect
physical performance.
Temperate in this case means "moderate" in regard to indulgence of appetite or desire,
especially in the use of alcohol. A person with temperate habits would not drink alcohol
to excess.
Participation in Unit Activities Not Related to the Unit Mission
The Marine volunteers to participate in unit-sponsored events, in both military and
civilian settings, contributing to the unit's esprit de corps. These activities do not include
regular duties and additional assignments (e.g., barracks duty, working party).
Examples may include volunteering to assist with unit-sponsored events at nursing
homes, orphanages, etc.
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!
STEPS TO RECOMMEND MARKS
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Select which set of proficiency and conduct standards match the Marine's behavior and
performance.
Identify the adjective rating that corresponds to the standards selected.
Select a specific proficiency or conduct mark, within the range for the adjective rating,
which best represents the Marine's behavior or performance
Special Guidance for Proficiency Marks
•When assigning a proficiency mark below 3.0, the IRAM requires it be documented by
a Page 11 entry. Therefore, a SNCO/NCO recommending proficiency marks below 3.0
should maintain documentation to indicate the Marine's deficiencies, and the guidance
the Marine received to improve their performance.
•Appropriate consideration should be made if a Marine is filling a billet inconsistent with
the Marine's rank (e.g., a lance corporal filling a corporal billet).
Special Guidance for Conduct Marks
•When assigning a conduct mark below 4.0 for any reason other than court-martial or
nonjudicial punishment (NJP) (where no reduction was awarded), the IRAM requires it
be documented by a Page 11 entry. Therefore, a SNCO/NCO recommending conduct
marks below 4.0, not based on a court martial, NJP, or unsatisfactory progress in the
body composition program, should maintain documentation to show the Marine's
deficiencies, and the guidance the Marine received to improve their performance.
•When a Marine receives a punitive reduction in rank, the Marine will not be penalized
on conduct marks in subsequent rating periods. In this case, recommended marks
should be based upon the Marine's performance in the current rank.
•Assignment to the body composition program is another factor which should be
considered. Marines who fail to make satisfactory progress while assigned to the body
composition program or the military appearance program will not be assigned a conduct
mark higher than 3.9.
MAINTAINING INDIVIDUAL RECORDS
Along with supervising Marines on the performance of their duties, an NCO should
record the performance of their Marines. Maintaining individual records will help track a
Marine's MOS progress and their development as a Marine.
To document past training and identify current proficiency, an individual training record
should be maintained. This training record can be referenced when evaluating a
Marine's performance.
NAVMC 2795 recommends documenting counseling sessions to serve as a reference
for the senior and the junior in recalling the specifics of sessions. This documentation
also allows the senior to see the junior's improvement.
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It is difficult to make a fair and objective recommendation of proficiency and conduct
marks to the commander if you fail to maintain performance records on each of your
Marines.
SOME PROBLEMS CREATED BY NOT DOCUMENTING PERFORMANCE Along with
supervising Marines on the performance of their duties, you should record the performance of
your Marines. The information gathered during the rating period (e.g., counseling, required
licenses, qualifications, etc.) will help you evaluate a Marine’s qualities. It is difficult for you to
make fair and objective recommendations to the commander if you fail to maintain a detailed
record on each of your Marines. These are some of the problems created by not documenting
performance: • The leader only considers some of the attributes, since there is limited or no
record of the Marine’s performance. This reliance on memory can lead to inflated or low marks,
affecting not just the Marine but the unit. • The leader only considers the last couple of weeks,
instead of the entire reporting period, since no records were kept on the Marine. Remember, the
marks should be a summation of the Marine’s performance during the entire period, not just what
sticks in your mind. If the Marine’s conduct improves after making a mistake during the period,
the Marine should not be penalized for the entire reporting period. • The leader relies solely on
the last proficiency and conduct marks assigned, since no records were kept on the Marine.
Although it is recommended to use the Marine’s last proficiency and conduct marks to gauge the
Marine’s progress, it should not be used as the only source for the recommended marks. • The
leader relies solely on the proficiency and conduct marks of the best Marine in the section to rate
the rest of the Marines. Although it is recommended to compare your Marines to each other
during the evaluation process, the assessment of one individual should not be used to evaluate
all. To provide a fair and objective rating, each Marine should be assessed individually
Practice quiz:
Question 1
Who is the deciding authority during the proficiency and conduct mark assignment
process?
Your answer (correct): Commanding officer
Question 2
Which of the following occasions only require proficiency and conduct marks for
Reserve corporals and below?
Select all that apply.
Correct answer: Annual (AN),Completion of annual training (AT)
Question 3
In addition to mission accomplishment, which of following attributes should be
considered when recommending proficiency marks? Select all that apply.
Your answer (correct): Intellect and wisdom,Individual character,Personal appearance
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Question 4
In addition to courtesy and cooperation, which of the following attributes should be
considered when assigning conduct marks? Select all that apply.
Your answer (correct): Attitude,Interest,Reliability
Question 5
For the semi-annual reporting period (1 Feb. to 31 Jul. 2013), select a proficiency
mark and a conduct mark for Lance Corporal Smith based upon the information
provided. Select each graphic to review the leader's observation notes, and Lance
Corporal Smith's training information and counseling forms. Review the IRAM to
select an appropriate adjective rating for each mark. Finally, select marks that fall
within the marking range that corresponds to the adjective rating selected.
Your answer (correct): 4.2 / 3.5
THE PROMOTION SYSTEM:
REFERENCES
The primary reference for enlisted promotions is Marine Corps Order (MCO)
P1400.32D, Marine Corps Promotion Manual, Volume 2, Enlisted Promotions.
MCO P1070.12K, Individual Records Administration Manual(IRAM), contains
information on proficiency and conduct marks that are a component of a Marine's
composite score. Paragraph 4005 of the IRAM describes a Marine's record of service
(ROS) which includes average proficiency and conduct marks.
Marine Administrative (MARADMIN) message 521/14, updates the enlisted professional
military education (PME) promotion requirements by grade.
The Marine Corps releases monthly "promotion authority" MARADMIN messages for
active duty promotions to corporal and sergeant (e.g., MARADMIN 076/15).
OBJECTIVES OF THE SYSTEM
Promotion is not a reward for past performance, but it is an expectation of future
performance. The Marine Corps promotion system provides a process whereby
Marines, within each grade and military occupational specialty (MOS), compete among
themselves for promotion to the next higher grade.
The objectives of the promotion system include:
•To maintain the needed strength in each grade and MOS
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•To ensure all eligible Marines receive an equitable opportunity to compete for
promotion
•To ensure that only the best and fully qualified Marines are promoted
TYPES OF PROMOTION
For promotions to private first class through sergeant, there are two types of promotion.
•Regular - For Marines who meet the promotion eligibility requirements to include the
minimum time-in-grade and time-in-service
•Meritorious - For Marines who are exceptionally well-qualified and have demonstrated
outstanding leadership and performance (there is no minimum time-in-grade for
meritorious promotions)
PROMOTION SYSTEM
The enlisted promotion system provides a process whereby Marines within each grade
and MOS/occupational field compete among themselves for promotion to the next
higher grade.
The basic goal of the system is to advance the best qualified Marines to higher grades
so MOS vacancies in the enlisted structure will be continuously occupied by Marines
who are fully qualified to perform the duties and to assume the responsibilities of the
next higher grade.
REGULAR PROMOTION TO THE GRADES OF PRIVATE FIRST CLASS
THROUGH SERGEANT
Unit commanders occupy a position of paramount importance in the enlisted promotion
system. The commander must:
•Ensure that all enlisted Marines who are to be promoted to the next higher grade meet
the Marine Corps standards of professionalism, personal performance, and leadership.
•Ensure that a Marine is not promoted unless the individual can be expected to assume
the responsibilities and perform the duties of that grade in a creditable and satisfactory
manner.
•Ensure that fully qualified and deserving Marines are expeditiously promoted on the
date directed by the Commandant of the Marine Corps (CMC).
The decision to promote to the grades of private first class through sergeant rests solely
with the commander. A Marine will not be promoted if, in the opinion of the commander,
the Marine is not capable of performing satisfactorily in the higher grade, even though
all other promotion requirements have been met.
PROMOTION TO PRIVATE FIRST CLASS
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Marines who have served for six months on active duty in the grade of private (Pvt) may
be promoted to private first class (PFC) if the Marine's service has been satisfactory (as
determined by the commander). Time-in-grade (TIG) will be computed from the first day
of the month of entry on active duty.
For example, a Pvt who entered active duty on 27 May 2000 will have TIG computed as
if the Pvt entered active duty on the 1st day of May. This Pvt can be promoted to PFC
on 1 November 2000 if the Marine's service has been satisfactory.
PME Requirement: None
PROMOTION TO LANCE CORPORAL
A PFC who has eight months TIG and nine months time-in- service (TIS) and who is
otherwise qualified for promotion, as determined by the commander, may be promoted
to the grade of lance corporal (LCpl). A partial month is computed as a whole month for
both TIG and TIS.
For example, a PFC promoted with a date of rank of 1 June 2000 and a PFC
meritoriously promoted with a date of rank of 2 June 2000 will both meet the 8 months
TIG requirement on 1 February 2001.
PME Requirement: None
REGULAR PROMOTION TO NONCOMMISSIONED OFFICER
Marines in the grades of corporal (Cpl) and sergeant (Sgt) are required to exercise an
ever-increasing degree of maturity, leadership, and professionalism. Consequently, no
Marine will be promoted to Cpl or Sgt who has not positively demonstrated the potential,
motivation, and maturity to satisfactorily discharge the duties of a small-unit leader.
Therefore, it is even more critical to ensure that a commander's recommendation
concerning a Marine's promotion to Cpl or Sgt is a thoughtful, deliberate decision.
Each Marine recommended for promotion must be worthy of the title "noncommissioned
officer." Marines should be recommended for promotion to Cpl or Sgt only after
demonstrating they are worthy of the next higher grade.
REGULAR PROMOTION TO CORPORAL
The Marine Corps controls the number of Marines promoted to corporal through the use
of the composite scores of lance corporals. Composite scores are only computed for
lance corporals who will meet eligibility requirements by the end of a promotion quarter.
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A lance corporal will be considered eligible for promotion if he or she will have 12
months TIG and 12 months TIS by the end of the promotion quarter and has completed
the required PME.
An eligible lance corporal recommended for promotion by his or her commander may
only be promoted once they have met the TIG requirement and have a composite score
that meets or exceeds the published cutting score for their MOS.
PME Requirement:
Leading Marines Distance Education Program (EPME3000AA) and commandsponsored Lance Corporals Leadership and Ethics Seminar
REGULAR PROMOTION TO SERGEANT
The Marine Corps controls the number of Marines promoted to sergeant through the
use of the composite scores of corporals. Composite scores are only computed for
corporals who will meet eligibility requirements by the end of a promotion quarter.
A corporal will be considered eligible for promotion if he or she will have 12 months TIG
and 24 months TIS by the end of the promotion quarter and has completed the required
PME.
An eligible corporal recommended for promotion by his or her commander may only be
promoted once they have met the TIG requirement and have a composite score that
meets or exceeds the current cutting score for their MOS.
PME Requirement:
Corporals Course Distance Education Program (EPME4000AA)
and command-sponsored Corporals Course
MONTHLY RECOMMENDATION PROCESS
To eliminate the requirement for commanders to manually determine the eligibility of
Marines by TIG or TIS, and to reduce the number of late promotions because of
administrative oversight, the Marine Corps Total Force System (MCTFS) automatically
identifies eligible personnel.
IF NOT RECOMMENDED FOR PROMOTION:
In combination with the automated process, commanders must decide whether their
personnel are recommended for regular promotion. By the 15th of the month prior to
the effective date of promotion, the commander must post a "NOT REC PROM" (not
recommended for promotion) entry for any private through corporal that they do not
recommend for promotion. For privates and private first class Marines, this entry
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prevents the MCTFS from posting a "select grade" of E2 or E3 respectively and they will
not be promoted. For lance corporals and corporals, this entry prevents their composite
scores from being calculated so these Marines should not receive a "select grade" of E4
or E5 respectively and they will not be promoted.
"WILL NOT PROMOTE"
If the commander does not post a "NOT REC PROM" entry by the 15th of the month
prior to the promotion month and the commander decides not to promote a Marine with
a "select grade" entry, then the commander must report a "WILL NOT PROMOTE" unit
diary entry to remove the "select grade" posting for the month concerned.
MERITORIOUS PROMOTIONS
The Marine Corps will promote, by means other than the regular promotion system,
exceptionally well-qualified Marines in recognition of outstanding leadership and
performance. Meritorious promotions are intended to promote Marines whose
performance is superior to that of their peers, or to promote Marines for specific actions
or superior achievement. Meritorious promotion will not be used as a reward or when a
personal award is appropriate.
The Promotion Manual provides the following rules:
•Meritorious promotions are not authorized above the grade of gunnery sergeant.
•Minimum time-in-grade requirements are waived in the case of meritorious promotions.
•Minimum time-in-service compliance is mandatory.
•Determination of eligibility for meritorious promotion will be based on the performance
of the Marine as reported in the meritorious recommendation and on the Marine's
military record.
•Commanders must ensure that meritorious promotions are not used as a tool to
promote Marines who are otherwise noncompetitive.
CRITERIA FOR MERITORIOUS PROMOTION RECOMMENDATIONS
Per the Promotion Manual, commanders, in their determination of qualifications for
meritorious promotions, will be guided by, but are not limited to, the following:
•Marines must have completed the required PME in grade. (See MARADMIN 521/14)
•A Marine's performance of duty, in comparison with all known Marines of the same
grade, without regard to MOS, must be to a significant degree superior to that of his/her
peers.
•Marine's must have superior performance on unusual assignments that reflect
favorably upon the Marine Corps.
•Marines must not be in a promotion restriction status.
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Special note: Meritorious promotions are effective the 2nd day of the month unlike
regular promotions that are effective on the 1st day of the month.
MINIMUM TIG AND TIS REQUIREMENTS
!
PROMOTION RESTRICTIONS
For Marines to be eligible for promotion, they must meet certain standards and criteria
established by the Marine Corps. A Marine that may be otherwise eligible for promotion
will not be promoted if he or she is in a promotion-restricted status. Listed below are
some of the categories that put Marines in a promotion-restricted status.
•While found to be outside the established height, weight, or body fat standards, during
the evaluation process, or pending assignment or assigned to the military appearance
program (MAP) or body composition program (BCP)
•After failure of the Marine Corps physical fitness test (PFT) or Marine Corps combat
fitness test (CFT) (This restriction remains in effect until the Marine passes a PFT/CFT.)
•While pending court-martial or nonjudicial punishment (NJP)
•Within three months of date awarded NJP
•When not recommended for reenlistment (reenlistment code RE-4/4B)
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•While attending mandatory rehabilitation for any domestic violence or child abuse
offense
PROMOTION RESTRICTIONS
Listed below are additional categories that put Marines in a promotion-restricted status.
•While in a probationary status as a result of NJP under the authority of Article 15 of the
uniform code of military justice (UCMJ), where any portion of the punishment is
suspended
•Within three months of punitive or administrative reduction to private or private first
class as a result of a competency review board (CRB)
•Within six months of punitive or administrative reduction to lance corporal or corporal
as a result of a CRB
•Within twelve months of conviction by military or civil authorities of driving under the
influence (DUI) or driving while intoxicated (DWI)
•Within eighteen months of date confirmed distribution, use, or possession of illegal
drugs
WHAT IS A COMPOSITE SCORE?
Promotion to corporal and sergeant is based on overall performance competition among
Marines of the same grade and MOS. The overall performance of lance corporals and
corporals is determined by a composite score.
A composite score is a mathematical calculation of certain data elements reported on
the unit diary and used as a measuring factor for Marine Corps-wide comparison of
Marines within a given grade and MOS. The 10 data elements used to determine an
eligible Marine's composite score are listed here.
AUTOMATIC COMPUTATION OF COMPOSITE SCORES
The Marine Corps controls the number of Marines selected for promotion to corporal
and sergeant through the use of the automated composite score system. Composite
score data elements must be input via unit diary entry by the data element cutoff date
for each promotion quarter.
Quarterly, the Marine Corps automatically calculates the composite scores of Marines
who are eligible and have been recommended for promotion. A Marine's composite
score is in effect for the entire promotion quarter.
ACCURATE & TIMELY ENTRIES
Composite scores generated by the system are only as accurate as the information
entered into MCTFS. It is imperative that commands enter accurate information in a
timely manner. Composite score data element entries that are made after the data
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element cutoff date will not be used when composite scores are computed for the
upcoming promotion quarter.
IS REGULAR PROMOTION TO CPL OR SGT BEFORE REACHING THE
REQUIRED TIME-IN-GRADE POSSIBLE?
When composite scores are automatically calculated, points for TIG and TIS include all
months through the end of the promotion quarter. Effective 1 April 2016, a lance
corporal or corporal will be required to have at least 12 months TIG to be selected for
promotion to corporal or sergeant, respectively. Composite scores are calculated
quarterly for all Marines who will have met the TIG requirement by the end of the
upcoming promotion quarter. However, a lance corporal or corporal will not be eligible
for promotion selection any month within the quarter until the 12 months TIG
requirement is met.
CUTTING SCORES GO UP AND DOWN
Although a Marine's composite score remains the same for the entire promotion quarter,
cutting scores adjust to the number of vacancies. Therefore, cutting scores may drop
each month of the promotion quarter to promote to the actual number of vacancies. It is
possible that a Marine without the required composite score for promotion during the
first month of the quarter may be selected during the second or third month of the
quarter since the cutting score is recomputed each month based on vacancies.
CAUTION: With regular promotions, the Marine will not be eligible for promotion
selection until he or she has met the TIG requirement.
MANUALLY CALCULATE A COMPOSITE SCORE
Composite scores are automatically computed; however, a composite score will be
manually computed if a request for remedial promotion will be submitted. Remedial
consideration is afforded for administrative errors which delayed or prevented a Marine
from being promoted to private first class through sergeant.
The Promotion Manual provides a composite score worksheet and line-by-line
instructions. A demonstration of a manual computation of a composite score is provided
on the next five pages.
An answer key is provided in the Lesson Resources tab of the Menu for the five
composite score computations (#1 through #5) found in this lesson.
COMPOSITE SCORE COMPUTATION Use the following format to manually compute a
composite score. Refer to pages 2-29 through 2-37 of MCO P1400.32D for line-by-line
instructions and examples. Line No. Rating 1. Rifle Marksmanship Score _______ = ______
___________ (Date of qual YYMMDD) SCORE 2. PFT _______ = ______ ___________ (Date
of test YYMMDD) SCORE 3. CFT _______ = ______ ___________ (Date of test YYMMDD)
SCORE 4. Subtotal (line 1 + 2 + 3) = ______ 5. GMP* Score (line 4 divided by 3) = ______
Score 6. GMP* Score (from line 5) ______ x 100 = ______ * General Military Proficiency 7.
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Average Duty Proficiency ______ x 100 = ______ 8. Average Conduct ______ x 100 = ______
9. TIG (months) ______ x 5 = ______ 10. TIS (months) ______ x 2 = ______ (computed from
AFADBD for USMC and Active Reserve; and from PEBD for Drilling Reserve) 11. DI/
Recruiter/MSG/Combat Instructor/ MCSF Bonus ______ x 1 = ______ 12. Self-Education
Bonus: (a maximum of 100 points) a. MarineNet/MCI/Extension School ______ x 15 = ______
b. College/CLEP/Vocational ______ x 10 = ______ 13. Command Recruiting Bonus ______ x
20 = ______ (a maximum of 100 points may be earned) 14. Composite Score (sum of lines 6
through 13) = ______
Quiz:
Question 1
Which of the following are objectives of the promotion system? Select all that apply.
Your answer (correct): To maintain the needed strength in each grade and MOS,To
ensure all eligible Marines receive an equitable opportunity to compete for promotion
Question 2
What are the types of promotions? Select all that apply.
Your answer (correct): Regular,Meritorious
Question 3
Promotion to which of the following ranks does not require a Marine to have a
composite score? Select all that apply.
Your answer (correct): To PFC,To LCpl
Question 4
What is the minimum time-in-grade requirement for regular promotion to lance
corporal?
Your answer (correct): 8 months
Question 5
Which of the following are promotion restrictions that prevent a Marine from being
promoted? Select all that apply.
Your answer: While pending a court-martial or nonjudicial punishment,While outside
of the established height, weight, or body fat standards—pending assignment or
assigned to the body composition program
Correct answer: While pending a court-martial or nonjudicial punishment,When not
recommended for reenlistment,While outside of the established height, weight, or
body fat standards—pending assignment or assigned to the body composition program
Question 6
A partially completed composite score worksheet is provided. What is the composite
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score of 21-year-old Corporal Brown who scored a 282 on the rifle range, completed a
PFT with a score of 240, completed a CFT with a score of 290, completed two
MarineNet/MCI courses, and completed three college courses?
Your answer: 1552
Correct answer: 1562
MILITARY JUSTICE SYSTEM:
NEGATIVE CONSEQUENCES OF MISCONDUCT
Noncommissioned officers (NCOs) play an essential role in developing their Marines
and maintaining good order and discipline. If NCOs fail in this role, the resulting
misconduct by their Marines can lead to negative consequences.
Some Negative Consequences:
•Conduct marks reduced
•Adverse page 11 entry
•Nonjudicial punishment (NJP)
•Court-martial
•Promotion restriction
•Reenlistment application denial
•Eligibility for Marine Corps good conduct medal
•Eligibility for special duty assignments
•Eligibility for a security clearance
•Early separation from the Marine Corps
•Poor characterization upon discharge and loss of benefits
•Reduced opportunity for employment in the civilian sector
•Superiors and subordinates lose confidence in you
WHAT IS THE UCMJ? (MILITARY LAW)
The Uniform Code of Military Justice, or UCMJ, is legislation that is contained in Title 10
of the United States Code, sections 801 through 946. It is the military's criminal code.
The UCMJ is essentially a complete set of criminal laws; in other words, it is military
law.
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The UCMJ covers many crimes punished under civilian law (e.g., murder, rape, drug
use, larceny, etc.), but it also punishes other conduct that affects good order and
discipline in the military. The UCMJ covers "unique military crimes" that include
offenses such as desertion, absence without leave, disrespect towards superiors, failure
to obey orders, dereliction of duty, wrongful disposition of military property, drunk on
duty, malingering, and conduct unbecoming of an officer.
PURPOSE OF MILITARY LAW/UCMJ
Military law includes jurisdiction exercised by courts- martial and the jurisdiction
exercised by commanders with respect to nonjudicial punishment (NJP).
Purpose:
The purpose of military law or the UCMJ is to promote justice, to assist in maintaining
good order and discipline in the armed forces, and to promote efficiency and
effectiveness in the military establishment.
PERSONS SUBJECT TO THE UCMJ
The UCMJ applies to military personnel, whether active, reserve, or retired, and to
cadets and midshipmen attending military academies. Article 2 of the UCMJ lists
thirteen categories of individuals that are subject to the UCMJ.
CATEGORIES OF INDIVIDUALS SUBJECT TO THE UCMJ The Uniform Code of Military
Justice (UCMJ) applies to military personnel, whether active, reserve, or retired, and to cadets
and midshipmen attending military academies. Article 2 of the UCMJ lists thirteen categories of
individuals that are subject to the UCMJ. §802. Art. 2. Persons subject to this chapter (a) The
following persons are subject to this chapter: (1) Members of a regular component of the armed
forces, including those awaiting discharge after expiration of their terms of enlistment;
volunteers from the time of their muster or acceptance into the armed forces; inductees from the
time of their actual induction into the armed forces; and other persons lawfully called or ordered
into, or to duty in or for training in, the armed forces, from the dates when they are required by
the terms of the call or order to obey it. (2) Cadets, aviation cadets, and midshipmen. (3)
Members of a reserve component while on inactive-duty training, but in the case of members of
the Army National Guard of the United States or the Air National Guard of the United States
only when in Federal service. (4) Retired members of a regular component of the armed forces
who are entitled to pay. (5) Retired members of a reserve component who are receiving
hospitalization from an armed force. (6) Members of the Fleet Reserve and Fleet Marine Corps
Reserve. (7) Persons in custody of the armed forces serving a sentence imposed by a courtmartial. (8) Members of the National Oceanic and Atmospheric Administration, Public Health
Service, and other organizations, when assigned to and serving with the armed forces. (9)
Prisoners of war in custody of the armed forces. (10) In time of declared war or a contingency
operation, persons serving with or accompanying an armed force in the field. (11) Subject to any
treaty or agreement to which the United States is or may be a party or to any accepted rule of
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international law, persons serving with, employed by, or accompanying the armed forces outside
the United States and outside the Commonwealth of Puerto Rico, Guam, and the Virgin Islands.
(12) Subject to any treaty or agreement to which the United States is or may be a party or to any
accepted rule of international law, persons within an area leased by or otherwise reserved or
acquired for the use of the United States which is under the control of the Secretary concerned
and which is outside the United States and outside the Canal Zone, the Commonwealth of Puerto
Rico, Guam, and the Virgin Islands. (13) Individuals belonging to one of the eight categories
enumerated in Article 4 of the Convention Relative to the Treatment of Prisoners of War, done at
Geneva August 12, 1949 (6 UST 3316), who violate the law of war.
OPTIONS TO DISPOSE OF OFFENSES
Military commanders have a variety of methods available to enforce good order and
discipline within a unit. These options range from no action to administrative or
nonpunitive measures, to punitive measures.
As a noncommissioned officer (NCO), it is important to understand the legal tools
available at your level to help maintain good order and discipline. These tools include:
•Counseling
•Extra military instruction (EMI)
•Nonpunitive censure
•Recommend an adverse page 11 entry
•Submit charge sheet
PURPOSE OF COUNSELING
Developing people to their highest potential is a basic leadership responsibility.
Counseling is one means to accomplish this. Counseling should be a regular,
continuing process. Counseling may be conducted formally or informally. It may be
planned and scheduled, or it may occur as the need arises.
Counseling reinforces good performance, corrects deficiencies, transmits guidance or
standards, and provides direction to subordinate development. The counseling process
should be a positive, forward-looking process that focuses on improving performance.
Purpose:
The purpose of counseling is to help a junior Marine achieve or maintain the highest
possible level of performance and to correct deficiencies.
COUNSELING: AN NCO'S RESPONSIBILITY
NCOs should contribute to the maintenance of discipline by personal example of
behavior and performance, and by personal supervision of the persons under their
charge. To this end, NCOs may use nonpunitive measures of correction that include
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counseling. Always attempt to resolve infractions at the lowest level possible.
Depending on the situation and infraction, counseling should be the first step taken to
correct a deficiency.
When counseling has been conducted without an improvement in conduct or
performance, proceed with other measures.
As an NCO, you are the first link in the chain of authority, and as such you are in the
best position to judge actions and offer guidance.
XTRA MILITARY INSTRUCTION
Extra military instruction (EMI) is instruction in a phase of military duty in which an
individual is deficient, and is intended for the correction of that deficiency. EMI
is notused as a substitute for nonjudicial punishment or court- martial and must be
logically related to the deficiency for which it was assigned.
Purpose:
EMI is a training technique used to improve the efficiency of an individual through the
correction of a deficiency in that individual's performance of duty.
EXTRA MILITARY INSTRUCTION LIMITATIONS
The EMI assigned must be related to the individual's deficiency and must be conducted
within the following limitations:
•EMI will not be conducted for more than 2 hours per day.
•EMI will not be conducted over a period of time that is longer than necessary to correct
the deficiency.
•EMI should not be conducted on the Marine's Sabbath.
•EMI will not be used for the purpose of depriving the Marine of normal liberty.
•Authority to assign EMI to be performed during normal working hours is not limited to
any particular grade.
•Authority to assign EMI to be performed after normal working hours is vested in the CO
or OIC. Such authority may be delegated, as appropriate, to officers and
noncommissioned officers in connection with their duties and responsibilities.
•EMI conducted outside normal working hours should be conducted either immediately
before or after the Marine’s workday. However, the CO or OIC may direct EMI at a
different reasonable time.
ADMINISTRATIVE WITHHOLDING OF PRIVILEGES
As a corporal, you are not allowed to withhold privileges; however, you can recommend
to the CO that these actions be taken. A privilege is a benefit, advantage, or favor
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provided for the convenience or enjoyment of an individual. Final authority to withhold
a privilege rests with the level of authority empowered to grant that privilege.
Privileges that can be temporarily withheld are:
•Special liberty
•Exchange of duty
•Special command programs
•Access to base or ship libraries or movies
•Access to enlisted or officers' clubs
•Access to commissary and/or exchange
•Base parking
•Base or ship special services events
•Withholding of special pay
NONPUNITIVE CENSURE
Censure is a statement of adverse opinion or criticism of an individual's conduct or
performance of duty expressed by a senior Marine in the member's chain-of-command.
Nonpunitive censure may be done orally, but often it is in writing and is commonly
referred to as a nonpunitive letter of caution (NPLOC). A NPLOC is not considered
punishment; rather, the letter is issued to remedy a noted deficiency in conduct or
performance of duty.
As a corporal, you can issue a NPLOC to your junior Marines when you feel it will serve
the purpose of correcting a deficiency. The NPLOC puts the offender on notice and
makes him or her aware that their actions are inappropriate.
This simple letter may be all it takes to modify a Marine's unfavorable behavior. An
effectively written NPLOC should demonstrate to the Marine that you care about their
performance or conduct enough to help them correct it and are not focusing on
tarnishing their official record with an adverse page 11 entry.
NONPUNITIVE CENSURE
A NPLOC will be kept a personal matter between the individual and the senior Marine
who issued it. It will not be quoted or included as an enclosure in fitness reports,
performance evaluations, investigations, or official records of the recipient.
The contents of a NPLOC may include but are not limited to:
•Identification of conduct or performance of duty deficiency
•Direction for improvement
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•Language of admonishment
•Identification of sources for assistance
•Outline of corrective action
•Consequences of failing to correct the deficiency
ADVERSE PAGE 11
Per the Individual Records Administration Manual (IRAM), the administrative remarks
page of a Marine's service record book is used to make required administrative entries
and is also used by commanders to document an event in a Marine's career for which
no other method of recording exits. These administrative remarks or "page 11 entries"
become a permanent part of a Marine's military history.
If a page 11 entry contains material that reflects unfavorably upon a Marine or is
derogatory about a Marine's conduct or performance, then it is considered to be
adverse. Per the IRAM, if a page 11 entry is adverse, the Marine must have an
opportunity to contest, explain, or rebut the entry by a statement. If the Marine elects to
write a statement, the Marine will have five working days after referral of the entry to
submit a statement for inclusion in the Marine's service record.
ADMINISTRATIVE SEPARATION COUNSELING (6105) ENTRY
The administrative separation counseling, or 6105, and adverse page 11 entries are
very similar; however, the 6105 entry must:
•Give written notification of the deficiency or impairments.
•Provide specific recommendations for corrective action, indicating any available
assistance.
•Give a reasonable opportunity for the Marine to undertake the recommended corrective
action.
•Provide a comprehensive explanation of the consequences of failure to take the
corrective action.
•Be recorded in a page 11 entry giving the Marine opportunity for rebuttal.
If any of the above elements are missing, then the entry is considered to be a page 11
entry vice a 6105.
ADMINISTRATIVE SEPARATION COUNSELING (6105) ENTRY
The 6105 entry provides the commander with the leverage needed to separate a
habitual offender from the Marine Corps.
Before separation proceedings can be initiated, the Marine must be:
•Counseled concerning their deficiencies
•Afforded a reasonable opportunity to overcome those deficiencies
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•Notified of the consequences of not correcting those deficiencies
A Marine can receive numerous page 11 entries and not be separated; however, after
receiving one 6105 entry a Marine can be processed for administrative separation.
SIGNING AN ADVERSE PAGE 11 ENTRY
Signing an adverse page 11 entry only acknowledges that counseling has occurred. It
does not acknowledge that the Marine agrees with the content of the entry.
If a Marine refuses to sign an adverse page 11 entry, he or she forfeits the opportunity to
write a rebuttal statement.
Ensure your Marines understand that they have five working days, after they've been
counseled on an adverse page 11 entry, to submit a rebuttal statement.
Note that not all page 11 entries are adverse or negative in nature.
PUNITIVE OPTIONS
Commanding officers have the authority to handle offenses as they see fit. Because of
this discretion, certain offenses may be handled with nonpunitive measures and others
with punitive measures such as nonjudicial punishment (NJP) or referral to trial by courtmartial. When other measures have failed to correct a Marine's deficiency, perhaps one
of the punitive measures is more appropriate. The punitive measures include:
•Nonjudicial punishment
•Summary court-martial
•Special court-martial
•General court-martial
When deciding whether to impose NJP, commanders should consider the nature of the
offense, the Service member's record, the need for good order and discipline in the unit,
the effect of NJP on the Service member and their record, and recommendations from
their OICs, SNCOs, and NCOs.
ARTICLE 15: COMMANDING OFFICER'S NONJUDICIAL PUNISHMENT (NJP)
The terms "Captain's Mast" and "Office Hours" refer to Article 15, UCMJ, hearings.
However, it is commonly called "NJP," which actually describes the punishment
imposed at the conclusion of an Article 15, UCMJ, hearing.
NJP is a disciplinary measure that is more serious than the administrative or nonpunitive
measures but less serious than trial by court-martial. NJP is often conducted for minor
offenses and is usually appropriate when more severe punishments at court-martial are
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not necessary. NJP provides commanders with an essential and prompt means of
maintaining good order and discipline and also promotes positive behavior changes in
Service members without the stigma of a court-martial conviction.
As an NCO, it is your responsibility to make recommendations concerning NJP to the
commander and to write a charge sheet of UCMJ violations if needed.
STANDARD OF PROOF AT NJP
"Office hours" is not a criminal trial; it is a disciplinary proceeding. Its purpose is to
determine whether an offense was committed by the member and, if appropriate, to
impose punishment. Such punishment is designed for minor misconduct, without a
record of "federal conviction." As such, the standard of proof by which facts must be
established at office hours is a "preponderance of the evidence," rather than "beyond a
reasonable doubt," as it is at a court-martial.
RIGHTS OF ACCUSED AT NJP
If the accused accepts NJP, the member then has the right to appear before the CO at
the hearing. Other rights of the accused at NJP include:
•To remain silent, anything you say or submit may be used against you
•To be accompanied by a spokesperson provided by you
•To examine evidence (documents or objects) against you
•To present matters in defense, extenuation, and mitigation either orally or in writing
•To have witnesses attend the proceeding
•To have the proceedings open to the public
•To refuse nonjudicial punishment
•To demand trial by court-martial vice nonjudicial punishment
•To appeal on the grounds the punishment was unjust or was disproportionate to the
offense(s)
AUTHORIZED NONJUDICIAL PUNISHMENTS
During an NJP proceeding, if the commander determines that the accused committed
an offense, then Article 15 of the UCMJ allows these types of punishments:
•Admonition or reprimand – punitive form of censure administered orally or in writing
•Confinement – on bread and water or diminished rations, only imposed on E-3s and
below attached to or embarked on a vessel
•Correctional custody – rehabilitative tool for E-3 and below, often served in a
confinement facility with extra duties and hard labor
•Extra duties – performance of duties in addition to those normally assigned, not more
than two hours per day and not on Sabbath
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•Restriction – deprivation of liberty, often restricts a Marine to the limits of work,
barracks, messing, and worship
•Forfeiture of pay – permanent loss of a portion of pay
•Reduction in grade – may reduce if the grade demoted from is within the promotion
authority of the officer imposing reduction
!
DEMAND TRIAL BY COURT-MARTIAL VICE NJP
Before the imposition of nonjudicial punishment, the accused has the right to demand
trial by court-martial in lieu of nonjudicial punishment. This does not apply to persons
attached to or embarked in a vessel.
If the accused refuses nonjudicial punishment, charges may be referred for trial by
summary, special, or general court- martial.
RIGHT TO APPEAL NJP
After nonjudicial punishment is imposed, if the Marine feels the punishment is unjust or
is disproportionate to the offense, then the Marine has the right to appeal to the next
superior authority. The appeal must be submitted in writing and within a reasonable
time—normally five working days.
If unable to submit within five working days, then the Marine must advise the officer
imposing punishment of the circumstances and request an extension.
TYPES OF COURTS-MARTIAL
Summary Court-martial
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•Trial by summary court-martial provides a simplified procedure for the resolution of
charges involving minor incidents of misconduct. It consists of one commissioned
officer. You may refuse trial by summary court-martial. If you refuse, the case may be
referred to a special, or general court-martial.
•The maximum punishment a summary court-martial may impose is considerably less
than a special or general court-martial.
•For E-4 and below the maximum is confinement for 1 month, 45 days hard labor
without confinement, or 60 days restriction; forfeiture of two-thirds pay for 1 month; and
reduction to the lowest pay grade.
Special Court-martial
•A special court-martial is the intermediate court level. It consists of a military judge,
trial counsel (prosecutor), defense counsel, and a minimum of three officers sitting as a
panel of court members or jury. An enlisted accused may request a court composed of
at least one-third enlisted personnel. The accused may also request trial by judge
alone.
•The maximum punishment is a bad conduct discharge, confinement for 12 months,
forfeiture of two-thirds pay per month for 12 months, and reduction to the lowest pay
grade.
General Court-Martial
•A general court-martial is the most serious level of military courts. It consists of a
military judge, trial counsel, defense counsel, and at least five court members. An
accused enlisted Marine may request a court composed of at least one-third enlisted
personnel. Unless the case is one in which the death sentence could be adjudged, the
accused may also request trial by judge alone.
•In a general court-martial, the maximum punishment is established for each offense
under the Manual for Courts-martial, and may include death (for certain offenses),
confinement, forfeiture of all pay and allowances while confined, a dishonorable or badconduct discharge for enlisted personnel, a dismissal for officers, or a number of other
lesser forms of punishment.
CHARGE SHEET
Before the commander can impose NJP or refer an offense for trial by court-marital, a
charge sheet must be drafted and signed. Most units have their own version of a
charge sheet which requires the information found on DD form 458. The basic
information on a charge sheet should include:
•Name
•EDIPI
•Rank
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•Unit
•Charge(s)
•Specification(s)
Note that the signer of the charge sheet must have personal knowledge of or
investigated the matters set forth in the charges and specifications.
PUNITIVE ARTICLES OF THE UCMJ
If you need to write a charge sheet, you will need to be familiar with the punitive articles
—Articles 77 through 134—of the UCMJ found in Part IV of the Manual for Courtsmartial. Some of the punitive articles include:
•Article 86 - Absence without leave
•Article 89 - Disrespect toward a superior commissioned officer
•Article 90 - Assaulting or willfully disobeying a superior commissioned officer
•Article 91 - Insubordinate conduct toward a warrant officer, noncommissioned officer, or
petty officer
•Article 92 - Failure to obey an order or regulation
•Article 107 - False official statements
•Article 112a - Wrongful use, possession, manufacturing, or distribution of controlled
substances
•Article 120 - Rape, sexual assault, and other sexual misconduct
•Article 121 - Larceny and wrongful appropriation
•Article 128 - Assault
•Article 134 - General article: any act that is contrary to good order and discipline or
brings discredit upon the Armed Forces
QUIZ:
Question 1
What is the purpose of military law or the UCMJ?
Your answer (correct): To promote justice and to assist in maintaining good order and
discipline
Question 2
Nonpunitive measures or options that are available to commanders include which of
the following? Select all that apply.
Correct answer: Nonpunitive censure,Extra military instruction
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Question 3
What is the purpose of extra military instruction?
Your answer (correct): To improve the efficiency of an individual through the
correction of a deficiency
Question 4
Which of the following are limitations associated with conducting extra military
instruction (EMI)? Select all that apply.
Your answer (correct): EMI will not be conducted over a period of time that is longer
than necessary to correct the deficiency.,EMI will not be conducted for more than 2
hours per day.,EMI may be assigned to be performed after normal working hours.
Question 5
Which of the following are elements that must be included in an administrative
separation counseling (6105) entry? Select all that apply.
Correct answer: Page 11 entry giving the opportunity to submit a rebuttal (written
statement that contests or explains),Comprehensive explaination of the consequences
of failure to correct deficiencies