OCS SOP

3-11th Infantry
(Officer Candidate School)
Fort Benning, Georgia 31905

VERSION 4, 1 MARCH 2009

 OCS SOP (MAR 09)

DEPARTMENT OF THE ARMY

HEADQUARTERS, 3-11 INFANTRY BATTALION, 199TH INFANTRY BRIGADE
(OFFICER CANDIDATE SCHOOL)
FORT BENNING, GEORGIA 31905-5000

OFFICER CANDIDATE SCHOOL STANDARD OPERATING PROCEDURES

1 MARCH 2009

Summary. This SOP details the responsibilities and duties of officer Candidates during training in OCS.
It is designed to assist Candidates in their day-to-day duties and activities. The SOP outlines the policies,
procedures, actions, responsibilities and privileges of the OCS program. Each Candidate will become
thoroughly familiar with this SOP.

Applicability. This SOP applies to all Candidates who are assigned to or attending training at Officer
Candidate School, 3-11th Infantry Battalion (OCS), 199th Brigade, Fort Benning, Georgia.

Open Door Policy. The Chain of Command in the 3-11th Infantry Battalion (OCS) has open door
policies IAW with all regulations and policies. The open door policy will be used only after exhausting all
other support channels and or the situation directly involves one or more of the personnel in the Chain of
Command.

DO NOT WRITE OR OTHERWISE MARK IN THIS PUBLICATION WITHOUT THE APPROVAL OF THE
COMMANDANT AND OR HIS DELEGATES.

THIS SOP SUPERCEDES ALL OTHER PREVIOUSLY PUBLISHED OFFICER CANDIDATE STANDARD
OPERATING PROCEDURES

JOHN B. SHATTUCK
LTC, IN
OCS Commandant

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Table of Contents
Table of Contents .................................................................................................................................... 2
Chapter 1. ORIENTATION...................................................................................................................... 5
1-1. Applicability. ............................................................................................................................. 5
1-2. Mission. .................................................................................................................................... 5
1-3. Officer Candidate School Organization...................................................................................... 5
1-4. Course Overview. ..................................................................................................................... 5
1-5. Requirements for Graduation with Honors. ................................................................................ 5
1-6. Student Honors. ........................................................................................................................ 6
Chapter 2. THE HONOR SYSTEM ......................................................................................................... 7
2-1. Origin of the Honor System ....................................................................................................... 7
2-2. Purpose of the Honor System. .................................................................................................. 7
2-3. Benefits of the Honor System.................................................................................................... 7
2-4. Implementing the Honor System. .............................................................................................. 7
2-5. Enforcing the Honor System. .................................................................................................... 8
Chapter 3. POLICIES ........................................................................................................................... 10
3-1. General .................................................................................................................................. 10
3-2. Fraternization and Other Prohibited Activities. ......................................................................... 10
3-3. Appearance. ........................................................................................................................... 10
3-4. Leaves and Passes. ..................................................................................................... ..........11
3-5. Actions Against Candidates. ................................................................................................... 11
3-6. Candidate Disposition - Recycle.............................................................................................. 12
3-7. Candidate Disposition- Relief. ................................................................................................. 12
3-8. Unauthorized Items. ................................................................................................................ 14
3-9. Religious Practices. ................................................................................................................ 14
3-10. Leaving the Company Area. .................................................................................................. 14
3-11. Privately Owned Vehicles. .................................................................................................... 14
3-12. Privately Owned Weapons. ................................................................................................... 15
3-13. Telephones. .......................................................................................................................... 15
Chapter 4. EDUCATION & TRAINING .................................................................................................. 16
4-1. General. ................................................................................................................................. 16
4-2. Academics. ............................................................................................................................. 16
4-3. Academic Examinations. ......................................................................................................... 16
4-4. Field Leadership Exercises (FLX). .......................................................................................... 17
4-5. Physical Training. ................................................................................................................... 17
Chapter 5. LEADERSHIP DEVELOPMENT AND EVALUATION ........................................................... 18
5-1. General. ................................................................................................................................. 18
5-2. Leadership Assessment. ......................................................................................................... 18
5-3. Troop Leading Procedures. ..................................................................................................... 18
5-4. Performance Based Leadership Assessment. ......................................................................... 18
5-5. Assessment Forms. ................................................................................................................ 18
5-6. Leadership Dimensions. ......................................................................................................... 19
5-7. Student Leadership Positions.................................................................................................. 21
5-8. Leadership Positions............................................................................................................... 21
Chapter 6. DISCIPLINE ........................................................................................................................ 21
6-1. General. ................................................................................................................................. 25
6-2. Delinquencies. ........................................................................................................................ 25
6-3. Working Tour and Restriction Tour. ......................................................................................... 26
Chapter 7. PROCEDURES ................................................................................................................... 27
7-1. Titles. ..................................................................................................................................... 27
7-2. Saluting, Addressing and Courtesies. ...................................................................................... 27
7-3. Reporting. ............................................................................................................................... 27
7-4. Movement............................................................................................................................... 27
7-5. Dining Facility (DFAC). ........................................................................................................... 28

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7-6. Sick Call. ................................................................................................................................ 28

7-7. Sign Out Procedures............................................................................................................... 29
7-8. Classroom Procedures. .......................................................................................................... 29
7-9. Formations. ............................................................................................................................ 29
7-10. Accountability and Reporting................................................................................................. 30
7-11. Visitation and Special Passes ............................................................................................... 30
7-12. Study Barracks and Study Time ............................................................................................ 30
7-13. Computer Lab. ...................................................................................................................... 30
7-14. Mail. ..................................................................................................................................... 31
Chapter 8. Branch Selection.......................................................................................................................32
8-1. Branch Selection Rules.......................................................................................................... 32
8-2. OML............................................................................................................................................32

Appendix A. ROOM .............................................................................................................................. 35

A-1. General. ................................................................................................................................. 35
A-2. Displays. ................................................................................................................................ 35
A-3. Labeling Items in the room. .................................................................................................... 35
Appendix B. UNIFORMS AND INSIGNIA .............................................................................................. 36
B-1. General. ................................................................................................................................. 36
B-2. Insignia for the ACU / BDU. .................................................................................................... 36
B-3. Duty Uniform by Phase. .......................................................................................................... 36
B-4. Load Bearing Equipment (LBE). ............................................................................................. 37
B-5. Insignia for the Class A Uniform.............................................................................................. 37
B-6. Class A Uniform by Phase. ..................................................................................................... 37
B-7. Physical Training Uniform. ...................................................................................................... 38
Appendix C. REQUIRED KNOWLEDGE ............................................................................................... 39
C-1. Requirements......................................................................................................................... 39
C-2. General Orders. ..................................................................................................................... 39
C-3. OCS Honor Code. .................................................................................................................. 39
C-4. Chain of Command. ............................................................................................................... 39
C-5. OCS Alma Mater. ................................................................................................................... 39
C-6. Proffer No Excuses (Army Officer’s Guide) .............................................................................. 40
C-7. The Troop Leading Procedures. ............................................................................................. 40
C-8. The Five Paragraph Operation Order. .................................................................................... 40
C-9. Soldier’s Creed ....................................................................................................................... 41
C-10. Marshall's Definition of Leadership. ...................................................................................... 41
C-11. Call for Fire ........................................................................................................................... 42
C-12. 9-Line MEDEVAC Request................................................................................................... 43
C-13. The Army Song. ................................................................................................................... 43
C-14. Schofield's Definition of Discipline. ....................................................................................... 43
Appendix D. REQUIRED ASSIGNMENTS ............................................................................................ 44
D-1. Assignments to be completed throughout the course .............................................................. 44
Appendix E. SAFETY AND RISK MANAGEMENT ................................................................................ 46
E-1. Purpose. ................................................................................................................................ 46
E-2. General. ................................................................................................................................. 46
E-3. The Risk Management Process. ............................................................................................. 46
E-4. Determining the Level of Risk. ................................................................................................ 46
E-5. Risk Mitigation at OCS. .......................................................................................................... 47
Appendix F. UNAUTHORIZED ITEMS .................................................................................................. 48
F-1. Unauthorized items. ................................................................................................................ 48
F-2. Restricted Use Items. ............................................................................................................. 48
Appendix G. PACKING LIST................................................................................................................. 49
G-1. General.................................................................................................................................. 49
G-2. ACU / Utility Uniform and equipment / Item Description. ......................................................... 50
G-3. Class A Uniform and Equipment / Item Description. ................................................................ 50
G-4. PT Uniform and Equipment / Item Description . ...................................................................... 51

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G-5. Additional Mandatory Clothing Bag Items...................................................................................51

G-6. Additional Mandatory Items........................................................................................................51
G-7. Additional Required Items...........................................................................................................51
G-8. Optional Items.............................................................................................................................51
G-9 Notes..........................................................................................................................................52

Appendix H. SOCIAL GUIDELINE.............................................................................................................54

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Chapter 1. ORIENTATION

1-1. Applicability. This SOP applies to all Candidates assigned or attached to the Officer Candidate
School. The Brigade Commander (BDE CDR) is the Course Convening Authority for the Officer
Candidate School. The OCS Commandant retains all authority for all administrative actions requiring
additional re-testing, recycle, or relief of a Candidate IAW AR 350-51 (US Army Officer Candidate
School).

1-2. Mission. 3-11 Infantry (OCS) trains, educates, and commissions officers in order to provide the
Army with leaders of character who live by the Warrior Ethos and Army values.

1-3. Officer Candidate School Organization.

a. The Commander, 3-11th Infantry Battalion (OCS) serves as the Commandant, OCS IAW AR 351-50.
The Commander, 3-11th Infantry (OCS), 199th Infantry Brigade serves as the Course Convening
Authority (CCA) IAW USAIS Regulation 351-10.
b. OCS is comprised of Headquarters and Headquarters Company providing command and control and
administrative and logistical support for OCS training companies. Each company is organized with a
headquarters section and training platoons consisting of 30-40 Officer Candidates. The Company
Commander, Senior Trainer, and First Sergeant lead each company and a Platoon Training Officer
and Platoon Training NCO leads each platoon. The platoon trainers serve as the primary trainers for
the officer Candidates.
c. Officer Candidate companies are organic units of 3-11th Infantry Battalion (OCS). The commanders
are responsible for developing and evaluating the leadership potential and performance of the
Candidates under their command. Each company is organized into platoons of Candidates. Platoon
Trainers are responsible for guiding, mentoring, assisting, directing, counseling, training and
evaluating each Candidate.

1-4. Course Overview.

a. General: Federal OCS is a 12 week leadership course, during which the cadre develop and evaluate
the performance and potential of the Candidates for commissioning as second lieutenants.
b. Program of Instruction (POI): The OCS POI consists of two phases: Basic Phase and Senior Phase.
1. Basic Phase. The Basic Phase begins with individual skills training. Candidates are shown the
OCS standards by the cadre and then expected to meet them. As Candidates progress through
the course, they are given increasing responsibility and work to integrate individual skills into
collective tasks and missions.
2. Senior Phase. In this phase, Candidates receive advanced leadership studies and scenarios with
an emphasis on officership and self-development. Candidates will participate in senior leader
seminars and social events during this phase. The senior phase is the final refining of the
Candidate done by the cadre to ultimately prepare the Candidate for the officer environment.

1-5. Requirements for Graduation with Honors.

a. All Candidates are encouraged to strive for excellence. Earning a student honor is very prestigious
and indicates excellence throughout the course. The criterion for student honors focuses on the
“whole person” and requires the Candidate to have excelled in physical fitness, academics and
leadership. To be eligible for student honors, Candidates must meet all graduation requirements. In
addition, Candidates must be in the top 33% of the overall course criteria based on academics,
physical fitness, and leadership.
b. The following Candidates are not eligible for honors:
1. Recycled Candidates, with the exception of medical recycles who are in good standing at the time
of recycle, are not eligible for student honors or other recognition. Candidates that are recycled
and inserted into another company will be scored with the gaining company if the gaining
company has yet to execute the POI.

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2. Candidates who receive a Class I or higher disciplinary action are ineligible for student honors or
other recognition.
3. Candidates who fail either the day or night land navigation (first attempt) are not eligible for
student honors as the Distinguished Honor Graduate or Distinguished Leadership Graduate.
4. Candidates who fail any academic exam are not eligible for student honors or other recognition.
5. Candidates who do not receive a first time GO with no retests in the following physical fitness
requirements: foot marches, release runs, and any APFT.

1-6. Student Honors. All Student Awards are sponsored by the OCS Alumni Association. To be
considered for student honors then the following criteria must be meet; must meet all graduation
requirements, must be in top 20% of the entire class, must pass all academic exams on first attempt,
must pass all physical fitness requirements on first attempt, and candidates who fail the land navigation
pre-test, but pass the test are eligible. The following selection criteria are used to determine students
who graduate with specific honors:
a. Distinguished Honor Graduate (DHG) / Jess Walls Award. The Distinguished Honor Graduate is
the highest honor bestowed upon a Candidate at OCS. The Candidate with the highest point total in
the course (categories: physical, academic, and leadership) is designated the DHG.
b. Distinguished Leadership Graduate (DLG) / COL(R) Robert B. Nett Leadership Award. The
COL(R) Robert B. Nett Leadership Award is the second highest honor bestowed upon a Candidate at
OCS. In order to be considered eligible, the Candidate must be a DMG recipient. The selection
process consists of two stages, tabulated votes for each Candidate nominated (limited to one
nominee per platoon) and performance in a battalion-level board. The one Candidate per platoon
attends a battalion-level board consisting of three voting members, the Battalion Commander, the
Battalion Executive Officer and the Battalion Command Sergeant Major. Each board member asks
the Candidates questions and ranks each Candidate on appearance, professionalism, and
knowledge. The Candidate with the highest ranking on the battalion board is declared the COL(R)
Robert B. Nett Awardee.
c. Distinguished Military Graduate (DMG). Qualifying Candidates in the top 20% of the overall course
criteria based on the sum of the total points in the course may be designated DMGs. The following is
an example of how the top 20% are calculated: B Co has 150 candidates for graduation (150 x 20% =
30 candidates). Of the top 30 in the final course standing there are 7 that did not meet the criteria
stated in para 1.6. So the final number of DMGs for B Co is 23 Candidates / Lieutenants.
d. Distinguished Academic Graduate (DAG). The DMG with the highest academic average on the
final academic report is designated the Distinguished Academic Graduate.
e. Distinguished Physical Fitness Graduate (DPFG). The male and female Candidates who have the
highest score (using the APFT extended scale in the Candidate’s age group) on the final APFT are
designated the Distinguished Physical Fitness Graduate. Must score 300 or better. If no one scores
300 or better, then there is no DPFG for that class.

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Chapter 2. THE HONOR SYSTEM

OCS Honor Code: An Officer Candidate will not lie, cheat, steal, or tolerate those who do.

2-1. Origin of the Honor System

a. Professional Responsibility. A profession is an occupational field that, in general, requires
specialized, continuous training and a strong desire to serve. Its members accept responsibility for
their own actions and realize that what they do effects the reputation of the group as a whole. All
professions have established ethical codes that outline the standards of conduct accepted by the
members of the profession and those they serve.
b. Military Code of Ethics
1. Every officer holds a special position of moral trust and responsibility. No officer will ever violate
that trust or avoid his / her responsibility, for any of his / her actions regardless of the personal
cost. An officer is first and foremost a leader of Soldiers. They must lead by example and
personal actions. They cannot manage his / her command to effectiveness…they must be led,
and an officer must therefore set the standard for personal bravery and leadership. All officers
are responsible for the actions of all their fellow officers. The dishonorable acts of one officer
diminish the corps; the actions of the officer must always be above reproach.
2. An officer has the ethical responsibility to be a role model, develop others ethically, and avoid
putting peers and subordinates into ethical dilemmas. As professionals, officers must have the
moral courage to stand up for an unpopular course of action even when those opposed are their
peers or their leaders. Officers must also have the moral courage to take unpopular action
against subordinates when it is necessary. Professionalism requires officers to attempt to correct
their leaders, peers and subordinates when they veer from the military code of ethics. Those who
refuse to change should be purged from the group lest they weaken the reputation of the whole
military organization.

2-2. Purpose of the Honor System. The honor system helps to inculcate in future leaders the basic
fundamentals of professionalism. The honor system is designed to develop in each Candidate those
personal and professional standards of integrity and moral character that are expected and required of all
armed forces officers. The ethical education process is a continuous, lifelong program. It evolves from a
basic understanding of the honor system to a greater awareness and appreciation of the continual
personal development of the military code of ethics.

2-3. Benefits of the Honor System. Through employing the honor system, Candidates establish high
standards and learn to choose the “hard right” over the “easier wrong.” The goal is for honesty to become
a way of life. Adhering to high standards of honesty builds confidence, trust and mutual respect among
leaders, subordinates and peers. Living and working in such an atmosphere can provide many
advantages: a Candidate’s word is never questioned, a Candidate’s personal belongings are safe from
theft or misuse with minimum safeguarding, and a Candidate’s signature is accepted testimony of truth.
These advantages do not come easily. They are the product of the Candidates and cadre’s allegiance
and commitment to the military profession, the honor system and each other.

2-4. Implementing the Honor System. The Officer Candidate School uses the Honor Code to
implement the honor system. The code becomes the foundation for each Candidate’s ethical
development and behavior. The Honor Code is simple in nature, “An officer Candidate will not lie, cheat,
steal, or tolerate those who do.”
a. Lying. Candidates violate the Honor Code by lying if they make an oral or written statement, a
gesture of communication, or quibble in the presence of or to another person with the intent to
deceive or mislead.
1. Oral statements:
a. Candidates are expected to answer questions fully and truthfully even though the answer
may concern their own involvement in an incident.

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b. A Candidate suspected of a criminal offense retains the right to be advised in accordance

with Article 31b., UCMJ, and therefore, has the right to remain silent and not answer any
questions regarding a criminal offense of which he / she is accused or suspected.
c. Candidates should not be asked questions of a deeply personal nature when there is no
official purpose or basis for the questions. In the event Candidates are asked frivolous
personal questions, the Candidate has the right to respond, “Sir that is a personal matter.”
d. If a Candidate is asked to comment on an unpleasant situation, common decency and
etiquette requires that a Candidate’s reply be inoffensive and tactful. Tact is allowed only to
spare the feelings of others; it is never condoned as a means to suppress a truth that a
Candidate does not wish to disclose.
2. Written Statements. A Candidate’s signature or initials affirm a written communication. All signed
documents must be specific and exact in all aspects. Candidates are responsible for reading the
documents and the regulations or orders with which the signature indicates compliance.
3. Gestures. All gestures, such as nodding one’s head or raising one’s hand, to convey a message
to someone else in lieu of oral or written statements must be truthful.
4. Quibbling. Quibbling is the creating of a false impression through evasive wording, the omission
of relevant facts or the telling of a partial truth.
b. Cheating. Candidates violate the Honor Code by cheating when they act out of self-interest by using
or sharing information they or others should not have had access to or by presenting someone else’s
work as their own.
c. Stealing. Candidates violate the Honor Code by stealing when they wrongfully take, obtain or
withhold possessions, money or personal property with the intent to permanently deprive or defraud
the original owner of its use.
d. Tolerating.
1. Candidates violate the Honor Code by tolerating others who violate the Honor Code. This is
perhaps the most difficult part of the Honor Code.
2. If a Candidate overlooks a violation of the Honor Code, he / she is sending the message to
the violator that the action is proper. This undermines the Honor Code, the honor system, and
the military code of ethics. Candidates must remember that when someone commits an honor
violation it shows that he / she lacks integrity and has poor judgment. Neither one of these
character flaws will be corrected without the code being enforced; consequently, the violator will
carry these out into the military organization.

2-5. Enforcing the Honor System.

a. Identifying Policy Violations. The purpose of the honor system is to foster an attitude of integrity and
honor. Intentional violations of policies and regulations can technically be considered dishonorable;
However, the Honor Code should not be used to enforce them. Intentional violations of the OCSOP,
policy letters or rules stated by Platoon Trainers are handled as disciplinary matters. Policy violations
could lead to misconduct elimination from OCS. The following items are examples of policy
violations:
1. Fraternization
2. Unauthorized departure from the company area.
3. Unauthorized absence from scheduled training.
4. Possessing unauthorized items
b. Identifying Honor Code Violations. In order to identify violations of the Honor Code, you must
examine the act and the intent of the accused. The act is the attempt to lie, cheat, steal, or tolerate
such actions on the part of another Candidate. If the accused Candidate’s intent was to misrepresent
the reality and truth of a situation or try to get an unfair advantage over other Candidates, then a
violation has occurred. The intent is the most important factor in determining a violation. If the act or
statement was intended to deceive, then there is no question as to the intended result.
c. Identifying Mistakes. If a Candidate inadvertently commits an act that violates the Honor Code or
policies, then the Candidate has made a mistake. Candidates are not expected to report each other’s
mistakes unless they will lead to safety risks or monetary costs. Mistakes are disciplinary problems
and are punished accordingly.
d. Courses of Action.

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1. Candidates are not expected to report themselves for mistakes or policy violations unless they
feel it is necessary in order to have a clear conscience, ensure the safety of others or save the
military money. A Candidate is expected to be honest and take responsibility if confronted about
a violation by another Candidate or cadre member.
2. If Candidates or cadre members witness a violation, they should analyze the situation and
determine what the act and the intent were. They should address the Candidate who committed
the violation. If the violator’s actions were unintentional, then they should express concern about
the violator’s poor judgment and offer alternate courses of action for the future.
3. Anyone who witnesses what might be an Honor Code violation must report it immediately to
cadre, who will then notify the Company Commander. The Company Commander will make the
determination if the violation should be handled by the cadre chain of command.

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Chapter 3. POLICIES
3-1. General. The policies established at OCS provide uniformity and information for evaluating the
Candidate’s ability to follow instructions, pay attention to detail and demonstrate leadership. The policies
prescribed require strict compliance. Failure to comply may result in disciplinary action, recycle, relief, or
judicial or non-judicial disciplinary action.

a. This SOP is punitive in nature. Violations may result in judicial or non-judicial disciplinary action under
the Uniform Code of Military Justice or appropriate non-punitive administrative action such as corrective
retraining. Any Soldier who violates this SOP could be subject to punishment for a violation of Article
92, Uniform Code of Military Justice, for violation of a lawful order or dereliction of duty.
b. All Candidates must read this SOP.
c. After reading this SOP, all Candidates must then sign a log book containing language whereby they
acknowledge they have read this SOP; which log book shall be maintained by OCS for a minimum of
one (1) year after the last of the Candidate signers to the log book have either graduated or been
removed from OCS.
d. Should a “faculty board” be empanelled pursuant to USAIS Regulation 351-10 to adjudicate any
matters relevant to a Candidate, that Candidate shall by afforded the notification and other due process
provided for in that and any other pertinent regulatory publications.

3-2. Fraternization and Other Prohibited Activities.

a. Relationship between Candidates and cadre, which cause the actual or perceived appearance of
preferential treatment or partiality, are prejudicial to good order, discipline and unit morale.
Candidates and cadre are not authorized to form such relationships.
b. Fraternization as defined by AR 600-20 and DA Pam 600-35 and the following activities between
Candidates and cadre are prohibited: sexual relationships, public displays of affection, close dancing,
handholding, touching, kissing or other similar contact, and personal friendships and drinking together
at unofficial functions.
c. Candidate/Candidate fraternization and other prohibited activities - OCS is a gender integrated
environment and is an intense 24 hour a day course of instruction. Candidate teamwork and loyalty
is paramount in the development of leaders. A Candidate’s actions must be embedded in the Army’s
core values: loyalty, duty, respect, selfless service, honor, integrity and personal courage. Therefore,
Candidates will not engage in Candidate/Candidate fraternization or other prohibited activities.
Failure to follow these guidelines may result in relief from the course. Male and female Candidates
interact closely with one another and must exercise self-discipline and good judgment to prevent
compromising situations. Male and female Candidates are not authorized to engage in any real or
perceived conduct with one another that is unduly familiar. The following guidelines apply:
1. A male and female Candidate will not kiss, hold hands, touch inappropriately or close dance.
A male and female Candidate will not occupy the same piece of furniture (furniture is defined
as chair, sofa, bed, etc.). A male and female Candidate will not sleep or billet in the same
room, tent, or sleeping bag; maintain joint occupancy on or off post in such areas as motel
rooms and apartments; or visit each other’s rooms with doors closed.
2. Doors to barracks rooms must remain open unless Candidates are changing uniforms.
Closed-door meetings must include three or more Soldiers if opposite gender Candidates are
involved.
3. In a field environment, Candidates of opposite gender may occupy the same fighting position.
4. While on pass, two Candidates of opposite gender should not isolate themselves for any
reason.

3-3. Appearance.
a. As a Candidate, you are required to maintain the highest standards of appearance and always set a
positive example. Wear and appearance of Army uniforms will be in strict accordance with AR 670-1
(Wear and Appearance of Army Uniforms and Insignia, dated 3 February 2005), except where
specific changes are outlined in this SOP.
b. Uniforms. Keep all uniforms clean and Wrinkle Free IAW AR 670-1.

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1. Keep boots and shoes highly shined / cleaned at all times.

2. Wear headgear at all times when outdoors, except with the physical training uniform.
3. Wear identification tags at all times.
4. Carry military identification card with all uniforms except the physical training uniform.
c. Hair. Candidates’ hair will be maintained IAW AR 670-1. The only exception is there are no
mustaches allowed for Candidates.
d. Cosmetics. Cosmetics must be conservative and must compliment the uniform (exaggerated or
faddish cosmetic styles are prohibited). Extreme shades of lipstick or fingernail polish are not
allowed, such as gold, purple, blue, or white.
e. Fingernails. All personnel will keep fingernails clean and neatly trimmed so as not to interfere with
performance of duty, detract from the military image, or present a safety hazard.
f. Hygiene and body grooming. Soldiers are expected to maintain good daily hygiene and wear their
uniforms so as not to detract from the overall military appearance.
g. Tattoos.
1. Tattoos or brands anywhere on the head, face, and neck above the class A uniform collar are
prohibited.
2. Tattoos or brands that are extremist, indecent, sexist, or racist are prohibited, regardless of
location on the body, as they are prejudicial to good order and discipline within units.
3. See AR 670-1 (3 Feb 2005), page 5.
h. Body piercing. When on any Army installation or other places under Army control, soldiers may not
attach, affix, or display objects, articles, jewelry, or ornamentation to or through the skin while they
are in uniform, in civilian clothes on duty, or in civilian clothes off duty (this includes earrings for male
soldiers). The term “skin” is not confined to external skin, but includes the tongue, lips, inside the
mouth, and other surfaces of the body not readily visible.

3-4. Leaves and Passes.

a. Candidates’ leave is an exception and taken only in case by case basis. The Company Commander
must approve emergency leaves. Emergencies must be verified through the Red Cross.
b. Passes during the course are a privilege and are approved by the Company Commander. Passes
range from on-post passes to mileage passes.
c. Uniform while on pass is at the discretion of the Company Commander.
d. Leaves and passes are a privilege, not a right. Your conduct while on pass reflects on the Officer
Candidate School, the Army and the Officer Corps. Discretion is advised.
e. Candidates who remain in the billets during pass will ensure they maintain the high standards
required by this SOP. Food will not be allowed inside the rooms. All food will be consumed in the
dayroom. No alcohol is allowed in the barracks.
f. Candidates are required to sign out using the company sign out roster.

3-5. Actions Against Candidates.

a. Types of Actions.
1. Voluntary Relief.
2. Recycle.
3. Adverse Relief.
4. Administrative Relief.
b. Recommending Authority. The Company Commander submits their recommendation to the OCS
Commandant.
c. Approval Authority. The Commandant, 3-11th Infantry Battalion (OCS), has the authority to recycle
or relieve Candidates for all situations except adverse relief. The Commander, 199th Infantry Brigade
retains the approval authority for adverse relief actions.
d. Adverse Relief Actions. The Commander, 11th Infantry 199th Brigade retains the approval
authority for adverse relief. The Commander, 3-11th Infantry Battalion (OCS) serves as the
recommending authority.
e. Appellate Authority. The Deputy Commanding General of the United States Army Infantry Center is
the Appellate Authority for adverse relief actions.
f. All actions will be executed IAW USAIS Regulation 351-10.

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 OCS SOP (MAR 09)

3-6. Candidate Disposition - Recycle.

a. Candidates are recycled to a follow-on class for disciplinary, physical fitness/medical, when they have
not met academic standards for graduation, or other administrative reasons. Their continuation is
justified under the “whole person” concept.
b. Grounds for recycle include, but are not limited to:
1. Compassionate or hardship reasons. Health, welfare or financial problems of immediate family
members that substantially interfere with continuation in the course or cause Candidates to miss
an excessive or critical amount of training while on emergency leave.
2. Medical Circumstances. Inability to complete the course because of poor health or missing an
excessive or critical amount of training through hospitalization, appointments or duty limitations
directed by a medical officer, as per AR 350-51. The Company Commander will consider a
possible recycle for profiles that:
a. Cause a Candidate to limit participation in physical activities, routine duty, or miss seven or
more consecutive scheduled physical training periods or events.
b. Prevent a Candidate from participating in mandatory course requirements or miss a
substantial portion of critical training. Examples are: Leaders’ Reaction Course, Field
Exercises, foot marches, physical training runs.
3. Failure to progress. A Candidate who fails to show progress in performance; physical fitness,
subjective evaluations, motivation, attitude, aptitude or conduct, may be considered for recycle
into another class. Although not cause for formal disciplinary action, failure to progress is less
than acceptable and/or detrimental to the interest of the other students in the class.
4. Cadre will evaluate each Candidate in the areas listed below. A failure in any of these areas may
be grounds for recycle.
a. Head and Heart. Candidate demonstrates the intellect, maturity, drive, and desire expected
of an officer.
b. Fitness. Candidate demonstrates the fitness levels and physical aptitude expected of an
Army Leader.
c. Selflessness. Candidate places the needs of the mission before their own needs.
d. Teamwork. Candidate demonstrates the understanding of their team, its role in the larger
organization, and provides value added by supporting subordinates, peers, and superiors.

3-7. Candidate Disposition- Relief.

a. Adverse Relief. Adverse relief is the involuntary dismissal of a student from a course due to
academic deficiency, leadership deficiency, misconduct, honor code violations, lack of motivation,
lack of adaptability, or otherwise failing to satisfy standards for graduation.

1. Ground for adverse relief include, but are not limited to:
a. Honor Code violations. A Candidate will not lie, cheat, steal, or tolerate those who do. A
violation of this code may result in a recommendation for elimination. See Chapter 4 for
detailed information on the Honor System.
b. Academic deficiency. Deficiency is defined as a failure of four academic evaluations or failure
to attain a minimum score of 70 percent on each examination and its scheduled re-test.
c. Failure to progress. A Candidate who fails to show progress in performance, physical fitness,
subjective evaluations, motivation, attitude, aptitude or conduct, may be considered for
recycle from into another class or considered for relief. Although not cause for formal
disciplinary action, failure to progress is less than acceptable and/or detrimental to the
interest of the other students in the class.
d. Disciplinary reasons. Failure to cooperate in routine requirements or adhere to course
standards may result in disciplinary actions. Candidates who receive two disciplinary actions
(Class I or II) may be placed on probation. Candidates committing any offense punishable by
UCMJ action will be considered for elimination under this provision.
e. Leadership development deficiencies consist of failures to display leadership qualities
appropriate to one’s grade, experience and degree of training. Candidates who fail over 50%
of their leadership evaluations may be recommended for recycle or elimination.

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 OCS SOP (MAR 09)

f. Lack of adaptability. A Candidate who fails to adapt to the OCS and military environment;
Soldierly habits, teamwork, mental and physical stress, or who acts contradictory to normally
expected behavior may be recommended for relief.
g. Lack of motivation consists of a Candidate whose performance is characterized by failure to
exert reasonable effort to succeed, constant malingering, or a personal attitude which
demonstrates little or no desire to complete the course or particular events.
h. Falsifying or omitting facts or information on application. Knowingly falsifying or omitting facts
on personal application.
i. Misconduct. Includes but is not limited to:
1. Alcohol abuse.
2. Integrity issues.
3. Possession, use, sale, or transfer of any narcotic, hallucinogen, controlled substance or
narcotics paraphernalia.
4. Conduct that would constitute a violation of the Uniform Code of Military Justice (UCMJ),
the Honor Code, or Georgia State Law.

b. Administrative Relief. Candidates are administratively relieved when necessitated by student

illness, injury, compassionate grounds, or other reasons beyond the student’s control. Grounds for
administrative relief include, but are not limited to:

1. General.
a. Administrative recall (Relief). A Candidate is administratively eliminated from OCS when
he / she is recalled by a controlling agency (component) or parent organization (unit) for
reasons not related to academic deficiency. Unit deployment to combat is an example.
b. Compassionate or hardship reasons (Relief). A Candidate is administratively eliminated
form OCS when he / she immediate family member has health, welfare or financial problems.
If these problems substantially interfere with continuation of training or cause a Candidate to
miss an excessive amount of training, then that Candidate may be given a compassionate
relief from the course. Relief under this provision does not guarantee reassignment to a
desired area, release from the program, or release from the service.

2. Security reasons. Candidates must have at minimum an “Interim Secret” Clearance prior to the
start of the course.

3. Medical circumstances. Inability to complete the course because of poor health, inability to
pass a standard three-event APFT, or failing to meet height and weight requirements prior to
graduation. Candidates who receive temporary profiles for more than 30 days or concurrent
temporary profiles for more than 30 days (to include recovery time of twice the length of the
profile) may be relieved. Mental health difficulties other than situational maladjustment will be
considered under this category.
a. If the injury is not rehabilitated within the one-year time limit, the Soldier can reapply for
OCS when they can meet the Procurement Medical Fitness Standards prescribed in AR
40-501 and possesses a physical profile serial of at least 222221. This statement must
be annotated on the DA Form 785.
b. Soldiers desiring to return to OCS within one year must submit a DA Form 4187
requesting reinstatement to OCS. Soldier must also include a completed physical by an
Army doctor granting him clearance to attend OCS and a DA Form 705 verifying that he /
she has passed the APFT within 1 month of his / her request for reinstatement. A letter of
recommendation from his / her current commander and a copy of his / her original DD
Form 785 must be attached. Additionally, soldier must meet the criteria in para 1-5l. of
AR 350-51.
c. College option Soldiers wanting to return to OCS after one year must submit a new OCS
application packet in accordance with AR 350-51. Additionally, the original DD Form 785
must be submitted with the application packet to DA PERSCOM.

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 OCS SOP (MAR 09)

3-8. Unauthorized Items. The unauthorized items list (Appendix G) is developed to ensure good order
and discipline in the OCS barracks living environment. Candidates will participate in an inventory process
at the beginning of the course. Any unauthorized items will be identified and stored in the company
storage room during the course. Candidates will be counseled on unauthorized items and will be held
responsible for any unauthorized items in their possession following the inspection and storage.
Candidates may be considered for recycle or relief for violation of the unauthorized items after the
inspection and storage process.

3-9. Religious Practices. The Officer Candidate School will make every attempt to allow all soldiers to
attend worship services as the training schedule allows.

3-10. Leaving the Company Area.

a. When leaving the company area (i.e. sick call, pass, etc.), Candidates must sign out in the student
orderly room and the platoon sign out book.
b. Candidates will request to leave the company area through their respective Platoon Trainer if the
reason is not part of a Company Commander approved pass or training. The student leadership will
maintain the sign-out book and report violations to the Senior Trainer.
c. The Company Commander or OCS Commandant may excuse a Candidate from a scheduled class.
d. The Company Commander, First Sergeant, or Senior Trainer are the only ones who can grant
permission for a Candidate to leave the Battalion area for occasions other than training.

3-11. Privately Owned Vehicles.

a. References: USAIC Reg. 385-2 (Accident Prevention Program)
b. All vehicles must possess a valid DOD sticker and comply with Fort Benning and USAIC regulations.
The company POV Officer will coordinate to have POVs registered as early in the course as possible.
Candidates will need the following documents: valid driver’s license, proof of ownership, and proof of
insurance and valid registration.
NOTE: Motorcycle owners must comply with Fort Benning and USAIC Regulations. Candidates will not
be provided time to gain compliance with Fort Benning and USAIC Regulations relating to motorcycle use
during OCS.
c. The student company POV Officer will:
1. Maintain, by platoon, an index card file, a POV safety inspection file and a DA Form 3626 file.
2. Provide a list of Candidate POVs for the student Executive Officer’s notebook.
3. Have all vehicle owners fill out a DA 3626 and give completed forms to the company POV Officer.
4. Hold vehicle safety inspections (securing unattended POVs) at the following times: at the
beginning of the cycle, prior to all holidays, upon the cadre instructions, or acquisition of a vehicle
and prior to a field exercise.
5. Report all traffic violations or accidents to the proper civilian or military police authorities.
6. Report all incidents of theft or vandalism involving POVs to the platoon TRAINER and the
company POV Officer.
d. Candidates attending OCS will park their vehicles (adjacent to Riordon Street in the parking lot south
of the battalion dining facility.) DO NOT park in any parking place or lot other than the one specified
for any reason at any time.
e. Your vehicle must remain locked when not in use. The Military Police will ticket any vehicle found
unsecured on Ft. Benning. Items stored in the vehicle will be stored in the trunk. Secure all high
value items in the company storage rooms.
f. Vehicle owners will periodically inspect vehicles for damage and start vehicles in order to recharge
batteries.
g. Vehicle use is authorized during the course under the following conditions.
1. Weeks 1-3. Vehicles will only be used on weekends in conjunction with an approved pass from
the company commander.
2. Weeks 4-7. Same as weeks 1-3 plus: Vehicles may be used on post for personal business only
during study time and only on post. Off post authorization can be granted by exception by the
duty trainer.
3. Weeks 7-9. POV usage is not authorized from Monday of Week 7 thru Friday of Week 9.

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 OCS SOP (MAR 09)

4. Weeks 10-12. Vehicle usage on and off post is authorized without approval of the trainers,
however, it must be during study time or weekends, and must not interfere with unit mission.

3-12. Privately Owned Weapons.

a. References: AR 190-11 (Physical Security Arms, Ammunition and Explosives), USAIC Reg. 210-5
(Garrison Regulations), USAIC 210-50 (Family Housing Management)
b. Candidates that have privately owned weapons must register them with the Provost Marshal and
have them stored in the unit arms room immediately following arrival onto the installation. The use
and transport of privately owned weapons maintained in off-post quarters is prohibited on the
installation unless the weapon is registered.
c. The carrying or possession of the following weapons is prohibited: unregistered firearms or pellet
guns, switchblade knives, knives with blades in excess of three inches in length, brass knuckles,
leaded canes, gas dispensers, starter pistols, explosive devices (to include ammunition), projectiles,
num-chucks, devices designed or altered to permit its use as an unregistered weapon, blackjacks,
rappers, raps, or other related devices, and pyrotechnics of any type for other than authorized use.
d. Candidates will turn in any unauthorized weapon IAW their company arms room SOP and Brigade
SOPs.

3-13. Telephones.
Candidates are authorized to have cellular phones while at OCS. Use of phones is limited by the
training schedule and to certain locations. Cell phones are not authorized in classes or at Infantry
Hall (Building 4). Any cell phones used (that ring) outside of authorized times or in class may be
confiscated by the cadre and will result in a Class II and loss of the privilege for a time specified by
the Company Commander.

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Chapter 4. EDUCATION & TRAINING

4-1. General. The training of Soldiers to assume the responsibilities of commissioned service in the
United States Army is a mission of great national importance. OCS training and education gives the
Candidate a strong foundation to begin his / her career as an officer. The training a Candidate receives
focuses on fundamental leadership development, introductory development of technical and tactical skills,
and attitudes and values conducive to successful commissioned service.

4-2. Academics.
a. General. The staff and faculty at the Infantry School endeavor to make your training as meaningful,
beneficial and professional as possible. To fully accomplish this objective, you must thoroughly
understand the academic policies, programs and procedures established for the Officer Candidate
School. Academic development is the responsibility of the instructional departments of the United
States Army Infantry School and the 11th Infantry 199th Brigade under the supervision of the
Assistant Commandant, USAIS.
b. One of the principal responsibilities of each Candidate is to study, understand and retain the
academic instruction presented. Study time is available and preparation for each class is the
Candidate’s responsibility.
c. The Candidate leadership receives a training schedule, student courseware / digital package, and all
preparation requirements approximately one week prior to the schedule becoming effective.
Candidates are responsible to prepare for classes as appropriate and study to acquire the knowledge
required to pass respective tests.
d. It is the responsibility of the Candidate to study the advance sheets for each period of instruction and
to be prepared to meet the performance objectives required for that class.
e. Candidates must pass all written examinations or retests with a score of 70% or higher. Only one
retest is given per test except under special circumstances. Exceptions to the retest policy are
recommended by the Company Commander to the OCS Battalion Commander and approved by the
Course Convening Authority. Failure of a retest is grounds for recycle or possible elimination from
the course. Candidates are only authorized a retest if they fail to score 70% or higher on the original
test. Candidates are not authorized to take more than a total of three academic retests in any one
OCS class cycle. A fourth failure, where the candidate fails to score the minimum passing score of
70%, results in either a recycle or possible elimination from the course.

4-3. Academic Examinations.

a. There are 900 possible points for academics during OCS.

TITLE DEPT WEIGHT

Tactics and Operations (3 quizzes) CATD 200
Call For Fire (1 test) CATD 100
Supply and Training Management (1 test) CATD 100
History (2 test) CATD 100
Military Intelligence (1 test) CATD 100
Leadership, Military Justice & Ethics (1 test) CATD 200
ACADEMIC TOTAL 900

b. Scheduled examinations take precedence over all absences, except bona fide emergencies or
illness. Under no circumstances will a Candidate fail to take an examination because of missed
instruction covered by that examination.
1. Students who miss examinations must coordinate through their Trainer to take the test.
2. If an examination is missed due to an unauthorized absence, the student will receive a score of
zero.
3. If a Candidate misses two or more examinations and the supporting instruction due to authorized
absences, his / her record will be reviewed to determine status and appropriate action.
c. Re-tests

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1. Re-tests are given only on those areas/sections that were failed (obtained a score of less than 70
percent) during the examination.
2. The maximum attainable score on a re-test for purposes of computing course average is 70
percent.
3. Only one re-test is authorized per subject. Exception to this policy is at the discretion of the
commandant
d. Reclama. If a Candidate believes that his / her examination has been graded incorrectly, the student
may request a re-grade through his / her Trainer.

4-4. Field Leadership Exercises (FLX).

a. FLXs are the best means of evaluating leadership within the parameters of OCS. FLXs provide the
opportunity to apply leadership and tactics instruction to realistic war fighting scenarios and
demonstrate skills in a field environment. FLXs provide direction through the application of decision
making, planning and supervising techniques. Once the potential of the Candidate is identified, it can
be further developed under simulated combat scenarios. During FLXs, Candidates receive the
maximum number of leadership opportunities available. The trainer/evaluator will give feedback on
how the Candidate performed. After Action Reviews (AARs) are done during and after the FLXs as
an additional means of allowing Candidates to learn and grow.
b. Each FLX are progressive in nature, beginning with individual/team development through platoon
development. The sequence and general content of the field exercises are as follows:
1. FLX 1. This exercise is 4-5 days in duration and concentrates on training individual and team /
squad level tactics and concludes with a 7 mile foot march.
2. FLX 2. The 12 day field leadership exercise is conducted in the local training area. The exercise
consists of Squad STX, Platoon STX and concludes with a 10 mile foot march. The focus of the
exercise is to evaluate Candidate’s ability to lead in a simulated combat environment.

4-5. Physical Training.

a. General. The goal of the physical fitness training program is to improve the physical stamina and
fitness of each Candidate. It emphasizes running, endurance and upper body strength. The program
challenges Candidates early in the course and progresses to building a program using obstacle
courses, combatives, daily physical training and foot marches.
b. Objectives. The objectives of the OCS Physical Fitness Program are two-fold: first, teach
Candidates the proper method for conducting a unit level Physical Fitness Training Program.
Second, assist the Candidates in achieving and maintaining a high level of physical fitness while
attending the course.
c. In addition to daily physical training, Candidates will participate in the following:
1. Confidence obstacle course.
2. Two 5 mile, two 7 mile, and one 10 mile foot march.
3. Up to 5 mile platoon runs.
4. Battalion, Company and, Platoon formation runs (up to 5 miles).
5. 3, 4 and 5 mile release runs.
d. APFT. Candidates will take two record physical fitness tests and one Candidate graded APFT
during the course.
e. Profiles. Candidates with medical profiles (temporary) attend scheduled physical training periods
and participate within the limits of their profiles. Candidates who are unable to participate in the field
leadership exercises or confidence obstacle courses will be evaluated for continuance in the program.

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Chapter 5. LEADERSHIP DEVELOPMENT AND EVALUATION

5-1. General.
a. The leadership evaluation program at OCS is based on the premise that leaders are developed by
leading, using proven techniques that have been historically effective. It initially requires the
Candidate to follow a prescribed format and moves gradually toward allowing individual initiative in
problem solving.
b. The instruction and practical application of leadership skills in OCS are closely coordinated with and
reinforce the formal leadership instruction presented by the Infantry School.

5-2. Leadership Assessment. Cadre assesses leadership performance during garrison and field
training. Candidates must receive an evaluation of “S” or better on not less than 50% of all evaluations.
Not all leadership dimensions are evaluated during each leadership performance evaluation.

5-3. Troop Leading Procedures.

a. One of the most important tools in successful leadership is understanding and applying the eight
steps of the Troop Leading Procedures (TLP). Therefore, OCS stresses the use of the TLP as a
means to effectively accomplish the mission. The eight steps of the TLP are:
1. Receive the Mission: Get the orders for what the unit is to do.
2. Issue the Warning Order: Alert subordinates so they can begin to prepare for the mission.
3. Make a Tentative Plan: Decide on a general “ball park” plan.
4. Initiate Necessary Troop Movement: Start troops toward the location where the action is to
take place.
5. Conduct Reconnaissance: A continual process during the TLP that is conducted to confirm or
adjust tentative plan. Information gathered, when significant, can cause a change of plan or
even the mission.
6. Complete the Plan: Adjust the tentative plan to fill in the specific details of the mission.
7. Issue the Complete Order: Explain the plan to subordinates and check for understanding.
8. Supervise: Continuously check on the action taking place and make necessary adjustments.
b. The eight steps of the TLP provide a format to follow in any leadership situation. As the leader
gains experience, he will employ the TLP automatically with little conscious thought given to the
actual steps.
c. Each candidate receives opportunities in both garrison and field environments to demonstrate
their ability to properly use the TLP to accomplish a mission. The Trainer’s will counsel
Candidates on their strengths and shortcomings during leadership assignments and assign
retraining where applicable. The failure to correct leadership shortcomings after counseling will
result in recycle or elimination.

5-4. Performance Based Leadership Assessment.

a. Leadership evaluation at OCS measures performance and potential. OCS is structured in a manner
that affords each Candidate ample opportunity to perform. Performance is the basis for all
evaluation. Therefore, all Candidates have an equal opportunity to excel. Performance on diagnostic
tests, Candidate Leadership responsibilities and individual responsibilities serve as an indication of
leadership ability.
b. Candidate Leadership Responsibilities. Candidates will be evaluated while performing duties in a
leadership position. Candidates will serve in evaluated leadership positions in garrison and in the
field.

5-5. Assessment Forms. The assessment process involves the Candidates using the Self-Assessment
Report, Spot Report and Peer Rating Form.
a. Self-Assessment Report. Candidates complete the self-assessment report within 24 hours after
completing their leadership position. The form allows the Candidate to have an active role in the
evaluation process. It will summarize his / her own performance and list his / her strengths and
weaknesses (as he / she perceives them and based on the Trainers raw observations) before the

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Trainer counsels him / her. After counseling, the Candidate will complete the second portion of the
self-assessment report (summary of counseling).
b. Spot Report. The Trainers use this form to record a Candidate’s behavior, on the spot, for very
negative or very positive behavior.
c. Peer Rating Counseling Form. There are three Peer Rating Assessment Counseling periods during
the course. The Peer Counseling Rating Form is completed by Trainers after each peer assessment.
The form summarizes the Candidate’s peer assessments, positive and negative, and cadre
observations.

5-6. Leadership Dimensions.

a. Army Values. Principles or qualities intrinsically desirable. This is taken directly from the Army OER
form. The Evaluation Report indicates either a “yes” or “no” for the Candidate.
1. Loyalty. Bear true faith and allegiance to the U.S. Constitution, the Army, and other soldiers.
2. Duty. Fulfill your obligations.
3. Respect. Treat people as they should be treated.
4. Selfless-Service. Put the welfare of the nation, the Army and your subordinates before your own.
5. Honor. Live up to all the Army values.
6. Integrity. Do what’s right, legally and morally.
7. Personal Courage. Face fear, danger, or adversity (physical and moral).
b. Attributes. This section is directly from the Army OER form as well. The evaluator indicates an “E”
for “excellence”, “S” for “satisfactory”, or “N” for “needs improvement” in each area. Comments are
provided in another portion of the evaluation form.
1. Emotional.
a. Self control: Always in control of emotions regardless of the situation. Gives subordinates
perspective at all times. Knows how to send the intended message with the intended amount
of emotion, is cool-headed.
b. Balance: Displays the right amount of emotion for the situation, self-control allows for balance
and gives the leader the ability to lead and motivate in the toughest of circumstances.
c. Stability: Steady, levelheaded and calm in the face of the most difficult situations.
2. Mental.
a. Will: Will gives the soldier or leader the drive to continue, regardless of the situation or the
conditions. This is the inner drive that enables us to drive on and complete the mission.
b. Self Discipline: Self discipline gives the leader the ability to master his / her own impulses.
Leaders must think clearly in order to act responsibly. Self discipline is the lynch pin that
allows this to happen.
c. Initiative: Initiative is the ability to act when there is none or little guidance. The leader who
displays initiative is a self-starter and has the ability to see requirements that are not always
spelled out. Clear understanding of the commander’s intent allows a leader to exercise
initiative to accomplish a mission.
d. Judgment: Make the best decision for the situation. Good judgment means the ability to
juggle information that may or may not be clear, analyze and compare courses of action and
come to the best decision for the situation.
e. Self-Confidence: The faith that the leader will act correctly and properly given a situation.
The ability to make an attempt. Competence gives leaders confidence, and the more
confident the more competent they become.
f. Intelligence: The ability to think, learn and reflect. Intelligence comes from the ability to
combine knowledge from study, skills from experience and have the ability to reflect on the
past and learn from it.
g. Cultural Awareness: Sensitivity to the cultural backgrounds of soldiers. Sensitive to the
culture of the country you are in and aware of the differences. Leaders must take advantage
of these differences and identify commonalities in order to build cohesive teams.
3. Physical.
a. Health Fitness: Everything you do to maintain good health. Healthy soldiers perform better
under stress and leaders must be healthy in order to lead soldiers in the most stressful times.

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b. Physical Fitness: Set the standard. Leaders must maintain the highest level of physical
fitness since unit readiness begins with physical fitness. A unit that is not fit will not endure
the hardships of combat, regardless of branch or job.
c. Military Bearing: Look and act like a soldier. Know how to wear the uniform and wear it with
pride. Meet height/weight standards and always carry yourself as a soldier.

c. Skills.
1. Interpersonal.
a. Communicate: Transmitting a message in a clear, concise manner so the intended receiver
understands it. Being able to communicate verbally and in writing.
b. Supervise: Check and recheck, find the balance between over supervision and not
supervising enough. Supervision within the span of control.
c. Counsel: The ability to outline a plan for the unit or the subordinate to reach an individual or
unit goal. Ultimately resulting in a plan of action or a road map for improvement.
2. Conceptual.
a. Critical Reasoning: Problem solving, understanding situations, finding causes and arriving at
justifiable solutions.
b. Creative Thinking: Thinking outside the box, finding new solutions to old problems or creative
solutions to know problems.
c. Reflective Thinking: Open to feedback from all sources, be able to listen and use the
feedback. The ability to take information, assess it and apply it to behavior to explain why
things went well or wrong.
d. Ethical reasoning: Define the problem, know the relevant results, develop and evaluate
courses of action, and choose the course of action that best represents the Army values.
3. Technical.
a. Know Equipment: Know your equipment and how to operate it. Understand the concepts
behind the equipment and how it’s used.
b. Operate equipment: Set the example and learn to operate the equipment you and your
soldiers are responsible for.
4. Tactical.
a. Know Doctrine: Understand the art and the science of doctrine.
b. Field Craft: Know and pass on the skills required to sustain in the field.
c. Tactical Skills and Training: Be the primary trainer for individuals and teams. Exercise this is
by using the span of control and train as you fight.
d. Actions.
1. Influencing.
a. Communicate: Make your subordinates understand you by using a variety of means. The
responsibility rests with the leader to make subordinates understand.
b. Decide: Use of the problem solving steps. Identify problems, identify facts/assumptions,
generate alternatives, analyze and compare alternatives, decide, execute then
evaluate/assess results.
c. Motivate: Give subordinates the will to accomplish the mission by providing direction and
purpose. Empower subordinates and use positive reinforcement as situation dictates.
2. Improving.
a. Develop People: The ability to train and prepare subordinates to assume positions of greater
responsibility.
b. Build teams: Training small teams is the cornerstone of the Army team. Getting people to
work together, execute thoroughly and quickly, thrive on challenges and learn from
experience is how we build teams.
c. Learn from Experience: Look at situations and experiences and learn from them, do not make
the same mistake twice. Teams are learning organizations and leaders are the teachers that
enable the team to learn.
3. Operating.
a. Planning: A plan is a proposal on how to execute a mission or directive. Be able to plan for
both specified and implied missions. Use reverse planning, starting with a desired end state
and work towards the time now.

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b. Preparation: When leaders plan subordinates prepare. Leaders give their soldiers the time to
prepare with good use of warning orders and information updates. Must use rehearsals to
allow for this to happen.
c. Executing: The act of accomplishing the mission to standard and on time, including the ability
to change with changing situations and adapt to these changes.
d. Assessing: The ability to see through the battlefield clutter and get a true read on what went
right and wrong, and most importantly how to correct weaknesses.

5-7. Student Leadership Positions.

a. The student leadership includes positions from team leader to company commander. Squad leader
and above are evaluated and require formal individual counseling. Positions are rotated to provide
each Candidate the maximum opportunity for leadership development. The student leadership
serves to facilitate control of the company and to provide Candidates leadership development and
evaluation opportunities as well as supervise and inspect all Candidates on extra duty.
b. The Candidate leadership consists of the following positions:
1. Company Headquarters (referred to as the Top Three)
a. Company Commander (CO)
b. Executive Officer (XO)
c. First Sergeant (1SG)
2. Platoon Level
a. Platoon Leader (PL)
b. Platoon Sergeant (PSG)
c. Three to four Squad Leaders (SL’s)
d. Six to eight Team Leaders (TL’s)
c. Candidates occupying leadership positions will be evaluated IAW the Leadership Assessment
Program. The rating scheme for leadership positions is outlined below.
POSITION RATER
Squad Leader PLT Trainer
Platoon Sergeant PLT Trainer
Platoon Leader PLT Trainer
First Sergeant 1SG
Executive Officer SR Trainer
Company Commander CO
d. Duties and Responsibilities. It is up to the Candidate leadership to best use their time, troops and
material to accomplish assigned tasks. Although it is desirable to relate the task requirements as
closely as possible to the tasks a new lieutenant will face, it is not entirely possible. However, while
the task may not be relevant, the skills and overall attitude of the Candidate employed for successful
completion of these tasks are entirely relevant to the needs of a junior officer. The Candidate
leadership has numerous administrative assignments involving the gathering of information, its
analysis and the preparation and submission of reports.
e. At least 24 hours before the scheduled change of command the trainer will notify the next set of
Candidate leadership.
f. Company (Top 3) Candidate leadership positions normally rotate every 7 days. The length of platoon
leadership positions in garrison is left to the discretion of the Trainer, but will not exceed 7 days. Field
leadership positions rotate at the Trainer’s discretion.
g. The specific duties of Candidates assigned to leadership positions are listed below. Each Candidate
will familiarize himself with the responsibilities before assuming that position. The Company
Commander and Trainers may add additional duties.

5-8. Leadership Duties.

1. Candidate Company Commander (CO).

a. The Candidate Company Commander (CO) is responsible for all that his / her company does or
fails to do. He plans, makes timely decisions, issues orders, delegates tasks and personally
supervises company activities.

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b. Additionally, the CO is responsible for conducting the troop leading procedures and orders
process. Using the TLPs and orders he / she prepares the company for upcoming training as
appropriate. This is done using input from the Company Training Schedule for the class,
battalion policies / SOPs, precedents from previous operation orders and information from the
cadre.
c. The Candidate CO exercises command through his / her XO, 1SG and PLs. He also uses his /
her company level additional duty officers to accomplish his / her missions.
d. The Candidate CO is responsible for the discipline, welfare, morale and control of his / her
company. Furthermore, he / she will:
1. Supervise the XO and the 1SG in the accomplishment of their mission.
2. Supervise the PLs in supporting and enforcing the policies, procedures and standards set
forth in the OCS program and take positive action to correct deficiencies.
3. Be responsible for all status reports.
4. Move the company to and from areas of instruction in a military manner.
5. Counsel subordinates on expectations.

2. Candidate Executive Officer (XO).

a. The XO is the principal assistant to the Candidate CO and acts as his / her chief advisor and
administrator. The Candidate XO should do everything possible to relieve the CO of
administrative burdens through the proper management of his / her resources, time, personnel
and material. The Candidate XO will assume command of the company in the absence of the
Candidate CO.
b. He will report to the place of instruction, with the XO detail ten minutes ahead of the company to
make preparations for the class.
c. The XO will ascertain the exact location and route of travel to training areas and will inform the
Candidate CO of such.
d. Coordinate with cadre 1SG or Senior Trainer for arms issue and turn in. The Candidate XO will
use platoon Arms Room Officers to supervise operations and will arrange with the company
Supply Officer for all supply needs.
e. Enforce supply discipline.
f. Maintain the XO’s book. The XO’s book will be neat, presentable, updated and will include at a
minimum:
a. Training schedule.
b. Current operation order.
c. Daily weather forecast.
d. Medical Evacuation Procedures (MEDEVAC).
e. Important telephone numbers- (Battalion, Company, MP, MEDEVAC, and Supply).

3. Candidate First Sergeant (1SG).

a. Monitors and coordinates control of all matters pertaining to logistical needs and administrative
actions with the cadre 1SG. Close coordination with the Candidate CO, Candidate XO and major
company level additional duty officers is vital. Active communication and supervision through the
platoon sergeants is essential, but this communication should complement the formal chain of
command, not circumvent it.
b. Formation Accountability
1. The Candidate 1SG will form the company and receive the report in accordance with the
procedures outlined in Chapter 7, FM 22-5. Additionally, the 1SG will prepare an index card
of the company accountability for the Duty Trainer and will update this card following
formations or changes in personnel status.
2. The Candidate 1SG will maintain an accurate accountability status report at all times. This
accountability is to be obtained no later than 5 minutes prior to any formation. PSGs will
make an informal report to include any Candidates not present for duty and the reason for
their absence (sick call, leave, etc.)
3. The Candidate 1SG will keep the Candidate CO and Candidate XO informed of the current
accountability status at all times.
c. Classroom Accountability.

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1. Candidates leaving or returning to any instruction must first check with the Candidate 1SG
and Duty Trainer.
2. Any time the status changes the student 1SG will inform the duty Trainer.
3. When the class is divided into two sections, accountability must be kept in both sections.
d. Police Details.
1. The outdoor areas designated by the cadre 1SG are to be mowed, trimmed and policed of
litter.
2. Company details include not only outdoor maintenance and police of grounds, but also indoor
maintenance, (i.e., offices, stairwells, hallways, latrines, unoccupied rooms and day rooms.)
3. Complete details prior to moving to training. They are subject to inspection after this time and
are to be maintained after return from class.
e. Special Details. The following are details that are rotated on a daily basis among the platoons.
1. Company CQ. The Candidate Orderly Room will have two runners at all times except during
study hall, personal hygiene time and scheduled training.
2. Miscellaneous details are responsible for any work the company 1SG or CO may require.
f. Counsel subordinates on expectations.

4. Platoon Leader (PL).

a. The platoon leader commands the platoon and is responsible for the discipline, welfare, morale
and control of his / her subordinates. Ultimately, he / she is responsible for everything the platoon
does or fails to do.
b. The PL commands primarily through the squad leaders (SL), delegating authority through the
platoon sergeant (PSG). The platoon leader will ensure that:
1. Proper accountability is maintained.
2. PSG and SL’s are fulfilling their responsibilities.
3. Platoon members receive information necessary for the platoon to accomplish the assigned
mission.
4. An equitable distribution of details and privileges exists and Candidate’s personal needs are
taken care of.
5. Platoon additional duty officers receive supervision and coordinate their work to ensure timely
completion of assigned missions.
6. Candidates are spot checked for appearance, required knowledge and preparedness for
training.
7. The Platoon Training officer receives a daily briefing on the status of the platoon. This
briefing will include, but is not limited to, morale, individual personal problems, inspection
results, anticipated problems and planned courses of action for improving platoon
performance.
8. Inspect Candidate’s weapons, sensitive items and platoon equipment before, during training
and prior to turn in.
9. A platoon notebook is maintained and contains the following items: platoon roster, additional
duties roster, leadership, phone numbers of selected post facilities and any additional items
required by the Platoon Trainer.
10. Counsel subordinates on expectations.

5. Platoon Sergeant (PSG).

a. The PSG is the principal assistant to the PL and will assume command of the platoon in his / her
absence.
b. The PSG will:
1. Conduct formations in accordance with Chapter 7, FM 22-5 (Army Drill and Ceremonies) and
assist the PL in the control of the platoon during movement.
2. Maintain accurate accountability of members of the platoon at all times.
3. Enforce the regulations and directives of OCS.
4. Ensure that platoon members maintain and account for equipment at all times.
5. Distribute pertinent information to the platoon in a timely manner.

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6. Maintain control of and ensure compliance by the platoon of all SOPs and directives when
the platoon is in Infantry Hall, at all training sites and when on busses traveling to and from
training.
7. Form the platoon prior to meals and march the platoon as a unit to the DFAC.
8. Assist the PL in conducting inspections of the platoon area.
9. Coordinate with the Candidate 1SG in all administrative matters concerning the platoon.
10. Ensure the platoon bulletin board is maintained and up to date.
11. Prepare and maintain a daily platoon status report for the Platoon Trainer.
12. Counsel subordinates on expectations.

6. Squad Leader (SL). The SL is the direct supervisor of the individual squad members and will
ensure:
a. The personal appearance and cleanliness of squad members.
b. Squad members maintain and account for all government property issued.
c. A squad status is maintained, to include the location and activity of squad members.
d. The squad is prepared to accomplish the assigned mission.
e. Candidates are present for all formations or properly accounted for.
f. Each squad member’s room, desk and wall locker is inspection ready at all times.
g. The squad properly completes details in accordance with established policies and standards.
h. All squad members are kept informed.
i. Changes in the squad status are reported to the PSG.
j. Counsel subordinates on expectations.

7. Team Leader (TL). The TL assists the squad leader in supervising the individual squad members.
He assists him in ensuring:
a. The personal appearance and cleanliness of team members.
b. Team members maintain and account for all government property issued.
c. A team status is maintained, to include the location and activity of the team.
d. The team is prepared to accomplish the assigned mission.
e. The team is present for all formations or properly accounted for.
f. Each team member’s room, desk and wall locker is inspection ready at all times.
g. The team properly completes details in accordance with established policies, standards and
squad leader guidance.
h. All team members are kept informed.
i. Counsels subordinates on expectations.

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Chapter 6. DISCIPLINE

6-1. General.
a. Discipline is achieved through effective leadership.
b. Disciplined units begin with disciplined Soldiers of character. Soldiers with discipline are orderly,
obedient and dependable. They do their duty promptly and effectively in response to orders, or even
in the absence of orders.
c. The OCS Disciplinary System discussed in this chapter addresses incentives for excellence and
corrective or punitive actions for violations of the policies of the OCS program. This system is used to
maintain high standards of disciplined performance.
d. Uniform Code of Military Justice (UCMJ). All personnel on active duty or active duty for training who
are assigned to this organization are subject to the provisions of the UCMJ. Personnel committing
serious offenses, flagrantly violating unit policies and procedures or demonstrating inappropriate
behavior are subject to punishment under the UCMJ. Punishment administered under the UCMJ will
result in elimination from the program.
e. Punitive methods used within the Officer Candidate School program are Class I or II punishment and
UCMJ.
f. Administrative methods to correct a deficiency or poor performance are:
1. Cadre may issue a verbal reprimand to correct a minor violation. A Candidate must ensure he /
she understands the violation and what actions are necessary to avoid repeating the same
violation.
2. Formal counseling. Cadre may formally counsel a Candidate to correct a violation. Formal
counseling is recorded on an informal memorandum, counseling statement, spot report or
leadership performance evaluation report.
3. Written assignment. Cadre may assign written assignments to correct a violation. The assigning
cadre will specify the topic and length of the assignment. The maximum allowable words per
essay are 1000 words. Maximum allowable preparation time is one duty day per each 1000 word
essay, unless otherwise directed. All written assignments are reviewed for grammatical content
and punctuation. Assignments containing gross errors will require resubmission.
4. Disciplinary physical training. Cadre may require a Candidate to perform a physical training task
to correct a violation. These corrective actions will not exceed 25 (twenty-five) repetitions, nor an
individual’s physical capability and it will be performed in the presence of the cadre IAW 21-20.

6-2. Delinquencies. Those offenses committed by a Candidate through design or neglect that result in
failure to perform duties, violation of regulations, SOPs, policy letters, guidance stated by Trainers, or
commission of acts of misconduct prejudicial to good order and military discipline.
a. Delinquencies may result in Class I or II punishments. These punishments may be administered by
the Commandant or Company Commander. Extra duty may consist of details to clean the barracks,
or police call the company area. Specifics on extra duty in your company will be outlined by your
Chain of Command.
b. Delinquencies are adjudicated according to the seriousness of the offense and include but are not
limited to extra duty and restrictions. For extra duty and restrictions see Chapter 7 paragraph 7-11.
c. More than one delinquency of a common nature will warrant consideration for the next higher Class
punishment.
1. Class I Delinquency is the most serious type of offense and may warrant elimination from the
course. The OCS Commandant administers all Class I punishments. Punishment may include
up to sixteen (16) periods of extra duty and sixteen (16) Restrictions. Class I delinquencies may
include, but are not limited to:
a. Unexcused absences from class, formation or duty.
b. Public intoxication, bringing discredit upon the Army.
c. Disrespect toward superiors.
d. Possession of ammunition or firearms.
e. Late returns from leave or pass.
f. Tolerance of regulation infractions.

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g. Failure to comply with instructions.

h. Being outside company billets after lights out.
i. Any action of misconduct considered detrimental to the Officer Candidate School.
2. Class II Delinquency is a serious offense for which the Company Commander will impose
punishment. Punishment may result in the assessment of up to eight (8) periods of extra duty and
eight (8) Restrictions. Class II delinquencies may include, but are not limited to:
a. Failure to respond to a correction.
b. Failure to adequately prepare for inspection. This includes being consistently unprepared for
inspection or a blatant disregard for inspection standards.
c. Violation of SOP, regulations, or directive.
d. Use of vulgar or abusive language.
e. Security violations.

6-3. Working Tour and Restriction Tour.

a. General.
1. There are two types of tours. Working tours and Restriction Tours. They are described below in
further detail.
2. While on tour the following apply:
a. Telephone, visitation, or dayroom privileges are not authorized during tours.
b. Personnel on restriction tour, regardless of the training phase, may attend religious services if
the training schedule allows. Time spent at religious services does not count as time toward
their tour.
c. Working tour periods and restriction tour periods do not run concurrently. They are two
separate periods of time.
d. Working tour periods take precedence and must be served prior to restriction tour periods.
e. All restriction tours and working tours must be completed NLT 1700 the day prior to
graduation.
f. Failure to work off working tours or restriction tours may result in recycle or relief from OCS.

b. Working tour. Working tours must be served during personal time or pass as directed by the chain
of command. Personnel on working tours will perform duties as prescribed by the cadre chain of
command. Each working tour is 4 hours in length.

c. Restriction tour. A restriction tour refers to withholding of privileges and/ or passes based upon the
receipt of a Class, I or II punishment. Restricted personnel are limited to the Battalion area and must
remain in duty uniform. Each restriction tour is 12 hours in length.

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Chapter 7. PROCEDURES

7-1. Titles.
Candidates will be identified by the title of “[Phase] Officer Candidate” Candidates will use the titles Basic
and Senior depending on the current phase of training. Senior Officer Candidates (SOCs) will be
addressed by the title of “Sir/ Ma’am” by junior officer Candidates in other classes.

7-2. Saluting, Addressing and Courtesies.

Candidates salute and render officers the battalion motto when outdoors. Senior Officer Candidates
receive the same courtesies as an officer from all Basic Officer Candidates.
a. When addressed by an officer or NCO, a Candidate will come to the proper position, either attention
for an officer or parade rest for NCOs, and answer or address the cadre member.
b. During duty hours, when an officer senior in rank to the Company Commander enters the barracks,
the first Candidate to see the officer will command, “Company, Attention.” Conversely, if any NCO
outranking the First Sergeant enters the building, the building will be called "At ease." All Candidates
who hear the command will respond appropriately. When the officer/NCO replies “Carry on”
Candidates will continue their activities. Any officer/NCO entering the barracks once the cadre
officers have left for the day is senior in rank to all Candidates and Candidates will render the same
courtesies as already stated above.

7-3. Reporting.
a. Reporting to an office. When Candidates are required to report to a cadre’s office, the Candidate will
report IAW military customs and courtesies.
1. The Candidate will knock on the cadre’s door or door frame and wait at the position of attention
until told to enter. Once told to enter, the Candidate will enter and walk two steps from and
centered in front of the desk, assume the position of attention, and simultaneously render the
hand salute while saying, “Sir, [Phase] Officer Candidate [Last Name] reports.” The Candidate
will execute order arms when the officer returns the salute.
b. Reporting outdoors. When reporting to cadre outdoors, the Candidate assumes the position of
attention salutes and states, “Sir, [Phase] Officer Candidate [Last Name] reports.”
c. Candidates use the term, “Sir, Ma’am or Sergeant” only one time per sentence when addressing
cadre, i.e. Candidates will not state “Sir, BOC [Last Name] requests permission to speak, Sir."
d. Reporting to an NCO. The Candidate executes the same procedures except, assumes the position of
parade rest after attention. The title Sergeant, First Sergeant or Sergeant Major is substituted for Sir.
e. When Candidates have not been directed to report but need to speak with their Trainer, the
Candidate will knock on the door and state, “Sir, (or Sergeant), BOC [Last Name] requests
permission to speak with you.”

7-4. Movement.
a. Marching in formation.
1. Three or more Candidates constitute a formation. Formations will march two abreast on
footpaths or sidewalks and three abreast at all other times. Candidates will not walk in any grassy
area unless dictated by cadre.
2. Formations will not depart from or for a training location without ensuring proper accountability
and the approval of the duty Trainer. The class will carry the class guidon whenever they march.
Display the guidon, when not in use, in the unit area.
3. Candidates in groups of three or more will move in formation with a member in charge.
b. Road Guards. A minimum of four designated road guards is required for any platoon or company
formation movement. Road guards wear the road guard vest during all formation movements. During
hours of twilight or limited visibility, road guards carry an operational coned flashlight in the hand
closest to the outside of the formation. Road guard responsibilities are:
1. Front road guards will lead the element by 30 feet and rear road guards will trail the element by
30 feet. During periods of limited visibility road guards increase the distance to 50 feet.

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2. Front and rear road guards warn traffic of the formation. They do not post themselves at an
intersection, which is the responsibility of the formation internal road guards.
3. Formation internal road guards will post at each intersection and maintain that position until
relieved or the element has passed.
4. Road guards that are posting at intersections will stand at a modified position of parade rest.
Their right arm will be extended in front of their body; palm facing the vehicle with fingers
extended and joined warning the oncoming traffic to stop. Once relieved or the formation has
passed, the road guard will come to the position of attention and move back to the formation.
5. Road guards will come to the position of attention and salute any vehicle displaying a blue “Fort
Benning” vehicle registration sticker. Also, any vehicle displaying General Officer or VIP plates.

7-5. Dining Facility (DFAC).

a. General. The company will have 30 minutes to enter and clear the DFAC. This is due to other
companies and scheduling. The Candidate leadership is responsible for developing the necessary
control measures needed to ensure the task and standards are met.

b. Basic Officer Candidates

1. Movement to the Dining Facility. Officer Candidates will form two lines behind the chin up bars
and execute chin-ups (palms facing away). Candidates will do one chin-up for each week in OCS
up to 6. Two Candidates will conduct chin-ups at a time. Spotting is authorized if necessary and
will be done by lifting up / pressing on the lower back or the top of the hips.
2. Movement into the DFAC. Keep the doors closed for energy conservation (heat / air conditioner)
and insects. Move as many Candidates inside the DFAC to the headcount station as possible
allowing room for cadre and visitors to enter.
3. Movement out of and from the DFAC. Candidates will exit the rear of the DFAC and execute pull
ups (palms toward face), one for each week in OCS up to 6. Upon completion of pull-ups, move
in a team size or larger to the company street with one Candidate marching the formation.

c. Senior Officer Candidates

1. Senior Candidates will execute movement to and into the DFAC in the same manner as Basic
Officer Candidates.
2. Movement out of and from the DFAC. Senior Candidates will execute pull-ups and return to
respective company areas IAW the guidance of their chain of command. In general, senior
Candidates are authorized to move from the DFAC in buddy teams to the company area.

7-6. Sick Call.

a. Sick call for students in class is from 0630-0730 Monday through Friday at the Main Post CTMC
(Consolidated Troop Medical Clinic) Bldg 2515. On weekends or training holidays, sick call is
conducted at Sand Hill, Winder TMC, Bldg 3306 or Martin Army Hospital Emergency Room.
b. Procedure.
1. Candidates that need to go on sick call will fill out a DD Form 689 (Individual Sick Slip).
2. Submit completed DD Form 689 to the platoon sergeant to consolidate.
3. Candidate Platoon Sergeants submitted all DD 689s to the student first sergeant NLT 1900 the
night prior.
4. The Student First Sergeant will report the status of the company to the Cadre First Sergeant each
morning prior to formation.
4. Candidates attending sick call will stand in the first formation in the duty uniform for the respective
company for the day. If the company is conducting combatives in ACUs and tennis shoes, then
the candidate reports to first formation in that uniform. If the company is conducting PT in the
summer APFU, then the candidate reports to first formation in that uniform.
5. PLT cadre and / or 1SG will decide if the OC is able to do PT and will run a profile / sick call PT
for those who cannot PT with their platoons as appropriate.
6. The student first sergeant will ensure that the Duty Trainer signs the DD Form 689’s.
7. Candidates depart the company area in formation.

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8. Upon returning from sick call, Candidates will sign in, turn in a copy of the DD Form 689 to the
Duty Trainer. The cadre First Sergeant will distribute DD Form 689’s to the Platoon Trainers.
9. If a Candidate on sick call is referred to a clinic or hospital they must return to the company and
sign-in and out with their new destination.
10. The only exception to this policy is for urgent care.
c. All personnel who report to the CTMC (Consolidated Troop Medical Clinic) will be triaged and treated
based on priority (urgent, priority, routine). Routine and priority patients may be given an
appointment to return at a later time to minimize wait time.

7-7. Sign Out Procedures.

a. Candidates must sign-out when leaving the company area not as a part of the company, platoon, or
squad level training.
b. A company sign out roster is maintained in the student orderly room. The student first sergeant, or
designated representative, opens the roster each morning before the PT formation and closes it each
night before lights out. Opening and closing entries are made as follows:
Book opened 09 Feb 0445 hours. Signature.
Book closed 09 Feb 2155 hours. Signature.
c. A platoon sign out book is maintained by each platoon.
d. Sign-out entries on both will look as follows:
NAME DESTINATION PHONE# TIME OUT/IN SIGNATURE
Smith, John Clothing Sales 545-4567 1045/1130

7-8. Classroom Procedures.

a. Movement to Infantry Hall (Building 4) or designating training area: Candidates will move in formation
to Infantry Hall (Building 4) or designated building. The student leadership is responsible for calling
cadence and enforcing basic drill and ceremony while marching. Upon reaching the building the
company will file into the appropriate classroom.
b. Classroom procedures are as follows:
1. Candidates move into the designated classroom and remove any gear, prepare for the class with
appropriate manuals and note taking supplies, and sit down in their seats.
2. The student company commander and first sergeant will sit in the first row, closest to the center
aisle. Once all Candidates are seated, the student commander will ensure the instructor knows
the number of Candidates for training.
3. If a Candidate is falling asleep, he / she will stand up, take his / her writing material with him and
move to the nearest side of the room, where he / she assumes a modified position of parade rest.
When recovered he / she will return to his / her seat.
c. Break procedures. Break procedures are as follows:
1. The instructor will designate a time to be back for instruction. All Candidates will quietly move out
of the classroom and utilize the latrines if needed. Once complete the Candidates return to their
seats and be seated within the given time.
2. The use of the cafeteria, snack bar, vending and ATM machines in Infantry Hall (Building 4) is a
privilege for the Candidates. Candidates must use discretion when using these amenities. The
cadre chain of command will revoke this privilege if abused or not managed appropriately.
d. Exiting the classroom upon completion of training: Once the instructor has completed the block of
instructions, the student company commander takes charge of the company. Candidates secure all
gear and materials. The student company commander gives instructions on where to form up and
releases the company. The company moves outside and takes accountability prior to leaving the
training site.

7-9. Formations.
a. Scheduled formations are published by the cadre chain of command as appropriate. Candidates are
considered late to formation if they are not standing in their platoon when the command “fall-in” is
given. Candidates will not miss formation unless excused by their trainer.
b. The student leadership is responsible for accountability of the company.
c. Candidates on pass/leave are responsible for knowing the time of recall formation prior to departing.

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7-10. Accountability and Reporting.

a. The student leadership has the responsibility of accounting for all students assigned to their
company. Accountability and reporting procedures are as follows:
1. Platoon leaders, platoon sergeants and squad leaders provide accountability in formation as
specified in FM 22-5, with the following variations.
2. Squad leaders report the location of soldiers, by name and number, as “(Assigned number)
Candidates assigned, (number present at formation) Candidates present” and locations and
names of Candidates not at formation. Squad leaders should have all information prior to
formation and this information should be readily available.
3. Platoon sergeants receive the report from each squad leader, and report the platoon
accountability as present, accounted for or number out of ranks.
4. Platoon leaders, if receiving the report in the absence of the platoon sergeant, will report the
platoon’s accountability in the same manner as the platoon sergeant.
b. The student first sergeant receives accountability reports from the platoon sergeants, mentally
double-checks/accounts for all Candidates and reports the whereabouts of all missing Candidates to
account for the entire company’s assigned strength. Soldiers unaccounted for are reported as “out of
ranks.”
c. Accountability of all soldiers and equipment is a constant process of updates provided whenever the
report changes. When sensitive items are in formation or the possession of Candidates there status
will be reported to the duty Trainer as well. This report will take place prior to any movement.

7-11. Visitation and Special Passes

Under special circumstances the company commander may approve additional time and limited privileges
for individual Candidates. (Examples: Soldier’s spouse or immediate family member is on leave from a
combat zone and wishes to see Candidate.)

7-12. Study Barracks and Study Time

a. Study Barracks. Study barracks is time in the evenings during weeks 1 – 3 that the Candidate must
be in military uniform and in the barracks studying for the course. Candidates are authorized to wear
ACUs / BDUs or the IPFU. Candidates may study in groups or as individuals, but must be covering
material relevant to the course.

b. Study Time. Study time is time in the evenings during weeks 4 -14 that the Candidates will use to
study or prepare for course requirements.
1. Weeks 1 - 3. Candidates must remain in uniform and in the Battalion area.
2. Weeks 4 - 6. Candidates must remain in uniform and on post.
3. Weeks 7 - 9. Not applicable.
4. Weeks 10 – 12. At the cadre discretion, Candidates may wear civilian clothing. Off post travel is
in accordance with POV usage (page 14).

7-13. Computer Lab. The computer lab is for OCS personnel use only. Family members and personnel
not assigned to OCS are not authorized to use these labs. Each lab has internet access. You may only
access authorized web sites and WILL NOT PROCESS, COPY, TRANSFER OR OTHERWISE
DISSIMENATE ANY MATERIALS THAT ARE DEEMED CLASSIFIED OR DETRIMENTAL TO GOOD
ORDER AND DISICPLINE BY THE GOVERNMENT. This also includes pornography, chain e-mail,
discounts coupons, gambling or any materials not related to the military or your current duty status.
Candidates who violate DOD 5500-7-R, Joint Ethics Regulation governing computer usage, will be
recommended to the Commandant for disposition. Disposition may include but is not limited to elimination
from OCS.
a. The use of personal laptop computers is authorized. Laptops will be secured in wall locker when not
in use and not plugged in when not supervised.
b. Personal computers will not be connected to any LAN (local area network) or ISP (Internet Service
Provider) on post unless expressly authorized by the company commander.

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7-14. Mail.
a. Mail is delivered to the unit mailroom Monday through Friday. If the company is in the field for
training the mail is delivered as soon as possible.
b. Packages. All packages are subject to inspection for unauthorized items.

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Chapter 8. BRANCH SELECTION

8.1 Branch selection Rules:

a. Candidates only get branched once. A candidate branches X in one company but gets recycled. He
does not go through the process again.
b. A candidate’s lower scores count for the OML. A candidate that is recycled prior to branch selection
will take the appropriate tests in their new class. The OML will use the lower scores for the given test.
Example: Candidate X is recycled in week 6 because he fails the Training Management Exam twice.
The second time through he scores a 90 on the exam. His score will be a 70 for the exam because that
was the maximum allowed for a retest.

8.2 OML:
a. The OML will be calculated in the following manner:

1. The Candidate with the highest total raw score, when the OML is calculated, is # 1 in the
th
class. Candidates are listed in descending order based on points earned through the 6
week of training.

2. The Candidate with the lowest total raw score, when the OML is calculated, is last in the
class.

3. There are three functional areas that contribute to building the OML (Academic, Physical
Fitness, and Leadership).

4. The points available are indicated below:

a. Academic (700 total points)

Call for Fire Exam (100 pts) Tactics and Operations (200 pts)
Supply Exam (100 pts) Training Management Exam (100 pts)
Leadership and Justice Exam (100 pts) Military Intelligence Exam (100 pts)

b. Physical Fitness (525 total points)

Initial APFT, 300 pts (No extended points)
5, 5, 7 mi Foot Marches, 75 pts (25 pts each. Retest = 25 still, but -20 major spot)
CWST, 50 pts (20 pts for attempt, 30 pts for 15m, 40 pts for drop, 50 pts for ditch)
Bolton, 100 pts (-10 per incomplete obstacle with 70 pts minimum)
3 mi Release Run, Go / No-Go (run time is tiebreaker for OML)

c. Leadership (50 total points)

LRC, 50 pts (50=E, 40=S, 30=N) Cadre only graders - BN supported event like APFT
th
Note: Branch Selection OML includes all graded events through the 6 week of training. All
other graded events after the 6th week count toward graduation requirements and class
standing.

5. If a Candidate is recycled after branch selection, they will retain the branch they were
previously given.

6. If a Candidate retests for any reason, their lowest score counts for the branch selection OML.

7. The timeline below indicates actions related to branching.

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 OCS SOP (MAR 09)

GENERIC EVENT
R Day Monday Class reports (day 1 of cycle)
R + 2 days Tuesday APFT, BC Welcome
R + 3 days Wednesday Class roster set based off of APFT cuts
R + 5 days Friday Branching overview brief to candidates
R + 3 wks Friday TS Clearance Packets due to S2
R + 4 wks Wednesday Straw Poll
R + 5 wks Friday Straw Poll Counseling Completed
R + 6 wks Friday Friday (1400–1700) Branching
R + 7 wks Tuesday NET BOLC 2 and 3 seats reserved in ATRRS
R + 8 wks Wednesday NET RFOs generated for each
Friday NET Orders published
R + 9 wks Wednesday Orders to OCS from AG
R + 10 wks Wednesday NET Orders in hand (candidates)
R + 12 wks Thursday Thursday (1300) - Graduation

8. The OML will be published and posted weekly during the course through branch selection
day IOT allow the Candidates to check their standing and verify the appropriate recording of
scores.

9. A Straw Poll will be conducted during week 4 using the DA 61 (Branch Preference Sheet).
The results of this poll will be posted in the company area. The Straw Poll uses OML data
through the 4th week of training. It will indicate at what point in the OML a branch “went out”
and was no longer available for selection. It is only an indicator, useful for Candidates to
gauge what branches could potentially be available to them based on their own standing on
the OML.

10. Branch information links are posted on the OCS Homepage. The key information source is
the U.S. Army Cadet Command branch orientation site at www.branchorientation.com

11. Branch Mentors are posted on the Branch Selection Bulletin boards in each respective
company.

12. Military Intelligence. Any Candidate who desires to be eligible to select Military Intelligence
must complete their application for a Top Secret clearance, and turn it in to the Cadre 1SG by
1700 on Friday of week 3. Only the Candidates who turn in a complete packet on time
will be eligible to select Military Intelligence during branch selection. The BN S2 will
process the Top Secret applications for those Candidates who select MI during branch
selection, and return packets to those Candidates who select a different branch.

13. Aviation. Any Candidate who desires to be eligible to select Aviation must have completed
and passed a flight physical prior to attending OCS.

14. The Cadre will brief Candidates on Branch Selection Day procedures prior to the event.
However, the following special circumstances are presented up front, and may or may not
affect available selection opportunities.

a. Minimum Lock. HRC generates a branch allocation list for the class. OCS is authorized
to allow Candidates to select one more or one less from each branch listed. This
generates a list of branch allocations that are “must fill” (the minimum number for each
branch) and a list of allocations that are “can fill”. If at any time during the selection
process, the number of remaining Candidates equals the number of remaining “must fill”
allocations, then we are in a Minimum Lock situation. In the event this occurs, any

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remaining “can fill” allocations are removed from the selection options and the selection
process continues with the remaining “must fill” branch allocations.

b. Gender Lock. The vast majority of branch allocations are gender non-specific.
However, should the remaining number of female Candidates ever equal the remaining
number of gender non-specific allocations, then we are in a Gender Lock situation. In the
event this occurs, the remaining female Candidates continue to select in OML order until
complete. Once the remaining female Candidates finish, selection continues again with
male Candidates in OML order.

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 OCS SOP (MAR 09)

Appendix A. ROOM

A-1. General.
a. Room displays promote self-discipline and attention to detail. Display items are intended for
everyday use (i.e. toothbrush, tooth paste, foot wear, etc.) Displays will not be static. The room will
be inspection ready at all times. You are not authorized to place any items on the walls. Coordinate
with supply to replace burned out light bulbs and to submit work orders on broken equipment.
b. Extra clothing. Place civilian clothing, equipment and extra uniform items (i.e. extra gray-green shirts,
skirts, long underwear, snivel gear) in a suitcase or other container and store it in the platoon storage
room. Inventory all items and turn in an inventory sheet to the Platoon Trainer.

A-2. Displays.
The student chain of command will develop and distribute their room SOP. The approval authority for this
SOP is the Cadre Commander. This SOP should be completed only once and approved NLT week two.
This SOP will be used by students and trainers to verify compliance to the standard established by the
student leadership. Specific guidance on room set-up, displays and labeling of items in each company
may be directed by the Cadre Chain of Command.

A-3. Labeling Items in the room.

1. Furniture. All references to furniture are as facing the furniture. The right side of the wall locker is
the right side as you face it.

2. Name Labels and Name Tapes. Using a stencil of ¾” letters; put your last name on 8” long strips of
1” wide white medical tape. Center your name on the strip of tape. Mark with indelible black marker. Put
name label or name tapes on the following items:
a. Bed: Place the tape on the center of the sideboards/side-rails readable from the left to the right.
b. Wall Lockers: Place the tape on the frame of the locker, centered above the door.
c. Map Case: Center the tape on the inside flap readable from the free end of the flap when the map
case is open.
d. Rucksack: Center the tape on the bottom of the frame where it can be read from behind.
e. Toiletry Case: Place the tape on the left side of the zipper (zipper tab is to the top when closed),
centered from the zipper to top edge. The name is readable from the RIGHT when displayed.
f. Shower Shoes: Center the tape heel to toe on the top surface (as worn), ¾ inch from the edge of
the heel, readable from the outside edge of each shoe.
g. Door: Place computer generated nametape in the name tape holder located on each door of
Candidates occupying the bottom bunk or bunk closest to the door first and so on. Doors are open and
unlocked at all times from first call to lights out. Doors are always unlocked. During formal inspections,
the doors are open ninety degrees.
h. Sleeping Mat: Place the tape centered left to right 6 inches up from the edge of the strap end, on
the strap side, readable from the strap end.
i. Helmet: Place the tape inside centered, left to right, back to front, readable from the right side of
the helmet.
j. Canteens: Place the tape on the front side (the convex side), centered and readable left to right, 2
inches up from the bottom. Do not mark on canteens.
k. Desk Chair: Place the tape centered from top to bottom and left to right on the wood portion on
the back of the seat

3. Personal Photos. A small framed photograph may be displayed on your desk. Photos must be
tasteful in nature.

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 OCS SOP (MAR 09)

Appendix B. UNIFORMS AND INSIGNIA

B-1. General.
a. A Candidate’s appearance makes a statement about the individual’s personal organization, pride and
attention to detail. Candidates will maintain the highest standard of appearance through proper wear
and care of their uniforms.
b. Candidates wear their uniforms as prescribed in AR 670-1 except as noted in this appendix.

B-2. Insignia for the ACU.

a. OCS insignia is centered left to right and top to bottom on the front of the utility cap as shown in figure
B-1. Candidates that have not started class or have been recycled will wear non-subdued OCS insignia
on headgear and as appropriate on their ACUs or BDUs.

Figure B-1. OCS insignia for ACU. Figure B-2. Wear of the Beret

b. The beret is worn so that the headband (edge binding) is straight across the forehead, 1 inch above
the eyebrows. The flash is positioned over the left eye, and the excess material is draped over to the
right ear, extending to at least the top of the ear, and no lower than the middle of the ear. As shown in
figure B-2. Personnel will cut off the ends of the adjusting ribbon and secure the ribbon knot inside the
edge binding at the back of the beret. When worn properly, the beret is formed to the shape of the
head; therefore, soldiers may not wear hairstyles that cause distortion of the beret.

B-3. Duty Uniform by Phase.

a. Candidates in HHC.
b. Basic Phase Duty Uniform. The Basic Officer Candidate (BOC) duty uniform consists of ACU blouse
and trousers, undergarments, tan/ brown undershirt, black or olive green socks, tan ACU belt, tan
suede combat boots and black ascot w/ OCS embroidered emblem.
1. ACUs will have on them the following items:
a. Name tape, embroidered.
b. US Army tape, embroidered.
c. USAIS patch, left shoulder.
d. All skill badges are authorized.
e. US Flag patch right shoulder
f. OCS branch with hook fastener – ACU digital
2. Subdued OCS insignia.
3. Candidates will maintain two pairs of boots that are appropriate to the ACU uniform.
4. Identification tags will be worn around the neck at all times.
5. Military identification card will be carried in the right breast pocket at all times.
c. Senior Phase Duty Uniform. The Senior Officer Candidate (SOC) duty uniform consists of ACUs and
white ascot.
1. Wear the white ascot with the crease centered and the ascot falling smoothly from the neck and
tucked inside the ACU blouse. Do not crease the OCS patch on the ascot. The neckband with

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snaps or hook fastener is folded over twice or as appropriate in order to present a neat
appearance.

B-4. MOLLE Load Bearing Vest.

a. MOLLE Vest. Sized to fit so that the yoke of the suspenders fits at the collar line and suspenders
support the weight of the load on the pistol belt. Roll excess straps under up toward the adjustment
buckle in 1-inch rolls and secured with black plastic electrical tape.
1. MOLLE Vest will be marked as indicated below:
a. Red tape - previous hot weather injury
b. White tape - previous cold weather injury and / or prescription medications
c. Yellow tape - allergies to bees or ants.
d. Tape will be secured around the right suspender of the LCE just above the name tape on
the ACU blouse.
b. First-Aid Pouch. Worn by Company SOP
c. Ammo Pouches. Worn by Company SOP
d. Lensatic Compass. Worn by Company SOP, tie the cord to the metal fastener on the compass in a
girth hitch and secure the opposite end of the cord through the vest with a girth hitch.

B-5. Insignia for the Class A Uniform.

a. All Candidates will wear non-subdued OCS insignia on both sides of the jacket collar. On the new
version of the white and blue uniform coats, and on the Army green coat, the U.S. insignia is centered
on both collars, 5 ⁄ 8 inch up from the collar and lapel seam, with the centerline of the insignia parallel
to the inside edge of the lapel (see fig B-5). On service and dress uniform coats, male Candidates
wear the insignia on both collars, 5 / 8 inch above the notch, with the centerline of the insignia
bisecting the notch, and parallel to the inside edge of the lapel. Female Candidates wear the insignia
in the same manner as the U.S. insignia (see fig B-5). It is centered on both collars, 5 / 8 inch up from
the collar and lapel seam, with the centerline of the insignia parallel to the inside edge of the lapel.

B-6. Class A Uniform by Phase.

a. BOC Class A Uniform:
1. Male. The BOC Class A uniform consists of the Army green coat, trousers, green long sleeve
shirt, white undershirt, undergarments, black socks, low quarters, black four-in-hand tie, and
black web belt with brass tip and buckle.
a. Place a nameplate on the right breast pocket of both the Class A coat and long sleeve shirt.
Place the nameplate and the 11th Infantry distinctive unit insignia IAW AR 670-1.
2. Female. The BOC Class A uniform consists of the Army green coat, slacks, green long sleeve
shirt, undergarments, black socks, low quarters, black neck tab, and black web belt with brass tip
and buckle. Skirts, pumps and nylons are not authorized until Senior phase.
a. Place a nameplate on the right breast pocket of both the Class A coat and long sleeve shirt.
Place the nameplate and the 11th Infantry distinctive unit insignia IAW AR 670-1.
3. Identification tags will be worn around the neck.
4. Military identification card will be carried.
5. Prior warrant officers are authorized to maintain the officer braids on their Class A coat and
trousers/slacks.
6. All Candidates will were the11th Infantry Regiments crest as the unit of affiliation on the Class A
coat should boards.

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Figure B-5. OCS insignia on coat lapels. Figure B-6. OCS ascot in Class A uniform.

b. SOC Class A Uniform.

1. Male. SOC Class A uniform is the same as the BOC uniform with the following exceptions:
a. Wear the Class A coat with all authorized awards and decorations.
b. Wear the white ascot under the coat instead of the black ascot.
2. Female. SOC Class A uniform is the same as the BOC uniform with the following exceptions:
a. Wear the Class A coat with all authorized awards and decorations.
b. Wear the white ascot under the coat instead of the black ascot.
c. Skirts may be worn at the discretion of the Company Commander. Wear sheer nylons with
pumps and skirt.
d. Pumps with slacks may be worn at the discretion of the Company Commander. Wear sheer
nylons with pumps and slacks.
3. Upon completion of Branching Ceremonies, Candidates wear their respective officer branch
insignia IAW AR 670-1.
4. On Graduation Day, Candidates will wear the Army green Class A uniform with US insignia on
the lapels along with distinctive branch insignia. Candidates / lieutenants will not wear rank until
after the graduation ceremony.

B-7. Physical Training Uniform. The Improved Physical Fitness Uniform (IPFU) is the only authorized
PT uniform. All uniforms include:
1. Identification tags.
2. Orange road guard vest. The road guard vest will have medical alert tape as stated in the LBE
section marking the right front and left rear shoulder straps.
3. Camelback
4. Socks.
5. Biking shorts IAW 670-1 are authorized if desired.

**The following serves as a guideline for uniform based on temperature. The specific uniform may be
modified by the cadre chain of command.
< 44 deg 45-49 deg 50-54 deg 55-59 deg 60-64 deg > 65 deg
Shorts worn worn worn worn worn worn
T-Shirt (Short) worn worn
Pants (Long) worn worn worn
T-Shirt (Long) worn worn worn worn
Jacket worn worn worn* worn* worn*
Watch Cap worn
Gloves worn

* Denotes worn if raining.

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Appendix C. REQUIRED KNOWLEDGE

C-1. Requirements. The following is the list of required knowledge and the no later than (NLT) day that
each Candidate will be expected to recite it verbatim. ** Current events will be added based on cadre
chain of command guidance.

WEEK SUBJECT
1 General Orders, OCS Honor Code, and Chain of Command
2 OCS Alma Mater, Proffer No Excuses (Army Officer’s Guide)
3 Troop Leading Procedures
4 5 Paragraph Operation Order, Soldier’s Creed
5 Marshall’s Definition of Leadership, Call for Fire and 9 Line MEDEVAC Request
6 The Army Song, Schofield’s Definition of Discipline

C-2. General Orders.

Reference: FM 7-21.13 The Soldier’s Guide, Chapter 5, Para 5-124.

1. I will guard everything within the limits of my post and quit my post only when properly relieved.
2. I will obey my special orders and perform all my duties in a military manner.
3. I will report violations of my special orders, emergencies and anything not covered in my instructions
to the Commander of the Relief.

C-3. OCS Honor Code.

An Officer Candidate will not lie, cheat, steal, or tolerate those who do.

C-4. Chain of Command.

Commander in Chief
Secretary of Defense
Secretary of the Army
Chairman, Joint Chiefs of Staff
Army Chief of Staff
TRADOC Commander
Commandant, USAIS
Assistant Commandant, USAIS
Commander, 199th Infantry Brigade
Commander, 3-11 Infantry Battalion (OCS)
Company Commander
Senior Training Officer
Platoon Training Officer

C-5. OCS Alma Mater. Whenever recited, all Officer Candidates who hear it must come to the position
of attention and recite/sing in unison.

Far across the Chattahoochee, to the Upatoi.

OCS our Alma Mater, Benning’s pride and joy.
Forward ever, backward never, faithfully we strive.
To the ports of embarkation, follow me with pride.
When it’s time and we are called to guard our country’s might.
We’ll be there with our heads held high, in peacetime and in fight.
Yearning ever, failing never, to guard the memory,
The call is clear, we must meet the task for
FREEDOM’S NEVER FREE!

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C-6. Proffer No Excuses (Army Officer’s Guide)

Never volunteer excuses or explain a shortcoming unless an explanation is required. The Army demands
results. More damage than good is done by proffering unsought excuses.

C-7. The Troop Leading Procedures.

References: FM 5.0 Army Planning and Orders Production, Chapter 4.

FM 3-21.8 Infantry Rifle Platoon and Squad, Chapter 1, Para 1-144.

a. One of the most important tools in successful leadership is the understanding and application of the
eight steps of the Troop Leading Procedures (TLP). Therefore, OCS stresses the use of the TLP as a
means to effectively accomplish the mission. The eight steps of the TLP are:
1. Receive the Mission.
2. Issue the Warning Order.
3. Make a Tentative Plan.
4. Initiate Necessary Troop Movement.
5. Conduct Reconnaissance.
6. Complete the Plan.
7. Issue the Complete Order.
8. Supervise and refine.

C-8. The Five Paragraph Operation Order.

References: FM 5.0 Army Planning and Orders Production, pg G-18, 19.

FM 3-21.8 Infantry Rifle Platoon and Squad, pg 5-5 to 5-21.

The OPORD outline below is from FM 5-0. Candidates should reference FM 3-21.8 for further information
on the OPORD in an Infantry Platoon.

OPERATION PLAN / ORDER [number] [code name]

References
Time Zone Used Throughout the OPLAN / OPORD:
Task Organization

1. SITUATION.
a. Enemy forces.
b. Friendly forces.
c. Environment
1. Terrain.
2. Weather.
3. Civil Considerations.
d. Attachments and detachments.

2. MISSION.

3. EXECUTION.
Intent:
a. Concept of operations.
1. Maneuver.
2. Fires.
b. Tasks to maneuver units.
c. Tasks to other combat and combat support units.
d. Coordinating instructions.
1. Time or condition when the plan/order becomes effective.
2. CCIR (PIR, FFIR).

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3. Risk reduction control measures.

4. Rules of engagement.
5. Environmental considerations.
6. Force protection.
7. As required.

4. SERVICE SUPPORT (Support Concept).

a. Support Concept.
b. Materiel and services.
c. Health service support.
d. Personnel.
e. As required.

5. COMMAND AND SIGNAL.

a. Command.
b. Signal.

C-9. Soldier’s Creed

I am an American Soldier.
I am a Warrior and a member of a team.
I serve the people of the United States and live the Army Values.
I will always place the mission first.
I will never accept defeat.
I will never quit.
I will never leave a fallen comrade.
I am disciplined, physically and mentally tough, trained and proficient in my warrior tasks and drills.
I always maintain my arms, my equipment and myself.
I am an expert and I am a professional.
I stand ready to deploy, engage, and destroy the enemies of the United States of America in close
combat.
I am a guardian of freedom and the American way of life.
I am an American Soldier.

C-10. Marshall's Definition of Leadership.

You have to lead men in war by bringing them along to endure and display qualities of fortitude that are
beyond the average man's thought of what he / she should be expected to do. You have to inspire them
when they are hungry and exhausted and desperately uncomfortable and in great danger. Only a man of
positive characteristics of leadership with the physical stamina that goes with it can function under those
conditions.

General George C. Marshall

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C-11. Call for Fire

References: GTA 17-02-015 (Call For Fire)

FM 6-30 (Observed Fire)
1. Observer Identification: Use call signs from the CEOl.

2. Warning Order:
a Type of Mission.
1. Adjust Fire.
2. Fire for Effect.
3. Suppress (Planned Target).
4. Immediate Suppression.
b. Size of Element to Fire
1. Omission indicates a request for one FA battery.
2. Larger units by stating size desired.
c. Method of Target Location:
1. Grid: No announcement.
2. Polar Plot: Announce the word “POLAR”.
3. Shift from a Known Point: Announce the word “SHIFT” followed immediately by the designation
(TGT Number) of the known point.

3. Target Location:
a. Grid: Two character six digit grid, i.e., NA123456.
b. Polar: Direction and distance to the target from the observer’s position.
c. Shift: Direction to the target
Lateral Shift (left/right) in meters.
Range Shift (add/drop) in meters.
Vertical Shift (up/down) in meters if significant.

4. Target Description: A word picture of the target (i.e., the number and type of vehicles/personnel
observed).

5. Method Of Engagement:
a. Type Engagement:
1. Area Fire: Standard without request.
2. Precision Fire: Used only with destruction or registration missions.
b. Danger Close: Announced when applicable.
c. Trajectory:
1. Low Angle: Standard without request.
2. High Angle: Upon request of observer or when required due to masking terrain.
d. Ammunition:
1. Type projectile desired in Fire for Effect phase.
2. Type of fuse action desired in Fire for Effect phase.
3. Volume of fire desired in Fire for Effect stated in rounds per howitzer.
4. Distribution: Type sheaf desired. Parallel is standard without request.

6. Method Of Fire And Control:

a. Method of Fire:
1. Center Platoon/center section (one weapon) is standard for adjustment phase.
2. Battery/platoon right/left on request.
3. Time interval (5 seconds is standard when 2. above is used).
b. Method of Control:
1. Fire when ready: Standard - no request required.
2. At my command: Weapons fire at observers command.
3. Cannot observe: Fire will not be observed.

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4. Time on target: Rounds land at a specified time.

5. Continuous illumination: FDC will determine when to fire.
6. Coordinated illumination: Observer determines when illumination is fired.
7. Cease loading: Used on missions with two or more rounds in effect. Causes the firing unit to
stop loading rounds.
8. Check fire: Temporary halt in firing.

C-12. 9-Line MEDEVAC Request

Line 1: Location
Line 2: Call Sign
Line 3: Number of Patients By Precedence
Line 4: Special Equipment Required
Line 5: Number of Patients By Type
Line 6: Security of Pick-Up
Line 7: Method of Marking Pick-Up
Line 8: Patient Nationality and Status
Line 9: NBC Contamination

C-13. The Army Song.

First Stanza
First to fight for the right,
and to guard our nation's might,
and the Army goes rolling along.
Proud of all we have done,
fighting till the battle's won,
and the Army goes rolling along.
Chorus
Then it's Hi! Hi! Hey!
the Army's on its way.
Count off the cadence loud and strong!
For where'er we go,
You will always know
that the Army goes rolling along.

C-14. Schofield's Definition of Discipline.

The discipline which makes the soldiers of a free country reliable in battle is not to be gained by harsh or
tyrannical treatment. On the contrary, such treatment is far more likely to destroy than make an army. It is
possible to impart instruction and to give commands in such manner and such a tone of voice to inspire in
the soldier no feeling but an intense desire to obey, while the opposite manner and tone of voice cannot
fail to excite strong resentment and a desire to disobey. The one mode or the other of dealing with
subordinates springs from a corresponding spirit in the breast of the commander. "He who feels the
respect which is due to others cannot fail to inspire in them regard for himself, while he who feels, and
hence manifests, disrespect toward others, especially his inferiors, cannot fail to inspire hatred against
himself." -- Quoted by Major General John M. Schofield, in an address to the Corps of Cadets, August 11,
1879.

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Appendix D. REQUIRED ASSIGNMENTS

D-1. Assignments to be completed throughout the course. Study time is to be conducted nightly
(based on the training schedule).

The listing below is not all inclusive. Candidates are responsible for using the training schedule and
courseware to prepare for respective classes. Each week students should read the training schedule for
the subsequent week. They should view the course material for the class from the courseware, AKO, or
Student Vault Files to prepare for the class. Instructions for how to access the CATD courseware through
AKO are published at the end of this Appendix. They should also read appropriate Field Manuals for
classes prior to the class occurring.

Week 1
1. Initial counseling preparation. Prepare an outline covering the topics listed below. This outline
should be used in counseling sessions with your trainer here at OCS. Each topic should have 3-4
bullet comments / notes for potential discussion. This also serves as a lead-in to Candidates self
assessments.
a. Why are you here / do you want to be commissioned?
b. What do you want to learn at OCS?
c. What are your strengths?
d. What are your weaknesses?
2. Familiarize self with OCS SOP.
3. Identify book for Professional Reading Assignment (must be approved by cadre).
4. Read Constitution.

Week 2
1. Familiarize self with OCS SOP.
2. Read FM 3-21.8
a. Chapter 1, Section 2 & 3
b. Chapter 2
c. Chapter 3, Section 1 – 5, 7
d. Chapter 4, Section 1
e. Chapter 5

Week 3
1. Familiarize self with OCS SOP
2. Read FM 6-22
a. Appendix B-D, pg. 69-73.
b. Chapter 2 Sections I/II/III
3. Write about the Constitution. Write a 1000 word essay on any aspect of the constitution and how
it relates to being an Army Officer / leader.

Week 4
No Assignments – Land Navigation

Week 5
1. Read FM 3-21.8, Chapter 7 (Offensive Operations)

Week 6
1. Read and understand FM 3-21.8, Chapter 3 & 5

Week 7
No Assignment – Land Navigation & FLX 1

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Week 8
No Assignments – FLX 2

Week 9
No Assignments – FLX 2

Week 10
Read FM 6-22 Chapter 5.

Week 11
Informational Briefing - Briefing using PowerPoint, either desk side or using proxima, will
cover a topic from Professional Reading Assignment as it relates to being an Army Officer. The
briefing will be no longer than 5 minutes.

Week 12
Outline of initial counseling - Candidate will construct an outline of initial counseling between him
or her and their Platoon Sergeant / Section NCOIC. The outline should be nested with the
Company level Leadership, Team Building, and Counseling classes.

OCS courseware access through AKO. Follow the instructions below to access class material, read
ahead packets, and notes for classroom instruction.

1. Sign into AKO

2. Select the “Files” icon across the top of the screen
3. On the left side of the page a file explorer menu will appear
4. Select “Army Organizations”
5. Select “TRADOC”
6. Select “Schools”
7. Select “Infantry”
8. Select “CATD”
9. Select “Infantry Schools”
10. Select “OCS”
11. Folders will appear for each of the subjects covered at OCS. Select the one desired and open
respective files as necessary.

Candidates may also add the OCS page to their “My Favorites” folder in AKO for future reference. This
will make accessing the files easier.

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Appendix E. SAFETY AND RISK MANAGEMENT

E-1. Purpose: The purpose of risk management is to identify risk and take reasonable measures to
reduce or eliminate hazards. Risk management is an integral and routine part of planning and executing
missions.

E-2. General:
The military deals with two major types of risk; accidental and tactical. This appendix focuses primarily on
accidental. Regardless of the type of risk being managed, the Army uses the same process to manage
risk.

a. Key Terms.
1. Hazard. A condition with the potential of causing injury to personnel, damage to equipment or
structures, loss of material, or reduction of ability to perform a prescribed function.
2. Risk. A possibility or chance of loss over a specific period of time or number of operational
cycles
3. Risk Assessment. The process of detecting hazards and systematically assessing their overall
risk
4. Risk Management. The process whereby leaders make management decisions and implement
actions to reduce the effects of identified hazards.
5. Gambling. A nonsystematic risk decision whereby the leader can make no reasonable prediction
as to the results or outcome of the decision

b. Rules of Risk Management. The 4 rules of risk management are:

1. Integrate into training. Risk management is an integral part of training and execution of military
operations. It is NOT a safety inhibitor. Risk management is not a separate process but is
integrated into the Army planning process.
2. Accept no unnecessary risk. The key word in this rule is unnecessary. An unnecessary risk is
any risk that if taken, will not contribute meaningfully to mission accomplishment. Leaders who
take unnecessary risk are gambling with the lives of their soldiers.
3. Make risk decisions at the proper level. What is the right level? It is the level where the
decision maker has the experience and maturity to make a good decision. Normally, this is the
leader responsible for the mission; however, decisions should be made at the lowest possible
level consistent with this rule.
4. Accept risks when the benefits outweigh the cost. Nothing that we do in the Army is risk free.
Army leaders are in the risk taking business. If the outcome or benefit of any military operation is
worth the risks involved, then the military leaders will accept those risks.

E-3. The Risk Management Process.

a. Identify the hazards. Identify hazards to the force. Consider all aspects of current and future
situations, environment, and known historical problem areas.
b. Assess the hazards. Assess hazards to determine risks. Assess the impact of each hazard in
terms of potential loss and cost based on probability and severity.
c. Develop Controls and Make a Decision. Develop control measures that eliminate the hazard or
reduce its risk. As control measures are developed, risks are re-evaluated until all risks are reduced
to a level where benefits outweigh potential cost.
d. Implement controls. Put controls in place that eliminate hazards or reduce their risk.
e. Supervise and Evaluate. Enforce standards and controls. Evaluate the effectiveness of controls
and adjust / update as necessary.

E-4. Determining the Level of Risk.

a. Assess the probability of the risk occurring during the event (training or operational).

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b. Assess the severity of the risk in the given conditions.

c. Use the table below to determine the level of risk for initial (prior to implementation of controls) and
residual risk (after the implementation of controls).

RISK ASSESSMENT MATRIX

PROBABILITY
FREQUENT LIKELY OCCASIONIAL SELDOM
SEVERITY
CATASTROPHIC E E H M
CRITICAL E H H L
MARGINAL H M L L

E - Extremely High Loss of ability to accomplish mission.

H - High Significant degradation of mission capabilities.
M - Moderate Expected degradation of mission capabilities.
L - Low Little or no impact on accomplishing the mission.

d. Leaders can only make risk decisions appropriate with their echelon / level of command / grade.
1. Extremely High Risk – MACOM Commander (Lieutenant General).
2. High Risk – Brigade or Division level Commander (Colonel / Brigadier / Major General).
3. Medium – Battalion or Brigade Commander (Lieutenant Colonel / Colonel)
4. Low Risk – Company Commander

E-5. Risk Mitigation at OCS.

1. POV Toolbox / TRiPs (https://crcapps2.crc.army.mil/ako_auth/asmis2/default.aspx). Risk mitigation

is controlled for passes and use of POVs using the POV toolbox and ASMIS-2. All POVs will be
inspected prior to all extended passes. Candidates will conduct risk management on ASMIS-2 with their
trainer as their supervisor, prior to all extended passes.

2. Safety Briefs. Safety briefs are conducted prior to all passes. They are also conducted prior to the
execution of any training event. The safety briefs cover recent trends, risks / hazards, and the controls to
mitigate risk.

3. Composite Risk Management. Risk is managed for each training event using the Army’s
Composite Risk Management Program. The risk management process is conducted during both planning
and execution of all training events IAW FM 100-19.

4. Climate. Candidates are not all at the same level of fitness or acclimatization when reporting for the
course. OCS implements policies and SOPs commensurate with the risk and time of year. Ice sheets,
and warming tents and blankets are two means of mitigating the risk posed by warm and cold weather.
Candidates will receive classes to help identify symptoms of hot and cold weather injuries.

5. Buddy Teams / Peer Management. Every candidate will have a battle buddy. This peer will look
out for their buddies well being. They will monitor each other for signs / symptoms of hot or cold weather
injuries. The first line of prevention and treatment other than self is the battle buddy program. The battle
buddy program will be use on and off duty.

6. Designated Driver. Designated drivers will not consume any alcohol while a designated driver.

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Appendix F. UNAUTHORIZED ITEMS

F-1. Unauthorized items. The following items are unauthorized by the commander. These items will be
secured in a locked duffle bag with the Candidates’ name on the bag and stored in the storage room.

1. Cleaning agents (any not issued by unit) – including cleaners for weapons
2. Stoves
3. Bayonets or knives over 3”
4. Pornography
5. Alcohol (Designated places and times only)
6. Any supplements taken to enhance performance

Students will receive a copy of the packing list and unauthorized items list. Once the inventory has been
completed, you will be held accountable for violations of this list. If any unauthorized items are found in
your possession you may be recycled /eliminated from the course.

F-2. Restricted Use Items. The following items have been designated Restricted Use Items by the
Commander. As of the first day of this course Officer Candidates are restricted in their use. Some items
may be granted for use by the Commander throughout the course. These items are restricted due to
safety factors; health, welfare and cleanliness of company facilities. This list is not all-inclusive. Items that
are not listed above are subject to cadre discretion. If you have question concerning a particular item ask
your Platoon Trainer for additional guidance.

1. Tobacco products. (For use in designated areas only)

2. OTC Medications are authorized under the following circumstances.
a. The cadre knows the candidate is taking the medication.
b. The medication is stored in the original container and the container has not been tampered with
(the label remains intact).
c. The medication is not used to mask injury, illness, or otherwise conditions that if not seen by a
medical professional, may cause damage to the health or welfare of the individual.
3. Food (to include gum, candy) Food items will be consumed in the Company Day room. No food
items will be taken upstairs in the barracks.
4. Cosmetics. Worn/used IAW AR 670-1
5. Hair nets & curlers.
6. Perfumes or colognes.
7. Body sprays.
8. Digital / tape recorders, CD players, Walkman, MP3 players.
9. Radios, portable TV / DVD players. (Use will be allowed throughout the course)
10. Cellular phones, pagers, beepers. (Designated places and times only)
11. Laptop / palmtop computers. (For use during Study Time, Candidates are responsible for securing
devices)
12. Global positioning devices (Not authorized during Land Navigation).
13. Civilian clothes. (May be worn during personal time or pass)
14. Any lotion other than non-scented.
15. Any handheld electronic devices (video game players).

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Appendix G. PACKING LIST.

G-1. General.

Most of the items listed below and quantities are part of your initial basic training clothing bag issue. It is
not required for these items to be new; however, they must be serviceable.

College Option Candidates will receive a complete basic clothing bag issue at their reception battalion
after arriving to Basic Training.

In Service Candidates are required to have all clothing bag items as per AR 670-1.

Prior Service Candidates shipping from MEPS, will receive a complete initial clothing bag issue when in-
processing at the 30th AG Battalion.

Prior Service Candidates include any prior Army Soldiers with more than a 90 day break in service, Blue
to Green Candidates from the Air Force, Navy, Coast Guard and Marine Corps.

All legal Army Patches, Tabs, Badges etc may be worn on all uniforms and headgear. The "Follow Me"
patch will be on the left sleeve for the unit patch, and the US FLAG will be on the right sleeve.

Follow me and U.S. Flag patches may be purchased at the Fort Benning Military Clothing Sales Store
located at the Main Post Exchange.

The link to the SMA leader’s book page outlining authorized additional commercially purchased boots is:
http://www.army.mil/-news/2008/06/20/10228-leaders-book-notes---boots/ the page has a link to a
PowerPoint presentation with examples of authorized and unauthorized boots.

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G-2. ACU / Utility Uniform and equipment /Item Description

Quantity Item Description
4 ACU sets w/ "Follow Me" patch and American Flag
1 Belt, Riggers, Desert Sand
2 Tan Leather Boots. Must meet guidelines published buy the SMA (30th AG will issue 1 pair
hot weather, tan and 1 pair temperate weather to Prior Service)
2 Cap, Patrol, ACU
1 Beret, Wool, Black
2 sets ID tags and chains, long and short
7 pair Socks, Boot, green
7 pair Socks, liner, polyester / nylon, black (Clothing Bag issue for prior service. Serves as liner and
dress sock)
7 T-shirt, moisture wicking, Tan
7 Drawers, Brief, Tan / Brown (Male)
1 Gloves, leather shell pr. unisex
2 pair Insert, Gloves, cold weather
2 OCS Rank, subdued for Patrol Cap (Fort Benning Military Clothing Sales Store)
2 OCS Rank, subdued Patch for ACU (Fort Benning Military Clothing Sales Store)
1 Ascot, White, OCS Logo. For Senior Phase (Fort Benning MCSS)
1 Coat, Cold Weather (Field Jacket)
2 pr Stockings, sheer/semi-sheer, without seams, complementary to wearer's skin tone and uniform
(Female)
6 Underpants, white, black other neutral color (Female)
6 Brassieres, white, black or other neutral color (sports brassieres authorized) (Female)

Note: The Beret will be authorized for wear while at OCS in garrison and the Patrol Cap will be worn in
field environment as per directed by Cadre.

G-3. Class A Uniform and equipment / Item Description

Quantity Item Description
1 Web belt, black 1” with brass tip
1 Belt buckle, "Sta-Brite"
2 White undershirt, cotton, crew neck (Male)
1 Dress gloves, black
2 U.S. insignia, Officer, "Sta-Brite" (Fort Benning MCSS)
2 11th Infantry Regiment Crest, “Sta-Brite”
1 Class A jacket, w/ "Follow Me" Patch.
2 Name plate plastic, Class A/B
1 Necktie, black (Male)
1 Bow tie, black
1 Class A shirt, long sleeve
2 Class B shirt, short sleeve
1 Dress shirt, white, military, Formal
1 Dress shoes, Low Quarters
1 Class A trousers, dress
1 Class A Skirt (Female)
1 Class A Slacks (Female)
1 Neck tab (Female)
1 Dress shoes, Pumps black (either style) (Female)

Note: Be prepared to purchase a new Class A Uniform and do not sew on your enlisted Rank. If you have
purchased a new Class A Uniform, you may sew on the Officer Piping prior to class, but you are not
required to. A polyester uniform is best and can be purchased during the course prior to graduation.

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Note: The Army Blue Service Uniform in lieu of the dress green uniform is authorized. The new Blue
Service Uniform (ASU) will not be available at MCSS’s until fourth QTR FY 09.
http://www.armytimes.com/news/2008/08/army_newblueuniform_082008w/

G-4. PT Uniform and equipment / Item Description

Quantity Item Description

1 Road Guard Vest - light weight (orange w/ yellow trim)Bike-A-Lite or Veri-Lite) ( Fort
Benning MCSS) Stencil your last name on the center strip of your road guard vest front and back prior to
signing in. Stencil available at the Fort Benning MCSS
2 Shorts, Physical Fitness Uniform
2 Top, PFU, short sleeve
1 Top, PFU, long sleeve
1 pair Running shoes
4 pair White socks, cotton, athletic ( socks must cover the ankle bone)
1 Jacket, Improved Physical Fitness Uniform
1 Pants, Improved Physical Fitness Uniform
1 Cap, Microfleece, Green

Note: Candidates are authorized to wear commercially purchased gray or black spandex shorts
under the IPFU shorts. Spandex must be free of logos.

G-5. Additional mandatory clothing bag items

Quantity Item Description

1 Laundry bag, barracks
1 Duffle bag, nylon
2 Brown towels, cotton
2 Brown towels, face cloth, cotton

G-6. Additional mandatory items

Quantity Item Description

1 Bag, toiletry, green/black/tan with personal hygiene items
1 Shower shoes, (Black, no leather or designs allowed)
1 Civilian Towel (solid white)
1 Laundry kit, Detergent
4 Lock, combination (key locks are not allowed)
12 Matching Hangers

G-7. ADDITIONAL REQUIRED ITEMS

Purchase the items with *** at the Fort Benning Clothing and Sales Only

Quantity Item Description

10 Pen, ball point, black
5 Pencil, mechanical
1 Army Officer's Guide, book (newest version) ***
2 Permanent marker, black
2 Cloth tape, white, 1" wide TM (to mark equipment)
1 Boot laces
1 Soap dish and toothbrush holder
1 Wrist watch
1 Shaving Cream (required for male and female soldiers)
1 Camelback type hydration system (black or ACU)
1 Flashlight – any kind that can shine both white light and red light

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G-8. OPTIONAL ITEMS

These Items will provide to be helpful in classroom and field environments
Purchase the items with *** at the Fort Benning Clothing and Sales Only

Quantity Item Description

1 200 page notebook, 8.5X11 (spiral)
1 pkg Paper, lined, 8.5 x 11 (3 hole)
1 Eraser
1-3 Index cards, 3X5 packets ( Note taking / Ideal for ACU sleeve pocket)
1 Rubber bands, packet
1 12 Inch ruler, wooden
1 Stapler kit, TOT 50, mini
1 USB thumb drive
1 Pocket Dictionary, Webster's ***
1 Sewing kit
1 OD Green 100 mile an hour tape (securing equipment)
1 Ziploc bags, gal size, box ( Waterproofing in field environment)
1 Foot Powder
1 Parachute (550) cord (about 100 feet) ( secure sensitive items/equipment)
1 Set of alcohol pens for marking maps.
1 Whistle – any kind – used to signal
1 Camouflage Band, Helmet w/ ¼ inch embroidered name tape
1 Protective eyewear for field operations
1 Foot Powder
1 Shoe Cleaning Kit
1 Weapons Cleaning Kit

Note: You will be allowed to keep and use sunscreen and insect repellent. Plus Blousing rubbers, green,
w/ hooks

G-9. Notes.

1. Wait to buy other required items (annotated above) at the Fort Benning Military Clothing Sales Store.
This ensures uniformity and that all items will fit the required layout and wall lockers.
2. Do not bring any items in glass containers.
3. Hangers may be of any type as long as they are matching
4. Bring laundry soap, 1 box of tissues, cleaning kit for desert boots
5. If you wear glasses to correct your vision, bring 2 pair of military issue glasses of current prescription
and a set of protective mask inserts. Contact lenses and civilian eyewear are authorized.
6. The only authorized road guard vest must be of the type that is used at Fort Benning for trainees. No
other vest is authorized. Wait to buy the vest at the Fort Benning military clothing sales store.
7. OCS will provide map protractors, if you bring your own you will be allowed to use it.
8. You will attend events in civilian clothes while you are in OCS. You should bring a pair of khaki slacks
or dress shorts, a nice pair of shoes and a belt.
9. You will need money for things such as class dues. Each class is different, but you need to have the
ability to get up to $350 from either a check or debit card. These costs are determined by the class
student council and vary from class to class, but this is a good guide to help you financially prepare for
OCS.
10. Cosmetics, perfumes, colognes, fragranced lotions, soaps, and hair care products are not authorized
for wear or use until the cadre so dictate. If there are items in question that may be authorized but are
not listed they can be purchased locally once the list is approved by your commander.
11. You may bring a laptop computer if to use when authorized. This is highly encouraged. Network
access is available for a fee.
12. You will do various combat focused training events during OCS. These include activities such as
Obstacle courses and hand-to-hand combatives. You may bring up to two additional ACU uniforms for
these events

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13. You will need to purchase a Name Stencil from the FT Benning Clothing and Sales.
14. Candidates form a private organization to support social events for the class while at OCS. This
private organization organizes and raises funds for social functions. Each private organization is
different, however dues up to $300 to support these organizations is critical to the continued support of
social and morale focused events. The costs are determined by the class student council and private
organization leadership and vary from class to class, but this is a good guide to help you financially
prepare for OCS.

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Appendix H. SOCIAL GUIDELINES

During OCS and your career as an officer you will attend social events and activities. Social events in the
military serve several purposes: build teams, relieve stress, and celebrate history and tradition.
Regardless of the event, common sense, tact and ordinary courtesy are the fundamentals of social
success. You never get a second chance to make a good first impression.

1. How to Dress
Formal – Gentlemen wear tuxedos, and ladies wear evening gowns. The military equivalent is the blue,
mess.
Informal – Gentlemen wear business suits, and ladies wear suits or dressy cocktail attire. The military
equivalent is the class A uniform.
Casual – Males- collared shirt and slacks. Females - Simple dress, blouse/skirt or pantsuit. No
SNEAKERS!!!

*Do not use social functions as an opportunity to express yourself by wearing faddish or scandalous
clothes.

2. Be on time - Promptness and responsibility go hand in hand. As lieutenants being on time is

essential. DO NOT BE LATE!!!

3. Introductions –
a. When introducing yourself to superiors, subordinates, or military personnel of unknown rank,
introduce yourself as Basic/Senior Officer Candidate, first name, last name.
b. When introducing yourself to peers, introduce yourself as first name, last name.
c. When introducing your wife/ female guest to any male (except chiefs and some high ranking church
officials): “Mary, this is Colonel Brown.”
d. When introducing your husband to another man; “Colonel Brown, may I present my husband, Jack” or
“Jack, this is Lieutenant Black.” (the correct order is to introduce the junior to the senior or the
younger to the older, as noted below.)
e. Introducing one lady to another: “Mrs. Jones, may I present Mrs. Green”, or “Mary, this is Mrs.
Green.”
f. Introducing one officer to another: “Major Smith, this is Captain Miller.”

4. The right words – Social functions are designed to be a pleasant experience for all who attend.
Avoid controversial topics, vulgar language, slang, and excessive use of acronyms. When talking to
seniors, address their rank or say “sir / ma am”

5. Courage – Do not save all of your courage for the battlefield. Make a point to speak to superior
officers, and senior NCOs. Social events are a great opportunity for informal development. You have
nothing to be afraid of as long as you are respectful and sincere.

6. Eating/Drinking- Limit yourself to no more than two alcoholic beverages. Ensure you eat
appropriately.

7. Leaving an event- If there is a timeline, stick to it! If there is not a timeline the general rule is that you
may leave when your supervisor leaves. Before you leave, thank the host and inform your chain of
command.

8. Receiving Line – A formal way for a host or hostess to greet guests and to introduce dignitaries in
the line. It is very important to be punctual to a receiving line, for many times a unit will all go through
together. It also allows participants in the line to have time to enjoy the informal portion of the event.

 No food, drinks, or cigarettes in the line.

 The lady always precedes the gentleman. Even if the couple is dual military, ladies first.

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 Give your name to the Aide or Adjutant at the beginning of the line, but do not shake his /
her/her hand. Many times you will find the aide has his / her hands behind their back to avoid
confusion.
 If you happen to be in the receiving line, try to keep names in mind. If you did not hear a
name, or maybe have trouble pronouncing the name, it is appropriate to ask the person to
repeat their name, it is appropriate to ask the person to repeat their name.

Your name will be passed on down the line, but be sure to reintroduce yourself if there is a problem. A
simple cordial greeting is appropriate.

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