AR 600-20, Army Command Policy - Army Publishing Directorate ...

(6) Assign PMs and EOAs to their special staffs as prescribed in paragraph 6–4. The EOAs must attend staff
meetings and be included in unit training exercises and deployments in order to accomplish their EO mission.
(7) Be in the PM/EOA rating scheme.
(8) Conduct EO training on a continuing basis for all, in accordance with procedures outlined in paragraph 6–4,
ACOM, ASCC, or DRU directives, and local guidance.
(9) Monitor and assess the execution of EO programs and policies at all levels within their areas of responsibility.
(10) Involve public affairs personnel at every level of command in planning and publicizing EO programs and
initiatives.
(11) Publish and post separate, written command policy statements for EO, the Prevention of Sexual Harassment
(POSH), and EO complaint procedures. All statements will be consistent with Army policy. Statements must include an
overview of the command’s commitment to the EO program and reaffirm that unlawful discrimination and sexual
harassment will not be practiced, condoned, or tolerated. The policy statements will explain how and where to file
complaints. Additionally, the statements will include complainant’s protection from acts or threats of reprisal. These
statements are required for each ACOM, ASCC, DRU, installation, separate unit, agency, and activity down to
company/troop/battery or equivalent level. For more information on sexual harassment policy statements, see paragraph
7–2b.
(12) Battalion and company level commanders (and activities/organizations without assigned EO personnel) will
appoint EORs in the rank of SGT (P) and above in writing.
(13) Administration of a command climate survey must be part of the unit assessment for company level commanders
(or equivalents). Company level commanders (or equivalents) will conduct a unit command climate survey within
30 days of assuming command (120 days for ARNG and USAR), again at 6 months, and annually thereafter.
Assessments must include a facilitated small group discussion of topics recommended under paragraph 6–15. Information
on conducting the assessment is in appendix E. Company level commanders (or equivalents) may supplement any
survey efforts with individual and group interviews, the analysis of unit records, and statistical information (awards,
promotions, reenlistments, incidents of misconduct resulting in UCMJ, and EO complaint reports).
(14) Provide timely feedback (30 days active/60 days USAR) to subordinates regarding the results of command
climate surveys or any EO survey instrument initiated by the command.
(15) Encourage Soldiers to use their chain of command to address issues.
(16) Take appropriate action to prevent incidents of intimidation, harassment, or reprisal against individuals who file
an EO complaint.
(17) Take appropriate action against those who violate Army policy.
(18) Monitor the demography of the EORs in their command to ensure it reflects that of the unit as a whole.
(19) Report all EO training at the quarterly training brief (QTB) (annually for Army Reserve).
(20) Consult PMs/EOAs when conducting a discrimination or sexual harassment investigation in accordance with
AR 15–6.
(21) Allocate funding to carry out command EO programs.
(22) Utilize PMs/EOAs in direct support of the EO Program.
(a) EOAs should not perform duties that may subsequently disqualify them from being impartial or being perceived
as impartial.
(b) Serving in temporary leadership positions such as 1SG, detachment noncommissioned officer in charge, platoon
sergeant, and so forth while serving as an EOA is highly discouraged.
(23) Submit QNSR data to the next higher command utilizing the automated EO database.
(24) Ensure EO SAVs are conducted to subordinate commands on an annual basis.
j. The actual duties of PMs/senior enlisted EOAs, relative emphasis, and time allotted to each duty vary according to
type of unit or level of command, unit composition, and location. PMs/senior enlisted EOAs are agents for cultural
change and act as the eyes and ears of the commander. PMs should not be assigned further duties that may create a
conflict of interest. PMs/senior enlisted EOAs will—
(1) Establish an effective link with brigade EOAs and EEO representatives and assist with training and complaints
as needed.
(2) Conduct an annual review of the EOAPs and republish, as needed.
(3) Ensure the EO program complies with all DOD policies and directives, concerning EO.
(4) Review quarterly EO reports from subordinate commands and ensure these reports are submitted to HQDA in
accordance with AR 600–20; compile, analyze, and brief EO data, making recommendations for program improvements
from that information; and maintain the EO database.
(5) Advertise the EO program through installations and communities, to ensure all personnel are aware of EO
programs, complaint procedures, and the EO link to unit readiness, cohesion, and success on the battlefield.
(6) Keep the commander and the command group informed on human readiness concerns through quarterly EO
progress reports analyzing trends of the data and making recommendations to the leadership.
AR 600–20 18 March 2008/RAR 20 September 2012
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