CAS3 Staff Officer Guide - U.S. Army

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Staff Officer's Guide
b. Coordinate within your activity or office to gain the activity’s position instead of the action
officer’s position. Do not show internal coordination on any transmittal documents.
c. Determine who has interest in the action and set the coordination sequence. Parallel
coordination is the most time-efficient means of coordinating and is appropriate for most actions.
Use in-turn coordination for the more controversial actions for which activities may not concur. Set
the coordination sequence such that the activities that have the most interest in the action are able to
comment on the action first. In this way, should their comments warrant significant changes to your
action, you will not have to re-coordinate the revised action with the less interested activities.
d. The staff activity responsible for the action may establish a suspense date for coordination
within the 52d ID and Fort Riley. See paragraph 3-7c for guidance on establishing suspense dates.
e. Send out the package.
Analysis of Responses
a. If all activities concur and comments don’t require major revision, revise the draft and send
the final document to the decision maker. If respondents submit negative comments or
nonconcurrences, you may have to coordinate a revised draft.
b. If an activity does not concur or concurs with negative comments, try to resolve the
disagreement informally. Be objective; the activity may have a valid concern. Recognize your
specific duties in the context of the division’s or installation’s mission. If you cannot resolve the
disagreement, prepare a consideration of nonconcurrence statement (described in chap 7). Judge
whether the comment merits discussion in the final document.
c. Resolve nonconcurrences at the action-officer level; should this fail, attempt to resolve the
issue at successive levels of authority prior to formally submitting a statement of nonconcurrence.
d. If a staff activity fails to respond to a laterally imposed suspense by the date specified, the
initiating staff activity must coordinate with the staff principal by the most expeditious means of
communication to obtain the input. Consider further lack of response as concurrence with the action.
Final Coordination
a. Resolve or address all nonconcurrences and concurrences with comment prior to submitting
the action for decision.
b. After analyzing all comments, making any necessary revisions, and resolving
nonconcurrences, assemble your package and send it or brief it to the decision maker.
c. A completed staff action is fully coordinated, has a recommendation, and has an
implementing document.
Coordination Tips
a. Hand-carry important or time-sensitive actions. Hand-carrying important actions allows you
to inform your boss of the exact status of an action.
b. Coordinate with the right people. Build relationships with counterpart action officers. When
you go to another activity for a “chop,” make sure you go to the right person. Not everyone is
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