Unity Security Force

Version 3.
3
Updated 2 June 2009
UNITY SECURITY FORCE
STANDING ORDERS
“A moth eaten rag on a worm eaten pole,

It does not look likely to stir a man’s soul,
‘Tis the deeds that were done ‘neath the moth eaten rag
When the pole was a staff, and the rag was a flag.”
- Sir Edward Hanley
Preface
1. It is a long-standing tradition for military forces, wherever they are in the world, to form and
maintain a collective set of orders pertaining to its unique operation. Our Force is indeed no
different, and as such, we have compiled our own set of orders that reflect our unique place in
the world as a Virtual military.
2. These orders should be read and regularly reviewed by all personnel regardless of their position
or their length of service. It is imperative to the successful operation of the Force that these
orders are implemented with fairness and diligence.
3. Above all, these orders should be read with our strategic goals in mind, recognising that we are
here to:
a. Have fun; and
b. Provide a realistic military experience; and
c. Learn new things

nd
Original edition dated at WELLINGTON, NEW ZEALAND the day of 22 December 2005.
D. M. H. Hall
General
Chief of Staff
Page 1 of 71
CONTENTS
Chapter 1 Command .......................................................................................................................... 4
Section 1 USEC Command ............................................................................................................. 4
Section 2 Structure ......................................................................................................................... 5
Section 3 Force Commanders ......................................................................................................... 6
Section 4 Commanding Officers ...................................................................................................... 9
Section 5 Subunit Leaders ............................................................................................................ 11
Section 6 Administrative Commanders .......................................................................................... 12
Section 7 Inspector General .......................................................................................................... 13
Chapter 2 Discipline......................................................................................................................... 14
Section 1 General ......................................................................................................................... 14
Section 2 Offences ........................................................................................................................ 16
Section 3 Sentences ..................................................................................................................... 20
Section 4 Summary Disposal of Charges ...................................................................................... 21
Section 5 Courts Martial ................................................................................................................ 25
Section 6 Software Piracy ............................................................................................................. 27
Section 7 Formality in Communications ......................................................................................... 28
Chapter 3 Personnel ........................................................................................................................ 30
Section 1 Authority for Personnel Management ............................................................................. 30
Section 2 Promotion of Enlisted Members ..................................................................................... 31
Section 3 Promotion of Commissioned Officers ............................................................................. 35
Section 4 Promotion of General Ranks .......................................................................................... 38
Section 5 Reversion in Rank ......................................................................................................... 40
Chapter 4 Decorations ..................................................................................................................... 41
Section 1 Badges .......................................................................................................................... 41
Section 2 Medals .......................................................................................................................... 45
Section 3 The Unity Medal ............................................................................................................ 50
Section 4 Ribbons ......................................................................................................................... 51
Chapter 5 Operations ....................................................................................................................... 52
Section 1 Command and Control................................................................................................... 52
Section 2 Operational Planning (OPLAN) ...................................................................................... 54
Section 3 Operation Orders (OPORD) ........................................................................................... 56
Section 4 Flying Operations .......................................................................................................... 59
Section 5 Ground Operations ........................................................................................................ 65
Section 6 Maritime Operations ...................................................................................................... 67
Section 7 Joint Operations ............................................................................................................ 69
Page 2 of 71
Section 8 Special Operations ........................................................................................................ 70
Section 9 Deployments ................................................................................................................. 71
Page 3 of 71
Chapter 1 - Command
CHAPTER 1
COMMAND
SECTION 1
USEC COMMAND
Authority
1.1.1. The Unity Security Force Command (UCOM) has the primary authority for the management,
command, and control of all Force Groups (FG). All subsequent units are subordinate to UCOM for the
purposes of command and control.
Structure
1.1.2. UCOM is comprised of the following:

a. The Chief of Staff (CoS); being the Commander-in-chief of all USEC forces. The Chief of Staff
is a position established at General rank, and ultimately reports to the Chairman of the Unity
Virtual Aviation Community.
b. The Office of the Chief of Staff (OCoS) ; comprising the Deputy Chief of Staff (DCoS) who acts
as a direct report to and in place of the Chief of Staff as required, as well as any other personnel
seconded to UCOM on a Tour of Duty (ToD).
c. The Directors of USEC Directorates including:
(1) Director of Personnel (DPers)
(2) Director of Training (DTrg)
(3) Director of Recruiting (DRec)
(4) Director of Operations (DOps)
(5) Director Virtual Intelligence Agency (DVIA)
Secondment of Personnel
1.1.3. Personnel may be seconded to UCOM either directly by the Chief of Staff or when approved at
their own request, however, these secondments are not normally to last more than six months.
Supernumerary Appointment of Personnel
1.1.4. The majority of UCOM positions, including those of directors, are to be filled by suitably qualified
personnel operating in a supernumerary capacity from their primary position. Typically, the following
conventions should be observed:
a. Force Commanders (Colonel and above) should be provided a Director level supernumerary
appointment.
b. Commanding Officers (Major and above) should be provided a Director level supernumerary
appointment where no Force Commanders are available, otherwise should be provided a
Deputy Director level appointment.
c. Subunit Leaders (Second Lieutenant and above) should be provided an Officer level
supernumerary appointment.
Page 4 of 71
Chapter 1 - Command
SECTION 2
STRUCTURE
Introduction
1.2.1. USEC is divided into Groups, Units, and Subunits in order to provide the best management
structure and overall command and co-ordination. A number of units that USEC has commissioned may
not currently be active.
1.2.2. The roles of Force Commanders, Commanding Officers, and Subunit Leaders are covered in
detail in the sections that follow.
1
Unity Security Force Structure
1
Stars indicate rank level of General in that position
Page 5 of 71
Chapter 1 - Command
SECTION 3
FORCE COMMANDERS
“Leadership is a potent combination of strategy and

character. But if you must be without one, be without
strategy.”
- General Norman H. Schwarzkopf
Definition
1.3.1. Force Commanders (FC) are Generals authorised by the Chief of Staff to personally command
entire Force groupings.
Appointment
1.3.2. The FC should be an officer of General rank depending on their experience and the size of the
Force under their command. In exceptional circumstances they may be as junior as Colonel. The Chief
of Staff (or delegate) has the authority to appoint Force Commanders.
Title
1.3.3. Force Commanders hold the following position titles in the Force:
a. Commander Maritime Force (CMF)
b. Commander Land Force (CLF)
c. Commander Air Force (CAF)
d. Commander Special Force (CSF)
e. Commander Force Support (CFS)
1.3.4. The Commander should only be referred to their position in the singular, in other words, as
Commander Land Force, not Commander Land Forces. They should also not be referred to as Land
Force Commander, or Chief of Land Forces, nor as Director Land Forces.
Role of Force Commanders
1.3.5. The Force Commander is a specific role denoting very senior authority at USEC, with the power
to commit USEC Forces to operational activity under their own authority.
1.3.6. Force Commanders perform a key role in co-ordinating the overall management objectives of
the Chief of Staff at the Force level. In addition to co-ordinating instructions from the Chief of Staff, the
FC has a pivotal role in co-ordinating directly with other FC to achieve successful Joint Operations (and
achieve the so-called Joint Effect).
1.3.7. Broadly speaking, the successful Force Commander will manage the following:
a. Major interoperability exercises and operations
b. Management of Unit Commander careers
c. Strategic management and review of Force elements
d. Management and Administration of Force Assets
e. Creation of High-priority mission taskings
Page 6 of 71
Chapter 1 - Command
Asset Authority
1.3.8. Force Commanders are authorized to deploy and task assets that have been assigned to their
Force Group as required.
1.3.9. Force Commander of General rank are authorized to second assets from other Force Groups as
required for operational necessity, however where possible as a courtesy they are to formally request the
asset from the relevant Force Commander.
Operational Authority
1.3.10. Force Commanders who are of General rank are authorized to commit USEC Forces to
operational activity without approval of the Chief of Staff in the following circumstances:
a. Humanitarian Operations (HUMOP) of a local nature. Common sense should prevail when
deciding whether to authorize aid to a civil power, but broadly speaking an event is considered
of a local nature when:
(1) There is no loss of life; and
(2) The event is believed to be of natural origin; and
(3) The event is not highly emotive or controversial
b. Search and Rescue (SAR). Under no circumstances should SAR operations be authorized for
searches of real persons, whether missing or not. The following provides broad guidelines for
considering SAR missions:
(1) The event has occurred in the virtual world, such as crashing of a USEC aircraft; or
(2) The event occurs in the real world but does not involve a missing person, such as
searching for loss of property
c. Casualty Evacuation (CASEVAC). Under no circumstances should CASEVAC operations be
authorized for evacuations of real persons, whether truly injured or not. The following provides
broad guidelines for considering CASEVAC missions:
(1) The event has occurred in the virtual world, such as casualty of a USEC soldier
d. Force Support (FORSUP) to deployed USEC or coalition forces. Force support includes Recon,
Logistics, and Transport functions up to but not including direct combat engagement. Under no
circumstances should force support operations be authorized to real-world combat areas where
USEC does not have a specific deployed Force. Force Commanders may authorize Force
Support request listed below in order of priority:
(1) Requests from other Force Commanders for Force support
(2) Requests from ATC organizations such as IVAO, VATSIM, and FS-MP
(3) Requests from other Virtual Militaries for Force support
(4) Requests from Virtual Airlines for Force support
e. Exercises and Training. Force Commanders may approve exercises and training of any kind,
including that with other Virtual Agencies so long as the following is met:
(1) No Classified or Restricted material or property is transferred to external parties
without the express consent of the Chief of Staff; and
(2) The Virtual Agency is not involved in any activities that might be considered in
offensive or emotive.
1.3.11. It is vital that Force Commanders apply common sense to the commitment of USEC forces to
operations, particularly where they are modelled on real world events. Well-meaning operations to
simulate assistance to real-world disasters can greatly offend people involved or impacted by those
Page 7 of 71
Chapter 1 - Command
events in the real world. Should any doubt exist as to the risks involved in authorizing an operation, the
Chief of Staff or Director of Operations should be approached for advice.
Operational Authority Limitations
1.3.12. Only the Chief of Staff has the authority to approve operations that meet the definition of Special
Operations as defined in Paragraph 5.8.2.
Purchasing Authority
1.3.13. Force Commanders may receive limited delegation to acquire assets for use by their Force
Group but as a general rule all new large asset purchases must be cleared with the Chief of Staff in
advance (such as purchases of new aircraft or ships).
Release of Assets
1.3.14. Force Commanders are expected to release assets for the use of non-specialist assets for
familiarity training where operational requirements allow. Assets should be released weekly through the
Mission Pool for each asset type, with the briefing to specify any restrictions and clearly state the asset is
being released for Familiarity training.
Page 8 of 71
Chapter 1 - Command
SECTION 4
COMMANDING OFFICERS
“Sorting out muddles is really the chief job of a

commander.”
- Archibald Percival, Lord Wavell
Definition
1.4.1. Commanding Officers (CO) are commissioned officers authorised by the Chief of Staff to
personally command individual units within the force.
Appointment
1.4.2. The CO should be an officer of the rank of Major, Lieutenant Colonel, or Colonel depending on
their experience, but in case of a new or small unit they may be as junior as Lieutenant. The Chief of
Staff (or delegate) and Force Commanders have the authority to appoint Commanding Officers.
Role of Commanders
1.4.3. Commanding Officers (CO) perform one of the most vital roles in the Force. As the direct
conduit between senior command and the Force members, the Commander is primarily responsible for
communicating and implementing senior command directives.
1.4.4. Broadly speaking, the successful commander will manage the following:
a. Communication
b. Unit Training
c. Unit Operations and Events
d. Unit Asset Management
e. Member Management
Communication
1.4.5. Commanders should be actively communicating informally through the forums and on
messaging programmes (such as MSN, ICQ, or AIM), and formally through MyMail and/or news items
posted on the website. As a guide, every week unit members should have received some form of update
from their commander.
1.4.6. It is important that commanders remain objective and professional in all their communications,
this is particularly relevant in forum discussions.
Mission Planning
1.4.7. Commanders are expected to create missions for personnel to complete on a weekly basis,
both directly to members within their unit and also via the mission pool in the Operations Directorate.
1.4.8. Commanders of Flight Simulator units who do not, on a regular basis, create missions for their
personnel will be subject to disciplinary proceedings. Performance of Commanders is directly assessed
against both the quality and the quantity of missions that are provided.
Page 9 of 71
Chapter 1 - Command
Asset Management
1.4.9. Commanders are expected to Repair aircraft that are present in their fleet, and request the
delivery of Supplies where this is needed to effect repair and operation of their unit.
1.4.10. The acquisition of new assets by Commanding Officers is explicitly forbidden. Commanders
may make recommendations to Force Commanders on the requirement for new assets, who will
approach the Chief of Staff where appropriate.
Unit Training
1.4.11. At the core of the strategic objectives of the Force is training and development of its members
and this is completed through both Force level training and unit level training. Unit level training is
achieved by the running of events targeted with specific training objectives.
1.4.12. Commanders are responsible for either arranging this Unit level training directly, or delegating it
to specific staff internally. As such, commanders may appoint a Training Officer of a rank not lower than
nd
a 2 Lieutenant to act in a training role within their command squad.
1.4.13. It is important that both the Commander and/or the Training Officer be in close contact with the
Directorate of Training to ensure local unit training activities are integrated with the overall Force training
strategy.
Unit Operations and Events
1.4.14. Commanders are encouraged to conduct their own operations and events for their members,
such as weekend events. Where possible UCOM will provide assistance to commanders in the running
of these events.
1.4.15. Under no circumstances are Units to conduct active operations without the prior authority of
the Force Commander or Chief of Staff. For more information on active operations, see Chapter 4.
Member Management
1.4.16. Commanders have the prerogative and authority to promote their members and award
decorations, so long as such actions fall within the policy and guidelines issued by UCOM including these
orders. A commander has the authority to promote a member up to the rank below their own, although
they do not have the authority to commission officers. For more information on this policy see Chapter 3,
Section 1.
1.4.17. Each decoration has their own specific instructions relating to their award to members and who
can approve them. Where a commander does not have the authority to approve an award for a member
they think is deserving, then they are to write to the relevant authority requesting the award be made.
Page 10 of 71
Chapter 1 - Command
SECTION 5
SUBUNIT LEADERS
Definition
1.5.1. Subunit Leaders are appointed by the Commander to command individual squads within a unit,
typically “flights” for Air units and “platoons” for Ground units.
Appointment
st
1.5.2. Squad Leaders should be commissioned officers ideally of the rank of 1 Lieutenant or Captain.
Where no commissioned officers are available, a Non-commissioned officer of at least the rank of
Corporal may be appointed as a Subunit Leader.
1.5.3. Commanders have the authority to appoint Subunit Leaders but should advise UCOM
accordingly.
Role of Subunit Leaders
1.5.4. These leaders have some delegated authority from their commander to promote, issue
decorations, and conduct events. Subunit leaders are to ensure they use this authority within the policies
issued by UCOM, particularly relating to promotion and awarding of medals.
Page 11 of 71
Chapter 1 - Command
SECTION 6
ADMINISTRATIVE COMMANDERS
Definition
1.6.1. Administrative Commanders are appointed by the Chief of Staff to units that are in distress in an
operational or leadership capacity.
Appointment
1.6.2. Administrative Commanders should be commissioned officers with an extremely good working
knowledge of USEC Policy and website systems.
Authority
1.6.3. Administrative Commanders have the authority of a Commanding Officer, but must report
regularly to the Inspector General, and the Chief of Staff as required.
Administrative Command
1.6.4. Early Intervention has proven to be the factor that is the greatest indicator of successfully
turning around a unit that is not meeting Operational or Administrative standards. A unit is said to be in
distress where:
a. The Commanding Officer is AWOL; or
b. The Commanding Officer is not competent to lead the unit; or
c. The Unit has insufficient personnel numbers to remain active; or
d. The Unit roster is complete inactive; and
e. There is not a suitably qualified Commissioned Officer to manage the unit.
1.6.5. Administrative Command is a last resort for the Chief of Staff, and should precede the
disbandment of a unit as an attempt to bring the unit back to activity.
1.6.6. A unit should not be placed under administrative command where an active, competent, and
qualified Commissioned Officer is available within the Unit. Where such an officer exists, that Officer is to
be appointed the Acting Commanding Officer for the unit.
Duration of Administrative Command
1.6.7. Units should, unless exceptional circumstances exist, be placed in Administrative Command for
periods longer than four weeks. If a unit has not managed to recover within this time, consideration
should be given to deactivating it.
Activity of Administrative Commanders
1.6.8. Generally speaking, an Administrative Commander should not use the assets belonging to the
unit for their own flight or ground operations, unless they are well qualified with this type of asset. There
is not a requirement for Administrative Commanders to become or remain current on Unit assets,
Page 12 of 71
Chapter 1 - Command
SECTION 7
INSPECTOR GENERAL
Definition
1.7.1. The Inspector General is a senior military officer responsible for the inspection of military units
to ensure that they meet appropriate standards of training and efficiency. They are a general auditor of
operations to ensure operation in compliance with general established policies of the Force.
Appointment
1.7.2. The Inspector General is nominated by the Chief of Staff. The Chief of Staff must take
nomination comments from other officers into consideration before the appointment is made.
1.7.3. To be nominated, an officer must satisfy the following:
a. Must be a commissioned officer of Colonel rank or greater; or
b. Where no such officer exists, a Lieutenant Colonel may fill the vacancy until such time as a
suitable Colonel is available; and
c. Must have served twelve (12) months or greater; and
d. Must hold and maintain a Top Secret Special (TSS) security clearance; and
e. Must have an unblemished security and discipline record.
Authority
1.7.4. The Inspector General has wide ranging authority and powers in the conduct of their activity,
including investigation and reporting on senior officers.
1.7.5. The specifics of the authority of the Inspector General are currently under review.
Role of the Inspector General
1.7.6. The Inspector General is tasked with:

a. Investigating Blue on Blue incidents (see paragraph 5.5.8); and
b. Overseeing the promotion of the General ranks; and
c. Reviewing Court Martial and Summary Judgements; and
d. Reviewing all PIREP, COMREP, and WATCHREP submissions; and
e. Additional tasks as directed by the Chief of Staff.
Page 13 of 71
Chapter 2 - Discipline
CHAPTER 2
DISCIPLINE
SECTION 1
GENERAL
Maintenance of Good Order and Discipline
2.1.1. In order to be most efficient any organization, whether modeled on real-world military or not,
needs to ensure that its members maintain the highest discipline standards while retaining a pragmatic
and holistic approach to operations. As such, the core focus of disciplinary measures in the Force is the
maintenance of good order and discipline.
Degree of Discretion
2.1.2. Those in leadership and authority positions within the Force are generally authorized to exercise
a degree of discretion when deciding who will be subject to penalties and how they are implemented.
This discretion should be used to ensure fair, just, and equitable treatment, as well as ensuring that
continued offenses are not committed.
2.1.3. Discretion must be exercised within the parameters offered in the Standing Orders, for example,
where a member is charged and found guilty, discretion may not be exercised to offer a less punishment
than the minimum outlined.
Collective Responsibility
2.1.4. All members share a collective responsibility for ensuring that their behavior, and that of their
peers, subordinates, and even commanders, is beyond reproach. Ultimately, mutual respect and
professionalism is the key to successful maintenance of discipline and its usefulness in achieving our
aims is far greater than any imposed authority.
Fun and Realistic Environment
2.1.5. The primary aim of USEC is to provide a fun and realistic environment that simulates real-world
military activities. Poor and/or antisocial behavior directly impacts on the organizations ability to achieve
this.
Dismissal
2.1.6. All members who are discharged from USEC, unless added to the Retired list, are Dismissed
from service. The rank of all members upon leaving USEC shall be dismissed, unless they are added to
the Retired list, in which case their rank shall be Retired.
2.1.7. The following classes of dismissal exist:
a. Honorable Discharge; or
b. Administrative Discharge; or
c. Dishonorable Discharge
Honorable Discharge
2.1.8. Members who voluntarily request discharge are to be immediately discharged and may return at
any stage at their previous rank with all medals, ribbons, and badges. Every effort will be made to find
Page 14 of 71
previously commissioned officers with a relevant commissioned post. Where one is not available, they
should be offered a reversion in rank until such time as a vacancy becomes available.
Generals considered Commissioned Officers
2.1.9. Generals are to be considered as Commissioned officers when reading the listing of offenses,
meaning that Generals are subject to the same standard and regulations as a Commissioned officer (as a
minimum).
Page 15 of 71
SECTION 2
OFFENCES
Conduct unbecoming of an Officer
2.2.1. It is an offence against these orders for any Commissioned Officer to act or omit an act likely to
bring discredit on the Force, and is liable to a sentence of:
a. Administrative Discharge; or
b. Reversion in rank; and
c. Forfeiture of good conduct medals; and
d. Forfeiture of seniority, to a maximum of six (6) months
2.2.2. Charges possible under this offence are wide and varied but typically involve dishonesty or
inappropriate behaviour that stops short of 2.2.18 “Disgraceful Conduct”. The choice of sentence is highly
dependent on the severity of the offence.
Conduct prejudicial to service discipline
2.2.3. It is an offence against these orders for any Enlisted Member or Commissioned Officer to act in
a way that is prejudicial to good order and service discipline, and is liable to a sentence of:
d. Forfeiture of seniority, to a maximum of six (3) months
2.2.4. Charges possible under this offence are wide and varied but typically involve dishonesty or
inappropriate behaviour that stops short of 2.2.18 “Disgraceful Conduct”. The choice of sentence is highly
dependent on the severity of the offence. A written warning is usually appropriate for an offence of a
minor nature if the member is not involved directly in a managerial position.
Absent without leave (AWOL)
2.2.5. It is an offence against these orders for any Enlisted member or Commissioned Officer to be is
absent without reasonable excuse for a period of three weeks or more, and is liable for a sentence of:
b. Reversion in rank; or
c. Written warning; and
d. Forfeiture of good conduct medals; and
e. Forfeiture of seniority, duration plus six (6) months
2.2.6. Where a member has been deemed to have abandoned their post, the standard course of
action is to issue an administrative discharge. If the member later returns to duty with a reasonable
excuse for their absence, they are to be reappointed to duty.
2.2.7. A member is considered “absent” if they do not check their MyMail within a period of seven days
without having first informed their Commanding Officer of their absence.
Page 16 of 71
Avoidance of duty
2.2.8. It is an offence against these orders for any Enlisted member or Commissioned officer to
purposefully or without reasonable excuse, avoid any duty or activity for which they have indicated they
would attend or ought to have been able to attend, and is liable to a sentence of:
a. Reversion in rank; or
b. Written warning; and
c. Forfeiture of seniority, to a maximum of six (6) months
2.2.9. Where any doubt exists as to whether or not the member ought to have been able to attend, or
where they might have had reasonable excuse to avoid the duty, then a written warning should be
preferred as the sentence. Where members habitually avoid duty, consideration to charging the member
under 2.2.1or 2.2.3 above should be considered.
Ill-treatment of person of a lower rank
2.2.10. It is an offence against these orders for any Commissioned or non-commissioned officer either
through action or inaction to mistreat subordinates, and is liable to a sentence of:
d. Forfeiture of seniority, to a maximum of three (3) months
Abusive or threatening behaviour
2.2.11. It is an offence against these orders for any Commissioned officer or Enlisted member to
threaten or abuse another Enlisted member, and is liable to a sentence of:
2.2.12. Where members habitually abuse or threaten other members, consideration to charging the
member under 2.2.1 or 2.2.3 above should be considered. Members who abuse or threaten members of
the public should be charged under 2.2.1 or 2.2.3.
Insubordination
2.2.13. It is an offence against these orders for any Commissioned officer or Enlisted member to act in
an insubordinate, threatening, or insulting manner to a superior officer, and is liable to a sentence of:
2.2.14. It is a defence that the accused did not know the member was a superior officer, in which the
member should be charged with 2.2.11.
Page 17 of 71
Disobeying a lawful command
disobey any lawful command from a superior officer, and is liable to a sentence of:
Failure to comply with written orders
2.2.16. It is an offence against these orders for any Commissioned officer or Enlisted member to fail to
comply with any UCOM, standing, or routine order that they have read or ought to have read, and is liable
to a sentence of:
c. Forfeiture of seniority, to a maximum of three (3) months
2.2.17. This only applies to written orders as listed above, where an order is contained in an email,
operational order, deployment instruction, or MyMail, the member should be charged under 2.2.15.
Disgraceful conduct
willingly behave in a disgraceful and indecent manner, and is liable to a sentence of:
a. Dishonourable Discharge
2.2.19. Charges under this section are for acts totally inconsistent with service. For example, the Force
has a zero-tolerance policy regarding cheating, hacks, or any falsification or exploitation of gaming
software, and any offences of this nature should be charged under this section unless there is compelling
reasons otherwise.
2.2.20. It is important to note that the offence must be conducted willingly. Where this cannot be
proven beyond reasonable doubt, the member should be charged under 2.2.1 or 2.2.3.
Breach of confidentiality
release classified information intentionally or through negligence, and is liable to a sentence of:
c. Forfeiture of seniority, to a maximum of six (6) months
2.2.22. The sentence for this offence is highly dependent on the classification of the information, the
seriousness of the intent or negligence, and any other mitigating factors.
Mutiny
2.2.23. It is an offense against these orders for any Commissioned officer or Enlisted member to wilfully
and with intent, refuse, in concert with any other person, to obey orders or otherwise do their duty, and is
liable to a sentence of:
Page 18 of 71
a. Dishonourable Discharge; or
d. Forfeiture of seniority, to a maximum of twenty four (24) months
2.2.24. Where a Commissioned officer or a senior enlisted member is found guilty of Mutiny, and not
dismissed, they are to be stripped of their commission and reverted to the rank of Private.
2.2.25. No member who is found guilty of Mutiny may ever be Commissioned or appointed to the
General ranks.
Sedition
2.2.26. It is an offense against these orders for any Commissioned officer or Enlisted member to, with
intent to cause the overthrow or destruction of an element within the Unity Security Force, create, in
concert with any other person, a revolt or other disturbance against that authority, and is liable to a
sentence of:
a. Dishonourable Discharge
2.2.27. For a member to found guilty of this charge, it must be clearly proven that the member had the
intent to overthrow, damage, or destroy an element of the Unity Security Force. Where this intent cannot
be proven conclusively, the member should be charged under 2.2.23 or 2.2.18.
Page 19 of 71
SECTION 3
SENTENCES
Dishonorable Discharge
2.3.1. Previously referred to at USEC as “Dismissal”, a sentence of Dishonorable Discharge

(otherwise listed as “Dismissal with Disgrace”) can only be passed by a General or Restricted Courts-
martial.
2.3.2. Members sentenced to dishonorable discharge are to be immediately discharged from USEC
and banned from rejoining. Only the Chief of Staff has the authority to issue clemency in such cases.
Where the Chief of Staff passes clemency the member is entitled to rejoin USEC at any time. Members
who are reenlisted after being granted clemency are to be stripped of all awards and rejoin USEC at the
rank of Private.
Administrative Discharge
2.3.3. Members sentenced to administrative discharge are to be discharged from USEC and may have
their account reactivated at any time. Those administratively discharged will forfeit any good conduct
medals or ribbons, and may have service length ribbons forfeited. While members may return to duty at
any stage, where they are an officer they may be reverted in rank should no positions become free.
2.3.4. Those who have been administratively discharged for a period of longer than 14 days must
serve for an additional 12 months beyond any reentry date before becoming eligible for the Distinguished
Service Medal.
2.3.5. Charges carrying a maximum sentence of Administrative Discharge for an enlisted member may
be implemented by the Chief of Staff (or delegate) without trial by Court-Martial or the full summary
disposal procedure. This new method will be used to expedite the discharge process for those who are
AWOL.
Forfeiture of Seniority
2.3.6. Members sentenced to forfeit seniority, have their seniority date amended within the USEC
database, affecting promotions and the award of service medals. This sentence may be included in any
charge, up to the maximum stipulated in the sentencing parameters of the offense. Where a maximum is
not stipulated, no more than one month may be forfeited.
Page 20 of 71
SECTION 4
SUMMARY DISPOSAL OF CHARGES
Introduction
2.4.1. The purpose of Summary Disposal of charges is to provide a fast, effective, and efficient
method of dealing with most cases of alleged offences in the most fair and equitable method possible.
2.4.2. There are two processes open to resolution of charges, the first of which is Summary Disposal
of a charge, whereby the officer hearing the charge reviews the evidence, presents a ruling, and chooses
a punishment within the directions contained in these orders. The second process is trial by Courts
Martial, a slightly more complicated process designed to remove all bias and implement sentences in a
fair and equitable way.
Authority to raise charges
2.4.3. Any superior officer (any member of a higher rank than the member who is accused of an
offence) may raise a charge. This in particular includes Subunit Leaders, Commanding Officers, and the
Sergeant Major of a unit.
2.4.4. To raise a charge, the superior officer must inform their Commanding Officer who then becomes
the officer hearing the charge. Where the Commanding Officer is raising the charge, they may hear it
themselves or request an officer will be appointed at UCOM to hear the charge.
Process to summarily dispose of a charge
2.4.5. The following process is to be followed, as a general guideline, when summarily disposing of a
charge:
a. Initial Communication. Any initial communications should be conducted through the Signal
system with messages Classified CONFIDENTIAL (or above if the charge involves classified
material) until the investigation has been completed and formal communication has been made
as below. Consideration to alert superior officers via Signal is as follows:
(1) Where the charge involves an activity during an operation, consider dispatching a
signal to the members Force Commander
(2) Where a charge is being considered that carries the maximum penalty of
Dishonourable Discharge, the Chief of Staff, Deputy Chief of Staff, and Force
Commander should be informed via signal immediately.
b. Investigation. The officer hearing the charge is to consult with the member or officer preferring
the charge and investigate. A decision is then to be made on what charge(s) the member will
face.
c. Authority. With the preferred charges identified, the officer is then to decide whether they have
the authority to adequately hear the charge. The following are circumstances where an officer
may choose to remand the charge:
(1) If a member is being charged of an offense with a potential sentence of
“Dishonourable Discharge,” the charge must be remanded to trial by court-martial.
(2) If a member requests trial by court-martial, they must be granted that right.
Page 21 of 71
(3) If the officer hearing the charge feels they do not have the authority to adequately hear
1
a charge.
(4) If the member is a Commissioned Officer of the rank of Major or above, the charge
must be remanded to trial by court-martial.
(5) If the member is of General Rank, the charge must be remanded to trial by General
court-martial.
d. Communication. Once an initial investigation has been completed, documentation is to be
prepared and communicated to all involved in the process (most importantly the accused
member), listing the following:
(1) The Primary, Secondary, and Alternate charges (see paragraph 2.4.6); and
(2) A reasonable date by which submissions regarding the charge must be received, to
vary according to the urgency of the charge.
e. Judgement. The officer hearing the charge is then to review all the information available,
seeking additional guidance from relevant authorities as appropriate, and then issue a
judgement on the charge, being:
(1) Guilty; or
(2) Not Guilty; or
(3) No Contest. Where the member has not responded, and it is reasonable to assume
they are likely to not have received notification of the proceedings, then this verdict is
to be issues. Essentially, it is a verdict that authorizes the sentence but leaves the
issue of guilt until the member has received notification and responded; or
(4) Reserved. The judgement may be delayed to allow further review the case, possibly
with other authorities and to seek guidance from UCOM or Directors; or
(5) Remanded. The hearing officer may remand the charge to another officer, or to a
court-martial. The judgement is to clearly state which authority the charge is
remanded too.
f. Sentencing. As a general rule, sentencing is to be carried out immediately prior to any
reviewing authority checking the case. Where an officer has passed judgement but is unable to
act on their judgement, they are to forward the details of the case in full onto the relevant
authority to administer the sentence.
g. Documentation. The judgement and sentence should be recorded in the member’s In-
Confidence personal file, using the format detailed in paragraph 2.4.6 below.
Documenting a Charge
2.4.6. Charges should be formed using the following template:

a. Defining the Charge. Outline the name of the member, the charge against them, and the details
of that charge framed against the detail contained in the Standing Orders; for example:
(1) SERGEANT JOHN DOE is charged with disobeying a lawful command under
paragraph 2.2.15 of the Unity Security Force Standing Orders, in that he willingly
disobeyed a lawful command from a superior officer by refusing to select the weapon
he was instructed to, during a non-operational mission within Armed Assault.
1
Instances where an officer is newly commissioned, or where the offense is complicated, may induce
circumstances where the officer concerned does not feel comfortable handling the charge and therefore
should remand it to a higher authority.
Page 22 of 71
(2) SERGEANT JOHN DOE is charged with Abusive or threatening behaviour under
paragraph 2.2.11 of the Unity Security Force Standing Orders, in that he has displayed
threatening and abusive behaviour towards both Force and Public personnel.
b. Additional Charges. Consideration should be giving to additional charges that may be listed
against the member, these may be:
(1) Secondary Charges. Additional charges to be tried together with the Primary Charge.
In general, only a Primary, Secondary, and Tertiary charge is listed, although more
can be provided if needed.
(2) Alternate Charges. These charges may be provided where difficulty establishing the
exact nature of the charge is encountered. The alternate charge is only considered
where the first charge is dismissed by the judgement or reviewing authority.
c. Notes. Below the each charge should be a heading titled “Notes” that contains details
supporting the charge in bullet form. These may refer to attached evidence but should be
written in factual language, a briefly as possible. Statements should be noted and referred to,
and may be quoted directly, but should not be included in their entirety.
(1) Where an online discussion occurs, the notes section can include a summary of the3
conversation particularly where certain members hearing the charge agree or disagree
on points of policy.
d. Judgement. This section outlines the findings of the hearing officer for each charge. At the
conclusion of each charge, a statement should be listed stating the finding and relevant
sentences imposed.
Page 23 of 71
Sample Charge Listing
2.4.7. The following is a sample, as it would appear on a member’s In-Confidence file:
Primary Charge:
SERGEANT JOHN DOE is charged with disobeying a lawful command under paragraph 2.2.15 of the
Unity Security Force Standing Orders, in that he willingly disobeyed a lawful command from a superior
officer by refusing to select the weapon he was instructed to, during a non-operational mission within
Armed Assault.
- Found GUILTY and sentenced to revert in rank to Private First Class
Secondary Charge:
SERGEANT JOHN DOE is charged with Abusive or threatening behaviour under paragraph 2.2.11 of the
Unity Security Force Standing Orders, in that he has displayed threatening and abusive behaviour
towards both Force and Public personnel.
- Found GUILTY and sentenced to forfeit 3 months seniority
2.4.8. An example for the discharge of a member who has been AWOL and not replied to emails
regarding this:
Primary Charge:
SERGEANT JOHN DOE is charged with being absent without leave under paragraph 2.2.5 of the Unity
Security Force Standing Orders, in that he has been absent without reasonable excuse for X days.
- Found NO CONTEST and sentenced to administrative discharge
Page 24 of 71
SECTION 5
COURTS MARTIAL
Purpose
2.5.1. The purpose of the Courts Martial process is to provide the fairest, most consistent, and just
approach to resolving disciplinary matters within the Force.
History
2.5.2. As of 2008, eight Trials by Court Martial have occurred. All but one of these trials have related
to disciplinary matters, with one relating to operational negligence. The process has been refined over
time to provide a quick, fair, and fast system for resolving complaints. A convention has arisen whereby
they are held without publicity or fanfare, and while the results are not hidden they are neither publicised
directly.
2.5.3. The maintenance of the privacy of an individual is important to USEC, regardless of breaches
they have committed against these orders.
Forms of Court Martial
2.5.4. There are two forms of court martial for the trial of offences under these orders, namely:
a. General Court Martial. A general court martial comprising five or more officers and normally the
president will be of General Rank. This court is normally convened for the trial of senior
Commissioned officers or those of General rank.
b. Restricted Court Martial. A restricted court martial comprising three or more officers and the
president will be of the rank of Major or above. This court is normally convened for the trial of
offences committed by enlisted members and junior officers.
Application for trial
2.5.5. Upon decision to convene a Court Martial, the convening officer is to immediately signal the
following without delay:
a. Chief of Staff; and
b. Sergeant Major of the Force; and
(1) The SGTMAJ(F) is to make contact with the member and provide any advice or
support as required. Their goal is to ensure the welfare of the member.
c. Inspector General; and
d. Force Commander; and
e. Sergeant Major of the Force Group
(1) The SGTMAJ(FG) is to act for the member as an advocate, to assist the member
through the process and help them as required. Their goal is to ensure the welfare of
the member.
(2) If the SGTMAJ(FG) is involved in the charge process in another capacity (such as the
convening authority), another SGTMAJ should be chosen to assist the member in an
advocacy role.
2.5.6. The accused member should then be informed of the decision to try the member by Court
Martial, usually by email.
Page 25 of 71
Convening Order for a General/Restricted Court Martial
2.5.7. The Chief of Staff is to review the application, and if consistent with USEC orders and policy,
approve the trial and issue a “Convening Order for a General/Restricted Court Martial” in the Officers
Forum. This order should list the following:
a. President of the trial; and
b. Members to comprise the trial; and
c. Charges to be heard
Procedure for Court Martial
2.5.8. Ideally, the trial is to be conducted formally online via IRC or MSN, with the accused present to
answer questions and discuss the matter. Where this is not possible or required, the members of the
Court Martial should at least meet and a submission via email sought from the accused.
Documentation
2.5.9. The documentation should follow the same format as that for documenting a charge, as outlined
in paragraph 2.4.6 above.
Unlawful Command Influence
2.5.10. This occurs when senior personnel, wittingly or unwittingly, have acted to influence court
members, witnesses, or others participating in military justice cases. Such unlawful influence not only
jeopardizes the validity of the judicial process, it undermines the morale of military members, their respect
for the chain of command, and public confidence in the process.
2.5.11. Specifically, a senior commander:
a. May not order a subordinate to dispose of a case in a certain way.
(1) The Standing Orders gives independent discretion to each commander at every level
possessing authority to convene courts-martial.
(2) A senior commander may not try to influence the exercise of that discretion.
b. A senior Commander may:
(1) Personally dispose of a case at the level authorized for that offense and for that
commander
(2) Send a case back to a lower-level commander for that subordinate’s independent
action
(3) Send a case to a higher commander with a recommendation for disposition
(4) Withdraw subordinate authority on particular types of cases
(5) Order charges pending at a lower level transmitted up for further consideration,
including, if appropriate, referral
(6) Mentor subordinates, but do so recognizing that there exists the potential for
misinterpreting the commander’s intentions
Page 26 of 71
SECTION 6
SOFTWARE PIRACY
Introduction
2.6.1. Computer Games offer an excellent way for people from all over the world to learn, share,
communicate, and enjoy themselves in a variety of ways. With the advent of the Internet there have been
even more ways which people can share their computer gaming experiences and participate in online
communities such as the Unity Security Force.
2.6.2. For many years Software Piracy was somewhat of an accepted practice within many online
communities and bulletin boards as a method of distributing software, particularly through newsgroups
and Internet Relay Chat (IRC). This has continued with the advent of peer-to-peer sharing systems that
on one hand allow freeware authors to easily distribute their creations, but on the other hand for copyright
infringement to occur.
No Piracy
2.6.3. It is in the best interests of the Force for Software Piracy to be combated, so that Game
manufacturers continue to be profitable and create future platforms that we use to enjoy playing within our
community. Indeed our own community creates many software platforms itself which it wants to be
protected and therefore it is important to respect protecting of others rights also.
2.6.4. The following is prohibited:
a. Providing software via the USEC Forums, servers, or websites with the intent of breaching
lawful copyrights.
Poor Quality Anti-Piracy Methods
2.6.5. It is important that organizations like USEC work to reduce software piracy, but it equally
important to ensure that the methods used by game companies are reviewed and discussed. The
discussion of anti-piracy methods (particularly where they are “bugged” or of poor quality) in the USEC
forums is specifically supported.
Page 27 of 71
SECTION 7
FORMALITY IN COMMUNICATIONS
Introduction
2.7.1. The Force is, at its core, a group with a common desire to relate to each other in a formalized
setting reminiscent of military life. Over the many years of existence significant history, esteem, and
esprit de corps have grown among its members.
2.7.2. Through the appropriate use of formality in communications the responsibility, respect, and
professionalism of those concern is recognized. To become a general at USEC is a great honour and
only occurs after many years service (in all but one instance, General’s have had at least five years
service). Officers carry significant responsibility, and the work commitments required of a fully active
USEC officer approach that of secondary employment. Sergeant Major’s are members who command
the respect of their peers, and are recognized for this.
Written Communication Standards
2.7.3. All members are to ensure that written communications make correct use of rank and
associated conventions:
a. General; address the message using “Sir” or “Ma’am,” using this when referring to it throughout.
(1) When addressing someone of an equal rank whom you do not know well, you should
address them according to their rank, such as “General Brown.”
b. Officer; address the message using “Sir” or “Ma’am,” using their when referring to it throughout,
unless:
(1) Sergeant Majors may address officers (but not those of General rank) by the officers
title, such as “Lieutenant Smith.”
(2) When addressing someone of an equal rank whom you do not know well, you should
address them according to their rank, such as “Captain Bloggs.”
c. Sergeant Major; enlisted members address the message using “Sir” or “Ma’am,” in the first
instance and then the rank (such as SGTMAJ) and surname throughout, unless:
(1) Officers should address Sergeant Majors by their rank, such as “Sergeant Major
Wilson.”
Oral Communication Standards
2.7.4. All members are to ensure that oral communications make correct use of rank and associated
conventions:
a. General; address member using “Sir” or “Ma’am,” their rank and name, such as “General
Brown,” or simply their rank such as “General.”
b. Officer; address member using “Sir” or “Ma’am,” their rank and name, such as “Captain Bloggs,”
or simply their rank such as “Captain.”
c. Sergeant Major; address member using “Sir” or “Ma’am,” their rank and name, such as
“Sergeant Major Bloggs,” or simply their rank such as “Sergeant Major.”
Relaxation of Formality
2.7.5. It is not appropriate for formal standards of addressing members to be conducted all the time, at
times for operational reasons and at other times to allow the team to bond socially. Sometimes, these
Page 28 of 71
moments are expressly stated (such as during an operational mission). At other times, a degree of
judgement and tact is required in assessing the level of formality.
2.7.6. In general the following apply:
a. Working Relationship. Members, who have a close working relationship with a senior member,
can exercise a greater degree of flexibility with the level of formality used in communication.
b. Command Authorized. During operational missions it is common for the senior officer present to
relax or redefine formality restrictions to accommodate the situation. Under these
circumstances it is usually common for:
(1) The Commander to authorize the use of callsigns in lieu of ranks and names; or
(2) Using only surnames in reference to any member, particularly where a callsign is
forgotten, for the sake of brevity; or
(3) Entirely relaxed (“at ease”), for use in informal settings such as non-Force gaming
missions or for general chatting on teamspeak about non-related matters.
c. Implied. This occurs when you are aware of similar situations where rank is not used, or where
you exercise reasonable judgement that it is not required or expected in this situation. Extreme
care should be taken and the following should be noted:
(1) Other members may join later and will adhere to a higher standard. Care should be
taken in this situation not to abuse any implied relaxed standards. This can not only
cause offense to the officers, but also to the members who are strictly following
regulations.
(2) The situation could change at any time. If formal matters come up, you need to
quickly react to the situation and ensure your behaviour is appropriately adjusted.
(3) When in doubt, adhere to the standards strictly.
Relaxation Defence against charges
2.7.7. Nothing in paragraph 2.7.6(c) above can be used a defence against any charge under standing
orders. Strictly speaking, implied relaxation is by definition contrary to standing orders and if an officer
were to take offense, it would be a charge that could be upheld. It is merely noted here to acknowledge
that it does occur, and that care needs to be taken with its implementation.
Page 29 of 71
Chapter 3 - Personnel
CHAPTER 3
PERSONNEL
SECTION 1
AUTHORITY FOR PERSONNEL MANAGEMENT
Authority to issue promotions
3.1.1. The following have the authority to issue promotions:

a. Chief of Staff; and
b. Deputy Chief of Staff; and
c. Director of Personnel; and
d. Force Commanders; and
e. Commanding Officers; and
f. Subunit Leaders
3.1.2. This authority is restricted to those members directly under the day-to-day command of the
individual, excluding the CoS, DCoS and DPers who have the authority to promote any member of the
Force.
Authority to issue demotions
3.1.3. The following have the authority to issue demotions:

a. Sentence of an officer hearing a charge that has been summarily disposed of; or
b. Sentence of a Court Martial
Authority to issue reversions in rank
3.1.4. The following have the authority to issue reversions in rank, in accordance with Chapter
3Section 5 of these orders:
a. Commanding Officers (for enlisted members only); and
b. Force Commander; and
c. Director of Personnel; and
d. Chief of Staff ; or
e. Any delegate nominated by the Chief of Staff
Page 30 of 71
SECTION 2
PROMOTION OF ENLISTED MEMBERS
Introduction
3.2.1. The promotion system within USEC has been developed with specific guidelines, resulting in
the quickest progression (excluding any capacity for accelerated promotion) from Private to Sergeant
Major being twelve months of unbroken service.
Private
3.2.2. Promotion to Private (PVT) is at the discretion of recruiting

staff, once the member has achieved the following as a minimum:
a. Submitted a recruitment application; and
b. Completed the Basic Recruit Exam; and
c. Satisfied to the Director of Recruiting their intention to serve
USEC and remain active.
Private First Class
3.2.3. Promotion to Private First Class (PFC) is at the discretion of

a superior officer, once the member has achieved the following as a
minimum:
a. 2 weeks continuous service; and
b. Completed any basic training or assessment required; and
c. Active in unit events and on the forums
3.2.4. Accelerated promotion may be approved by a Commanding
Officer or UCOM where compelling reasons exist, such as previous
USEC experience.
Corporal
3.2.5. Promotion to Corporal (CPL) is at the discretion of a

superior officer, once the member has achieved the following as a
minimum:
a. 4 weeks continuous service; and
b. Active in unit events and on the forums
3.2.6. Accelerated promotion may be approved by a Commanding
Officer or DPERS where compelling reasons exist, such as previous
USEC experience.
Page 31 of 71
Sergeant
3.2.7. Promotion to Sergeant (SGT) is at the discretion of a

minimum:
a. 4 weeks continuous service as a corporal; and
b. Pass the NCO exam; and
c. Active in unit events and on the forums; and
d. Completed any specialist init training or assessment
required
3.2.8. DPERS is the only authority that can approve accelerated promotion to Sergeant.
Staff Sergeant
3.2.9. Promotion to Staff Sergeant (SSGT) is at the discretion of a

minimum:
a. 4 weeks continuous service as a Sergeant; and
b. Active in unit events and on the forums; and
c. Assisted in the leadership and/or management of Unit
affairs
3.2.10. Staff Sergeant is as high as a member can go without being
directly involved with the management and organization of their unit and events. If a member is not an
active participant in the leadership and direction of their unit, they must not be promoted beyond Staff
Sergeant.
Master Sergeant
3.2.11. Promotion to Master Sergeant (MSGT) is at the discretion of

a superior officer, once the member has achieved the following as a
minimum:
a. 4 weeks continuous service as a Staff Sergeant; and
b. Exceptionally active in unit events and on the forums; and
c. Completed all required unit specialized training; and
d. Displayed leadership
3.2.12. Master Sergeant is considered a leadership rank; members
being promoted to this rank must have displayed activity in the leadership and management of unit affairs.
This could include the following (list is not exhaustive):
a. Leading squads in ground or air missions
b. Participating in the organization of training or events
c. Promoting or developing standards within the unit
Page 32 of 71
First Sergeant
3.2.13. Promotion to First Sergeant (FSGT) is at the discretion of a

minimum:
a. 8 weeks continuous service as a Master Sergeant; and
b. Exceptionally active in unit events and on the forums; and
c. Participated in the organization of training or events; and
d. Displayed significant leadership
Sergeant Major
3.2.14. The rank of Sergeant Major (SGTMAJ) is both a rank as

well as a position of Authority within a unit. It is a role and rank of
significant tradition throughout the Armed Forces of the World. Each
Unit within the Force may appoint a single Sergeant Major from within
its members, as decided by the Commanding Officer.
3.2.15. Promotion to Sergeant Major is at the discretion of a
Commanding Officer, once the member has achieved the following as
a minimum:
a. Of the rank of Master Sergeant or above; and
b. 4 weeks service in current rank; and
c. Considered the most skilled enlisted member of the unit; and
d. No other Sergeant Major’s exist in the unit
Sergeant Major of the Force Group
3.2.16. As the senior Sergeant Major (SGTMAJ(FG)) within a Force

Group, they are appointed within the command squad of one of the
units in a Force Group and are the most senior enlisted member in
the Force Group.
3.2.17. This rank is a reflection of Grade, within a rank, and is used
to provide seniority among all Sergeant Majors. Where a Sergeant
Major of the Force Group exists within a Unit, a Sergeant Major may
not be appointed within that Unit.
3.2.18. Their responsibility is as the most skilled member of the
group, with a keen focus on training and stewardship over new members. They are generally referred to
as Sergeant Major, rather than their full title.
3.2.19. Promotion to Sergeant Major of the Force Group is at the discretion of a Force Commander,
once the member has achieved the following as a minimum:
a. 8 weeks continuous service as a Sergeant Major; and
b. Considered the most skilled enlisted member of the Force Group; and
c. No other members at the rank of Sergeant Major of the Force Group exist in the Force Group
Page 33 of 71
Sergeant Major of the Force
3.2.20. One Sergeant Major may be selected as the senior member

out of the entire Force. Typically they will be stationed in UCOM
directly, or they may continue to serve in their unit.
3.2.21. Their responsibility is as the most skilled member of the
entire Force, with a keen focus on training and stewardship over new
members. They are generally referred to as Sergeant Major, rather
than their full title.
3.2.22. Promotion to Sergeant Major of the Force (SGTMAJ(F)) is
at the discretion of the Chief of Staff, once the member has achieved
the following as a minimum:
a. 8 weeks continuous service as a Sergeant Major of the Force Group; and
b. Considered the most skilled enlisted member of the Force; and
c. No other members at the rank of Sergeant Major of the Force exist in the Force
Page 34 of 71
SECTION 3
PROMOTION OF COMMISSIONED OFFICERS
“No man can be a great officer who is not infinitely patient

of details, for an army is an aggregation of details.”
- George S. Hillard
Second Lieutenant
3.3.1. Newly Commissioned Officers are appointed to this rank, on

successful completion of the Officer Training Course (OTC), although
they may be commissioned at a higher rank where they have proven
experience either within USEC or outside.
3.3.2. Where a Second Lieutenant is posted as a Commanding
Officer of a unit, such a posting is considered provisional unit they
have been substantiated to the rank of First Lieutenant.
First Lieutenant
3.3.3. Lieutenants typically fill Sub-unit leader positions within

Units, although may be posted into Training Officer or other junior
staff roles.
3.3.4. Promotion to First Lieutenant is at the discretion of a
minimum:
a. 4 weeks service as a Second Lieutenant; and
b. Completed any unit training or assessment required; and
d. Displayed leadership; and
e. If a Sub-unit leader, the squad must be active
3.3.5. Accelerated promotion may be approved by a Commanding Officer or UCOM where compelling
reasons exist, such as previous USEC experience as an NCO.
Captain
3.3.6. Captains are typically seasoned Squad leaders, Executive

Officers, or Staff Officers, who are preparing for Senior Management
positions within Unit and Force command.
3.3.7. Promotion to Captain is at the discretion of a superior
officer, once the member has achieved the following as a minimum:
a. 8 weeks service as a First Lieutenant; and
b. Completed the Joint Operation Planning Course (JOPC);
and
d. Displayed exceptional leadership; and
e. If a Sub-unit leader, the squad must be highly active
Page 35 of 71
3.3.8. The Chief of Staff is the only authority that can approve accelerated promotion to Captain, on
request of a Commanding Officer.
Major
3.3.9. Majors are typically new unit Commanding Officers, Senior

Executive Officers, Senior Staff Officers, or Junior Directors in
UCOM. In exceptionally large Units with senior officers commanding
them, Majors may command subunits.
3.3.10. Promotion to Major is at the discretion of a superior officer,
once the member has achieved the following as a minimum:
a. 8 weeks service as a Captain; and
b. Completed the Junior Command Course (JCC); and
c. Appointed as a Unit Commander; or
d. Serving as a Staff Officer; or
e. Serving as an Executive Officer; or
f. Squad Leader in a Unit that is commanded by a General
3.3.11. The Chief of Staff is the only authority that can approve accelerated promotion to Major.
Lieutenant Colonel
3.3.12. Lieutenant Colonels are highly competent Unit

Commanders, Senior Executive Officers, Senior Staff officers, or
competent Directors in UCOM.
3.3.13. Promotion to Lieutenant Colonel is at the discretion of a
minimum:
a. 12 weeks service as a Major; and
b. Participated in a decorated Force operation1; and
c. Completed the Senior Command Course (SCC); and
d. Serving in a Supernumerary position
Colonel
3.3.14. Colonels are exceptionally competent Officers, and the

Chief of Staff can only make promotion to this rank. In order to be
eligible for promotion to Colonel, Lieutenant Colonels must complete
the Senior Command Course (SCC).
3.3.15. This is the most senior Officer rank before the “General”
officer ranks, and achievement of this rank is considered a great
honour within the Force.
3.3.16. Promotion to Colonel is at the discretion of a superior
officer, once the member has achieved the following as a minimum:
a. 12 weeks service as a Lieutenant Colonel; and
1
An operation is considered “decorated” when it receives an official ribbon for participation. A member
must be a recipient of this ribbon to be considered a participant for the purposes of promotion.
Page 36 of 71
b. Participated in a decorated Force operation; and

c. Completed the Senior Command Course (SCC); and
d. Serving in a Supernumerary position; and
e. Received the Operational Planner Ribbon
Page 37 of 71
SECTION 4
PROMOTION OF GENERAL RANKS
“It takes fifteen thousand casualties to train one major-

general.”
- Ferdinand Foch
Promotion of the General Staff
3.4.1. General Staff are to be nominated for promotion through the USEC Forums. The forum note is
to be using the standard promotion nomination form as decided by the Inspector General and the Chief of
Staff. Such notices are to solicit the comment from other Officers, with Generals and the Inspector
General required to comment.
3.4.2. Successful nominations are those that, in the eye of the Inspector General and Chief of Staff,
are sound both in policy and in terms of support from fellow officers.
Brigadier General
3.4.3. Promotion to the rank of General grants the officer the

authority to act on behalf of the Chief of Staff for the area they are
commander of. They have nearly the same powers as that granted to
the Chief of Staff, and therefore it is important that only the most
trusted and skilled officers are appointed to the General ranks.
3.4.4. New Force Commanders are, generally, appointed at the
rank of Brigadier General unless there are compelling reasons
otherwise (as detailed in the sections below). Directorates of
particular importance that require high degrees of autonomy from the
Chief of Staff also may be staffed by Brigadier Generals.
Major General
3.4.5. Promotion to Major General is at the discretion of a fellow

officer by duly nominating them, once they has achieved the following
as a minimum:
a. 6 months service as a Brigadier General; and
b. Outstanding contributions to their Force Group during this
time; and
c. The Force Group under their command is sized at more
than 40 personnel, across no less than three Units.
Lieutenant General
3.4.6. Promotion to Lieutenant General is at the discretion of a

fellow officer by duly nominating them, once they has achieved the
following as a minimum:
a. 12 months service as a Major General; and
b. Outstanding contributions to their Force Group during this
time; and
c. The Force Group under their command is sized at more
than 60 personnel, across no less than four Units.
Page 38 of 71
General
3.4.7. Promotion to General is at the discretion of a fellow officer

by duly nominating them, once they has achieved the following as a
minimum:
a. 12 months service as a Lieutenant General; and
b. Appointed as the Deputy Chief of Staff; or
c. Appointed as the Chief of Staff; and
d. Outstanding contributions to USEC during this time; and
e. The entire Force comprises at least one hundred (100)
personnel, across no less than four Force Groups.
General of the Force
3.4.8. Promotion to General of the Force is at the discretion of a

fellow officer by duly nominating them, once they has achieved the
following as a minimum:
a. 12 months service as a General; and
b. Appointed as the Chief of Staff; and
c. Outstanding contributions to USEC during this time; and
d. The entire Force comprises at least 200 personnel, across
no less than four Force Groups.
General of the Forces
3.4.9. This rank has no grade, likely to only be used to elevate an

outgoing senior General as a mark of respect or distinction.
Page 39 of 71
SECTION 5
REVERSION IN RANK
“Each decision we make, each action we take, is born out

of an intention.”
- Sharon Salzberg
Introduction
3.5.1. Reversion in rank is an administrative process where a member has requested, or through an
administrative action or inaction is deemed to have requested, that they be relieved of their present duties
and returned to membership status.
3.5.2. While a reversion in rank is administrative, rather than disciplinary, in nature there may be
disciplinary implications particularly where the reversion is involuntary. For example, reversions in rank
generally result in the member restarting their eligibility for the Distinguished Service Medal, entitling them
only to the Meritorious Service Medal for that period of service.
Reversion of Enlisted Members
3.5.3. Upon request of a member, a Commanding Officer has the authority to issue a reversion in
rank. Reversions are issued to members who wish to return to “soldiering” rather than pursuing a
management role, for example, a reversion from Sergeant Major to Sergeant.
Reversion of Commissioned Officers
3.5.4. Where a reversion involves resigning of a commission as an officer, the Chief of Staff, a Force
Commander, or the Director of Personnel may approve this. Where an officer is reverted to an enlisted
rank, they should be reverted to the highest rank they held prior to commissioning, or one of the following
conventions, whichever is higher:
a. Where the member was a Lieutenant Colonel or Colonel, they should revert to a Staff Sergeant;
or
b. Where the member was a Captain or Major, they should revert to a Sergeant; or
c. Where the member was a 1st Lieutenant, they should revert to a Corporal; or
nd
d. Where the member was a 2 Lieutenant, they should revert to a Private First Class
Reversion of General Staff
3.5.5. Where a reversion involves the resigning of a commission as a General, only the Chief of Staff
may approve this.
a. Where a General is reverted to an officer they should be reverted to the rank of Colonel, but
only where a position at that rank is available. Should such a position not be available, they
should be reverted to the next suitable high ranked position.
b. Where a General is reverted to an enlisted member they should be reverted to the highest rank
they held prior to commissioning, or the rank of Master Sergeant, whichever is higher.
Page 40 of 71
Chapter 4 - Decorations
CHAPTER 4
DECORATIONS
SECTION 1
BADGES
“We ought not to judge of men's merit by their

qualifications, but by the use they make of them.”
- Richard Cecil
Introduction
4.1.1. Badges recognize relevant education or competency by members the Force, such as
qualification training.
Astronaut Badges
4.1.2. The Astronaut Wings were instituted as part of the Unity Virtual Aviation Community in 2003
when the Sim Space Command joined UVAC. Only one member of the Unity Virtual Aviation Community
was ever awarded their Astronaut wings for their involvement with SimNASA space operations.
4.1.3. The Astronaut Wings replace the other badges when awarded. They are not to be worn
together on a USEC uniform with any other qualification bade
Mission Specialist Astronaut Astronaut Commander
4.1.4. The following badges are authorized:

a. Astronaut Mission Specialist. This award signifies the recipient is qualified and has
consummated their status as an Astronaut Mission Specialist. To be awarded the Astronaut
Mission Specialist Badge the following must be completed:
(1) Operations above 100km. Recipients must have conducted an official operation at or
above the space boundary, as defined by the Fédération Aéronautique Internationale
at 100 km (62 miles, or approximately 328,000 feet).
(2) Astronaut Mission Specialist Training. Recipients must have completed required
Astronaut Mission Specialist training, as directed by the Commander Special Force.
b. Astronaut. This award signifies the recipient is qualified and has consummated their status as
an Astronaut. To be awarded the Astronaut Badge the following must be completed:
Page 41 of 71
(2) Aviator Qualified. The recipient must hold the Aviator or Aviator Instructor badge (or
equivalent for external or allied personnel).
(3) Astronaut Training. Recipients must have completed required Astronaut Pilot training,
as directed by the Commander Special Force.
c. Astronaut Commander. This award signifies the recipient is qualified and has consummated
their status as an Astronaut Commander. To be awarded the Astronaut Commander Badge the
following must be completed:
(2) Mission Commander. The recipient must have served as the Mission Commander
during an official mission approved by the Commander Special Force.
(3) Astronaut Qualified. The recipient must hold the Astronaut badge (or equivalent for
external or allied personnel).
(4) Astronaut Training. Recipients must have completed required Astronaut Pilot training,
as directed by the Commander Special Force.
Aviator Badges
4.1.5. Instituted on 1 March 2009, the Aviator Badge is awarded to those members who pass all
primary and secondary aviation training, signifying qualification for full active duty as an aviator with a
unit.
Basic Aviator Aviator Aviator Instructor
4.1.6. The following badges are authorized:

a. Basic Aviator. This award signifies the recipient is qualified for combat flight duties within the
Armed Assault game platform, but not qualified for complex flight duties such as those within
Microsoft Flight Simulator. To be awarded the Basic Aviator Badge the following must be
completed:
(1) Basic Ground School Exam
(2) Combat Flight Assessment (Armed Assault)
b. Aviator. This award signifies the recipient is qualified for full flight duties within all platforms. To
be awarded the Aviator Badge the following must be completed:
(1) Basic Ground School Exam
Page 42 of 71
(2) FSX Private Pilot License checkflight

(3) VATSIM Exam
(4) 10 hours logged on VATSIM server
(5) ILS Certified, either by superior officer or VATSIM assessment
c. Aviator Instructor. This award signifies the recipient is qualified for full flight duties within all
platforms, including those duties required for instructors. To be awarded the Aviator Instructor
Badge the following must be completed:
(1) Held the Aviator Badge (or equivalent) for six (6) months or more; and
(2) Completed peer review Instructor Assessment(s); and
(3) Recommendation by the Commander Air Forces or Chief of Staff
Unity Flight Academy Badge
4.1.7. The Unity Flight Academy Wings were instituted as part of the Flight Academy at the Unity
Virtual Aviation Community, when it was established in 2002. Since then, it has been custom for pilots
who have completed rigorous flight training to be awarded their wings.
4.1.8. The Unity Flight Academy Wings were depreciated on 1 March 2009, upon the completion of
the Qualification Badge Review. Members are authorized to continue to display their UFA Wings until 1
June 2009, after which time they will be removed.
Combat Badges
4.1.9. After a review of qualification badges in January 2009, the previous combat badges were
dropped and the following badges introduced. Each badge contains important and consistent symbology
of the recipients’ achievement and the role of those skills in achieving Force goals.
Parachutist Seaman Cavalry
Sniper Infantryman Engineer
Page 43 of 71
Corpsman
4.1.10. Reserved.
Page 44 of 71
SECTION 2
MEDALS
“God will not look you over for medals, degrees or

diplomas, but for scars.”
- Elbert Hubbard
Introduction
4.2.1. A medal is defined as an embossed metal disc, cross or star struck to commemorate a
particular event or service and awarded to individuals who become eligible for it or as a decoration or
honour for distinguished military or civilian service.
Order of Wear
4.2.2. Medals are displayed below qualification badges but above ribbons on a uniform, with the
following order of wear applying:
a. Crosses represent highest achievements of gallantry and service and are worn above other
medals; and
b. Medals represent lengthy periods of dedication and service and are generally worn above all
other medals other than crosses, with the exception of the Unity Medal, which has special
precedence over all other Medals and Awards; and
c. Stars represent single acts of dedication, service, and skill. They are typically worn below
medals but above commendations; and
d. Commendations are awarded to recognize sustained acts of heroism or meritorious service
either during conflict or peacetime.
Award Stars
4.2.3. For many medals, additional awards of the same medal are denoted by the placement of a
small award star on the ribbon. They should not be confused with the Gold and Silver Stars. At USEC,
gold has preference to silver, therefore:
a. Silver denotes a single additional medal received; and
b. Gold denotes five awarded medals.
4.2.4. Therefore, if a member has received three awards of the same medal, they will display the
medal with two silver award stars placed upon the ribbon. If a member has been awarded a medal seven
times, they will display the medal with one gold award star, and one silver award star.
Gallantry Crosses
4.2.5. Gallantry Crosses are awarded to recognize individual acts of conspicuous and extraordinary
bravery of members during operational service.
4.2.6. The authority to issue Gallantry Crosses rests with the Chief of Staff. Nominations for the award
of a Gallantry Cross must be supported by a member of the General Staff, usually the Force Commander
of the nominated members Force Group. All Gallantry Cross nominations must be reviewed by the
Inspector General.
4.2.7. Any member of the Force may nominate another for a Gallantry Cross, and should do so
through their regular chain of command.
4.2.8. The following guidelines should be followed for specific awards of these medals:
Page 45 of 71
a. Air Force Cross. The awarded to recognise exceptional acts performed while flying in an
operational environment. This medal is awarded for events that occur during one specific event,
rather than a series of lesser events over a space of time. Previously this award was referred to
as either the Flying Cross, or the Distinguished Flying Cross. Examples of acts which may
qualify for the award include:
(1) Using an aircraft to rescue member(s) from imminent danger, and successfully
removing them from that danger without loss of the aircraft.
(2) Exercising outstanding and unprecedented skill in the use of an airframe, while under
extreme peril, in such a way that directly affects the success of a major mission
objective.
b. Combat Cross. The Combat Cross is awarded for acts of exceptional gallantry in the face of the
enemy on an operational mission or deployment, while engaged in ground operations. This
award represents the highest decoration solely for ground forces. Examples of acts which may
qualify for the award include:
(1) Successfully rescuing member(s) from imminent danger without experiencing major
loss of life or equipment.
(2) Exercising outstanding and unprecedented skill in the conduct of their duties, while
facing extreme peril, in such a way that directly affects the success of a major mission
objective.
c. Maritime Cross. The Maritime Cross was instituted on 16 April 2007 to recognise acts of
exceptional gallantry in the face of the enemy on an operational mission or deployment, while
engaged in maritime operations. This award represents the highest decoration solely for
maritime forces.
(1) Using a maritime vessel to rescue member(s) from imminent danger, and successfully
removing them from that danger without loss of the maritime vessel.
(2) Exercising outstanding and unprecedented skill in the use of a maritime vessel, while
under extreme peril, in such a way that directly affects the success of a major mission
objective.
(3) The Maritime Cross may, where appropriate, be awarded for the use of aircraft in a
maritime setting, where the award of this cross is deemed more appropriate than the
award of the Distinguished Flying Cross.
Air Force Cross Combat Cross Maritime Cross
Service Crosses
4.2.9. Service Crosses are awarded to recognize individual acts of extraordinary service by of
members during operational or non-operational combat service.
Page 46 of 71
a. Leadership Cross. The Leadership Cross was instituted on 7 April 2008 to recognise
outstanding leadership by members of the Force. Award of this medal is made to members who
demonstrate outstanding leadership while in service of the Force.
(1) May be awarded with a Valor device when awarded for actions during a mission
conducted online as part of a sanctioned Force operation or non-operational mission
with a filed Combat Report.
(2) This award may not be made for an event that occurred prior to 1 April 2008.
b. Force Cross. The Force Cross was instituted on 16 April 2007 to recognize acts of bravery
during a mission or deployment. The award is designed to recognize acts that fall below the
award of gallantry medals but are still deserving of significant recognition. It may be awarded for
exceptional bravery in non-operational missions.
(1) By convention all awards of the Force Cross are subsequently reviewed by the
Inspector General, after they are made, to ascertain if they may qualify for a Gallantry
Cross.
Leadership Cross Force Cross
Service Medals
4.2.10. Service Medals are awarded to recognize lengthy periods of conspicuous, extraordinary service
by members. A key feature of the award of these medals is the length over which they have displayed
the various qualities that have earned them the medal.
4.2.11. The following guidelines should be followed for specific awards of these medals:
a. Guardian Medal. Struck in March 2008 in response to the efforts of senior staff in recovering
from a server crisis, the Guardian Medal is the highest medal that can be awarded to a Force
member for an act in support or service of the Force. The Guardian Medal is awarded for acts
demonstrating heroic service, dedication, and commitment, to the Force in times of crisis or
disruption.
b. Distinguished Service Medal. This medal is awarded to those who have served around 12
months, with conspicuous dedication and commitment well in advance of that which could be
expected of them. They must have had no disciplinary or administrative blemishes during their
Force career. This medal recognizes the outstanding service of long-time USEC members.
(1) Those who have been administratively discharged must serve for an additional 12
months beyond any reentry date before becoming eligible for the Distinguished
Service Medal.
(2) Prior to this award being made, a detailed study must be conducted of the member’s
background. Particular attention should be made regarding the In-Confidence personal
file that commissioned officers are authorized to see.
Page 47 of 71
c. Meritorious Service Medal. This medal is awarded to those who have served around 12
months, with dedication and commitment in advance of that which could be expected of them.
They must have no serious disciplinary or administrative blemishes within at least the last 6
months of service. This medal recognizes dedicated service of long-time USEC members.
(1) Those who have been administratively discharged for periods longer than 14 days
must serve for an additional 6 months beyond any reentry date before becoming
eligible for the Meritorious Service Medal.
Distinguished Meritorious Special Service Medal

Service Medal Service Medal
Service Stars
4.2.12. Service Stars are awarded to recognize exceptional service, dedication, commitment, or skill
while in service of the force. They are designated for specific acts, rather than a series of acts or a
lengthy period of distinguished service. They may be awarded with a Valor device to designate that the
star was awarded for action during a mission.
a. Gold Star. First announced in June 2002, the Gold Star is the highest in a series of three
medals designed to recognise acts of service to the Unity Virtual Aviation Community. The Gold
Star is awarded for acts demonstrating exceptional service, dedication, and commitment, to the
Force.
b. Silver Star. The Silver Star is the second in a series of three medals designed to recognise acts
of service to the Unity Virtual Aviation Community. The Silver Star is awarded for acts
demonstrating significant service, dedication, and commitment, to the Force.
c. Bronze Star. The Bronze Star is the first in a series of three medals designed to recognise acts
of service to the Unity Virtual Aviation Community. The Bronze Star is awarded for acts
demonstrating service, dedication, and commitment, to the Force.
Gold Star Silver Star Bronze Star
Page 48 of 71
Commendation Medals
4.2.13. Commendation Medals are awarded to recognize sustained acts of heroism or meritorious
service within the service of either the entire Force, or specific Force Groups. The award is designed to
recognize sustained acts that fall below the award of gallantry medals but are still deserving of significant
recognition.
4.2.14. The following guidelines apply:
Air Commendation Medal Maritime Commendation Medal Land Commendation Medal
Page 49 of 71
SECTION 3
THE UNITY MEDAL
Introduction
4.3.1. The Unity Medal was instituted on 16 April 2007 to mark five years since USEC was founded,
and represents the highest award that a USEC member may receive while in service.
Award
4.3.2. The Medal is awarded to those persons in any field of endeavour, who have rendered
outstanding and meritorious service to the Force, through momentous commitment and personal
sacrifice, while becoming distinguished by their eminence, talents, contributions and other merits. It is the
highest honour that can be bestowed upon a member of the Force.
Description
4.3.3. The medal, based on the real world Medal of Honor in the United States, features a golden
inverted star, emblazoned with the Unity Wings, Star, and Crown in a circular center, surrounded by gold
and green/blue leaves. The star is mounted onto a plate bearing the letters "UNITY" which is attached to
a shield and wing combination. The Medal is attached to a ribbon mount, light blue and containing 22
white stars. It is the only Medal at USEC that is a neck order.
Page 50 of 71
SECTION 4
RIBBONS
Ribbons
4.4.1. Ribbons are awarded to recognise events and service of members of the Force. Broadly
speaking ribbons fit into the following categories:
a. Service Ribbons; are awarded for length of time served (such as 1 year) or specialist service
(such as service as a Staff Officer at UCOM).
b. Campaign Ribbons; are specific to individual campaigns and are awarded for participation in the
operation by Force members.
c. Qualification Ribbons; are awarded to members on completion of courses and training.
d. Citations; are awarded to recognise meritorious service by an individual or an entire unit in a
specific operation.
Purpose
4.4.2. The purpose of ribbons is to recognise and reward members within the Force, for collective or
specific acts, service, dedication, skill, or action beyond the strict call of duty.
Authority
4.4.3. The Director of Personnel holds authority for the creation, development, and awarding of
ribbons to Force members.
Regulations
4.4.4. When a decoration is created, regulations regarding the award of it are placed on the website
and should be used to govern its award to members. Where it is not clear a member is eligible for an
award, direction should be sought from DPERS or UCOM.
Page 51 of 71
Chapter 5 - Operations
CHAPTER 5
OPERATIONS
SECTION 1
COMMAND AND CONTROL
“Keep cool and you command everybody.”

- Louis de Saint-Just
Introduction
5.1.1. Command and control are separate terms with different meanings although they are often
incorrectly considered to be a single term.
Command.
5.1.2. Relates to making decisions. The authority to control is inherent in command but may be
delegated. Command concerns the authority and responsibility to allocate assets and order movement of
units and weapons. It is defined as the authority that a commander in the military service lawfully
exercises over subordinates by virtue of rank or assignment. It includes the authority and responsibility
for effectively using available resources and for planning the employment of or directing, coordinating,
and control of military forces for the accomplishment of assigned missions. Command also includes a
responsibility for health, welfare, morale, and discipline of assigned personnel. Command of various
elements may be exercised under the following headings:
a. Full Command (FULL COMD). The military authority and responsibility of a superior officer to
issue orders to subordinates and covers every aspect of military operations and administration.
It usually only exists within national services or extremely close allies.
b. Operational Command (OPCOM). The authority granted to a commander to assign missions or
tasks to subordinate commanders, to deploy units, to re-assign forces and to retain or delegate
Operational Control (OPCON) and/or Tactical Control (TACON) as may be deemed necessary.
It does not of itself include administration or logistic control. OPCOM may also be used to
denote forces assigned to a command. While OPCOM allows a commander to specify missions
and tasks, to assign separate employment to components of assigned units and to reassign
forces away from his own force, it does not carry the authority to disrupt the basic organisation
of a unit to the extent that it cannot readily be given a new task or be redeployed elsewhere. In
Allied joint operations OPCOM of one nation’s unit(s) by another national commander may be
necessary:
(1) to achieve effective integration of effort;
(2) when the peculiarities of the operation dictate; and
(3) when the distance from, or lack of communication with, higher authority presents
unacceptable difficulties.
(4) Tactical Command (TACOM). Is the authority delegated to a commander to assign
tasks to forces under his command for the accomplishment of the mission assigned by
the higher authority. It is narrower in application than OPCOM but includes the
authority to delegate or retain tactical control.
Page 52 of 71
Control
5.1.3. A function of command and concerns the priority with which the support of a unit or formation is
applied. It is concerned with putting the decision into effect and monitoring progress and results. It does
not give the supported unit or formation the authority to allocate assets or order movement, nor does it
require it to accept administrative responsibility. It is defined as: ‘that authority which may be less than
FULL COMD exercised by a commander over part of the activities of subordinate organisations, or other
organisations not normally under his command, which encompasses the responsibility for implementing
orders or directives. All or part of this authority may be transferred or delegated’. Control of various
elements may be exercised under the following headings - OPCON and TACON:
a. Operational Control (OPCON). OPCON is: ‘the authority delegated to a commander to direct
forces assigned so that the commander may accomplish specific missions or tasks which are
usually limited by function, time, or location; to deploy units concerned, and to retain or assign
tactical control of those units. It does not include authority to assign separate employment of
components for the units concerned. Neither does it, of itself, include administrative or logistic
control’. The object of placing units under OPCON of a commander is to give that commander
the benefit of their employment in his support without further reference to a senior authority and
without the need to establish a forward joint agency. The commander given OPCON of a
formation or unit may not exceed the limits of its use as laid down in his directive without
reference to the authority issuing the directive. OPCON is more limited than OPCOM and does
not include the authority to reassign forces or to employ a formation, or any part of it, on tasks
other than the assigned task, or to disrupt its basic organisation so that it cannot readily be
given a new task or be redeployed elsewhere.
b. Tactical Control (TACON). TACON is: ‘the detailed and, usually, local direction and control of
movements or manoeuvres necessary to accomplish missions or tasks assigned’. In general,
the delegation of tactical control is only necessary when two or more units not under the same
operational control are combined to form a cohesive tactical unit. A commander having tactical
control is responsible for formulating the plan and issuing the necessary orders to the unit.
TACON is inherent in OPCON. It should be noted that some allies, particularly the UK and
NATO, use this term in its most limited sense conferring nothing more than the ability to
coordinate localised activity within an assigned AO.
Page 53 of 71
SECTION 2
OPERATIONAL PLANNING (OPLAN)
“No plan survives contact with the enemy.”

- Helmuth von Moltke
Introduction
5.2.1. To employ manoeuvre warfare successfully a commander must be able to react rapidly and
decisively to an evolving situation. Initiative and boldness are essential requirements for success. Over-
direction and over-concern for detail by superiors must be avoided. Orders should be issued that define
the purpose of an operation but leave the execution to the commander directly responsible.
5.2.2. A common doctrine, standing operating procedures, and drills are the instruments of command
that enable the use of operational directives or orders. Commanders must have a thorough
understanding of the battle one level up and a good grasp of the concept of operations two levels up.
Only with this knowledge is it possible to fight the battle within the higher commander’s intentions.
Mission Analysis
5.2.3. The first step in the process is to conduct the mission analysis. This is designed to enable a
subordinate commander to review not only the tasks that he or she has been given but also the purpose
behind them or, in other words, what is in the superior commander’s mind. It will also permit the
subordinate to:
a. Identify any additional task implicit in carrying out the superior’s orders,
b. Exploit a situation without waiting for further orders in the way in which the superior would intend
if present, and
c. React to a changed situation of which the commander may not be aware.
5.2.4. As a result of mission analysis, the commander arrives at a clear and concise statement of
tasks to be accomplished and the purpose to be achieved. This mission becomes the basis for the
appreciation, to which all thought is focused, and it will also become the mission in the commander’s
orders. The mission analysis should occur continuously during execution to ensure the validity of the
mission.
5.2.5. A commander can derive the mission in a number of ways. At the lowest tactical level (sub-unit
and below) the mission could be given directly by the superior commander. However, the commander
may have to develop it from tasks received, together with an understanding of the superior commander’s
intentions, mission, and concept of operations. It can also be deduced from a change in the tactical
situation, arguably the real strength of the mission analysis process. Mission analysis is the means
through which a commander develops a thorough understanding of the mission, regardless of how it is
derived.
5.2.6. To identify these points, six questions need to be answered:
a. What is the current situation?
b. What is the intention of the higher-level commander and what is my role in the overall plan?
c. What am I required to do, or what tasks must I complete in order to carry out the mission?
d. Are there any constraints and what freedom of action do I have?
e. What are the critical facts and assumptions?
f. Has the tactical situation changed and what tasks would my commander give me had he known
of the situation?
Page 54 of 71
Definition of the Battlespace
5.2.7. The battlespace includes all aspects of the environment encompassed by the area of operations
(AO) and the area of interest (AI). The higher commander normally designates the area of operations by
assigning boundaries, while the area of interest extends beyond these boundaries to include external
influences that may well impact upon friendly operations over time. At the lower tactical level the most
important element of the battlespace to be reviewed is the ground, and the consideration of any
opportunities it may present for fire and movement in relation to the enemy. At higher levels and in
certain operations it may be appropriate to consider the impact of other factors, such as the local
infrastructure or population.
Definition of the Battlespace Effects
5.2.8. Defining the battlespace effects involves determining the effect of the ground and weather.
Ground analysis should follow the acronym OCOKA:
a. Observation and Fields of Fire. The ability to see and effectively engage the enemy is
determined.
b. Concealment and Cover. Areas that offer protection from observation and enemy fire, possible
routes, assembly areas, and forming up places (FUPs) are identified.
c. Obstacles. Any natural and artificial terrain features that may impede or channel movement are
identified. Terrain types are usually categorised as offering unrestricted, restricted, or very
restricted movement to tactical formations.
d. Key and Decisive Terrain. Key terrain is that which affords a marked advantage to either side
through its seizure or retention. Decisive terrain is an area or locality, the seizure of which has
an extraordinary impact on the operation.
e. Avenues of Approach. The routes that either force may take to its objective or to key or decisive
terrain are identified. This will in turn suggest potential battle positions which cover such
approaches.
Page 55 of 71
SECTION 3
OPERATION ORDERS (OPORD)
“There is no surer way to misread any document than to

read it literally.”
- Learned Hand
Purpose
5.3.1. The purpose of an operation order (OPORD) is to give subordinate commanders the essential
elements required to carry out an operation. These are the:
a. Situation,
b. Mission,
c. Assignment of tasks to formations and units, and
d. Support and assistance to be provided.
General
5.3.2. An OPORD should include only such detail as is necessary for the commanders of subordinate
formations and units to issue their own orders and to ensure coordination. The detail of how supporting
and specialist units carry out their tasks should be issued in their own orders, which will use the same
format as an OPORD unless otherwise specified.
5.3.3. The production process of an OPORD is simple but it must be approached methodically. At the
stage of producing an OPORD the plan has already been decided. Therefore, it is largely a matter of
organising the relevant information correctly.
Staff Duties
5.3.4. The staff duties for the operation order will remain standard but their purpose is to place the
order in its correct context and avoid confusion. The following paragraphs outline the requirement.
Superscription
5.3.5. The following detail is required as part of the superscription:

a. Security Classification. At the top and bottom of each page.
b. Page Number. Page No of Total (Page 4 of 20) at the top of each page.
c. Address. The name of the headquarters or unit and then its location on the line below (in
capitals).
d. Order Number. (OPORD 06) derived from the sequential numbering of OPORDs issued by the
unit or headquarters.
e. References. References will always include maps but may also include INTREPs, other orders,
and even oral orders.
f. Time Zone. To preclude the need to refer to the time zone within the body of an OPORD the
time zone in use throughout the OPORD is stated at the beginning.
g. Taskorg. Written below the time zone if the order is issued as an OPORD overlay or as an
annex to a written OPORD.
Page 56 of 71
Text
5.3.6. The sequence of the text is a progression from the basic orders format. It is composed of five
paragraphs. Each heading is written in full. These are:
a. Situation; and
b. Mission; and
c. Execution; and
d. Administration and Logistics; and
e. Command and Communications
Situation
5.3.7. The situation should be gleaned from the intelligence reports for ‘Enemy’ and from the higher
commander’s orders:
a. Enemy:
(1) This paragraph should give clear guidance as to the enemy’s composition, disposition,
location, movement, estimated strength and identity, intentions, and capabilities within
your area of operations and area of interest. It is not sufficient to merely transpose the
enemy information provided in the higher formation’s order as that information relates,
in the main, to the enemy threat at the higher level. Analysis is required to determine
what the enemy’s intentions, missions, and capabilities are within your area of
operations.
(2) If your higher formation has issued an intelligence report, then it is reasonable to
assume that your intelligence staff has analysed it and passed the relevant information
on to subordinate units. This information can then be referred to as a reference at the
start of the operation order.
(3) The enemy paragraph should assess the enemy most likely (ML) and most dangerous
(MD) courses of action and include a list of identified enemy strengths that should be
avoided or negated, and vulnerabilities that should be targeted or exploited during the
operation. By convention, the enemy paragraph should include the expected enemy
air threat.
b. Friendly Forces. For a thorough mission analysis to be conducted by subordinate commanders
they must know the overall intention. .
c. Civilians. An overview of the civilian situation as it affects your operation should be given.
Mission
5.3.8. Ensure that the mission is a clear, concise statement of who (for example, UX302 C-130 Flight)
does what (attacks to secure objective GOLD), when (D-Day, H-Hour, 050200Z Jan 20XX), where (in
zone, in sector, along axis RED) and why (to facilitate passage of exploiting force, to facilitate the Div
destruction of 85 Mot Bde. This should be a result of the essential tasks derived during mission analysis
and should link to the overall intent. Do not include "be prepared" missions in the mission statement.
Execution
5.3.9. This should include:

a. Purpose. Purpose describes the commander’s vision for the operation in terms of the effect that
he or she wishes to achieve on the enemy (the what).
Page 57 of 71
b. Key Tasks. A brief description of the key tasks required to achieve the desired effect on the
enemy (the how).
c. Endstate. This describes the endstate in relation to mission accomplishment and future
orientation, in terms of enemy, friendly, and battlespace.
d. Scheme of Manoeuvre. Provides a concise narrative of the scheme of manoeuvre (the how)
from the beginning of the operation through to the endstate. It describes the operation in terms
of the battlefield framework and should, where possible, do this by phase and include main and
supporting efforts. This paragraph should complement the overlay and add to the clarity of the
operation BUT is not a restating of the intent paragraph. It should be clear and CONCISE. It
includes:
e. Phases. If it is not possible to include phases under the scheme of manoeuvre, the operation
should be sequenced by phase from start state to end state. Each phase should include
timings, key tasks, and main effort.
f. Unit Missions or Tasks. It is a commander’s responsibility to assign missions to his or her
subordinates. This can be done as a mission with a linking purpose followed by additional tasks
or as a series of tasks. The decision to allocate either a mission or a task is one for the
commander to make based on personal knowledge of the subordinates' experience and
training. If the requirement is to be prescriptive and restrict latitude then a mission is
appropriate. If the commander has confidence that the subordinates will achieve his or her
intent and wishes to confer the maximum freedom of action on them, then tasks only should be
given. It is then up to the subordinate commander to identify, through mission analysis, what he
or she must do, in what sequence, and how. The allocation of tasks only, does not preclude the
prioritising of critical tasks. Each manoeuvre element that has a column in the Taskorg should
be tasked in this paragraph of the operation order.
Administration and Logistics
5.3.10. As complete a picture of the combat service support situation as is required should be given to
provide non-combat service support commanders and their staffs a visualisation of how the operation will
be logistically supported. Even if a combat service support annex is to be issued separately, although this
is unlikely below brigade level, there will still be some key data that needs to be included in the main body
of the OPORD.
Command and Signal
5.3.11. The locations of headquarters are of prime importance and this paragraph is to include the one
up headquarters (Tac/Main/Rear) and own headquarters (Tac/Main/Rear). Details should also be
included on when they open or plan to move. The succession of command should be covered as well as
an alternate headquarters.
Communications
5.3.12. Communications are normally conducted during missions via TeamSpeak. Details of the
TeamSpeak server and any password should be included. Notice should also be made if the
communications will be recorded during operations.
Page 58 of 71
SECTION 4
FLYING OPERATIONS
“There is an art, or, rather, a knack to flying. The knack

lies in learning how to throw yourself at the ground and
miss.”
- Douglas Adams
Definitions
5.4.1. Any activity conducted by the direct operation of a specific Force Aircraft, such as Flight
Simulator X, in a flyable aircraft not exceeding 300,000 feet AGL is considered a flying operation. This
includes Flying Operations in support of either Ground or Maritime Operations (such as those within
Armed Assault or Operation Flashpoint).
5.4.2. The following definitions apply to Flying Operations:
a. Actual Hours. These represent the actual hours experienced by the pilot in real time, so is
therefore affected by the level of time acceleration utilized. Prior to 9 June 2007, these related
roughly to the listing of hours on Pilot Logbooks.
b. Virtual Hours. These represent the virtual hours experienced by the aircraft in virtual time.
They are not affected by the level of time acceleration utilized. These are usually related to the
booking of aircraft. Pilots are required to enter this in their Pilot Report (PIREP) which is then
placed against the appropriate Aircraft.
c. In-Control Hours. These represent the actual hours experienced by the pilot under which the
pilot was in control of the aircraft. Pilots who are at the controls, but utilizing autopilot, as accrue
In-Control hours. Since 9 June 2007 these hours are used on pilot logbooks. The purpose of
the logged hours is to assess experience in control of an aircraft, not simply to record the length
of a journey one has undertaken. The following applies to the record of In-Control Hours:
(1) The pilot must be situated at the controls of the aircraft (at their computer). They can
be involved primarily in other tasks, such as work or study, but they must be in a
position of actively monitoring the progress of their flight.
(2) Where a pilot is not actively managing their flight for more than a brief period (such as
going to the toilet, getting a cup of coffee, or checking on sleeping children), the
absent period should be deducted from the In-Control Hours.
(3) Only real-time hours passed is considered when calculating In-Control hours.
Therefore, time acceleration (see para 5.4.8) will not speed up the rate at which these
hours are logged.
(4) To calculate the In-Control time pilots should record the real-world time they started,
and deduct this off the real-world time they finished the flight and remove any periods
they were not actively monitoring the progress of their flight.
Authority
5.4.3. The following authority is issued for the conduct of flying operations:
a. Operational Flight. The Force Commanders hold authority for the conduct of Operational Flying
missions under the direction of the Chief of Staff. The Mission Pool should be utilized for all
Unclassified and confidential flying operations wherever possible.
b. Routine Flight. Unit Commanding Officers hold the authority for the conduct of Routine Flying
missions under the direction of Force Commanders and the Director of Operations. The
Mission Pool should be utilized for all routine flying operations wherever possible.
Page 59 of 71
c. Training Flight. Qualified unit members may issue themselves training flights, however they
may not:
(1) Move an aircraft from its geographical region. Under no circumstances is a pilot to
authorize their own flight, where such a flight involves travel a distance into another
geographical location. For example, an aircraft located in the United States must
remain in the United States.
(2) Conduct lengthy flights. Pilots may not authorize their own flights to conduct a flight in
excess of five (5) hours Virtual Hours (hours experienced by the aircraft in virtual time,
see above). Where a pilot wishes to conduct such a flight, they must gain approval
from a commissioned officer.
Mission Commanders
5.4.4. Where the overall responsibility for a task or mission is best vested in one individual, a Mission
Commander is to be appointed. The Mission Commander should be unencumbered by the day-to-day
operation of individual but be strategically situated to enable the best control of the assets assigned.
5.4.5. All members who are UFA are eligible for appointment as Mission Commanders but the
appointing authority must be satisfied that those appointed possess sufficient qualifications and
experience to be able to effectively accomplish the task.
5.4.6. Mission Commanders are responsible for the operational conduct and overall success of the
assigned mission or task. The specific duties of Mission Commanders may vary according to the task but
commence at the planning stages of a task and are only relinquished at the conclusion of the task as a
whole. They embrace:
a. The overall pre-planning of a mission and planning of individual flights;
b. The welfare of the crew, and passengers both in the air and at en-route stopovers,
c. Communication with the tasking authority;
Formation Leader
5.4.7. USEC aircraft may be flown in close or tactical formation provided a Formation Leader has been
appointed and authorised. Formation leaders must be UFA qualified and current on type, and be qualified
to lead a formation of like or similar aircraft unless they are undergoing dual instruction in formation flying
by a suitable instructor.
Use of Time Acceleration in Flight Simulators
5.4.8. The use of time acceleration is not permitted during flying of USEC aircraft unless specifically
authorised in a mission briefing. This authorisation will only be given where pilots are flying solo on long
voyages. Where authorisation is given it should stipulate the maximum acceleration permitted along with
any restrictions. Typically acceleration of no greater than four times (x4) should be permitted.
5.4.9. Commanding Officers may approve requests from Pilots for a relaxation of this order on
personal grounds. Such requests should be reviewed on a case-by-case basis, and advice sought from
DOPS as required.
Virtual Air Traffic Network (VATSIM)
5.4.10. VATSIM is a non-profit organization operating a dedicated, worldwide, Internet-based flight-

simulation network. As a Virtual Airline (VA) approved partner, USEC is authorized to conduct the
following flight activities using the network:
a. Civilian, or civilian-style flights; and
Page 60 of 71
b. Flight testing operations of aircraft

5.4.11. Under no circumstances are military, or paramilitary flights to be flown on the VATSIM network
1
under current status.
5.4.12. Flight Testing operations are expressly authorized, so long as such testing is of an aircraft under
civilian purposes. Use of spacecraft is expressly forbidden on the VATSIM network. Approvals for Flight
Testing operations likely to, or scheduled to, go above 90,000ft are to be approved by the Chief of Staff
under all circumstances.
VATSIM Approved Call-sign
5.4.13. The official Call-sign to be used on VATSIM is "USF", followed by the pilot’s ID number. For
example, if the Pilot ID was115, the VATSIM call-sign is USF115, pronounced phonetically, U-SEC One-
One-Five.
VATSIM Flight Plans
5.4.14. In the completion of the remarks section of a Flight Plan on VATSIM, pilots are to clearly note
the Flight Tasking number. For example, if the tasking number was 3429, then the pilot should include
“Flight Tasking #3429” together with other remarks. The URL (http://www.usecforce.com/) should be
included in the other remarks section also.
Shutting Down Engines in Flight
5.4.15. Pilots of multi-engine aircraft may intentionally shut down an engine in flight for operational
purposes or for training, under specific conditions. Commanding Officers are to issue orders detailing the
conditions under which each multi-engine aircraft type may be intentionally flown with one or more
engines shut down.
5.4.16. Notwithstanding paragraph 5.4.15 above, the following restrictions apply to shutting down
engines in flight:
a. Unless in emergency, USEC aircraft are not to be operated with less than 50% of the normal
number of engines readily capable of producing their maximum power output;
b. Intentional shut-down of the engine of a single engine aircraft may only be conducted under the
supervision of an Instructor.
Touch and Go Landings
5.4.17. Touch and go landings are a convenient way of increasing training value from available hours.
They are to be conducted according to orders issued by Commander Officers or specific operation orders
which are to specify a limit to the number of consecutive touch and go landings permitted and detail
supplementary checklists if required. Rejected take-offs are not to be practised during touch and go
landings.
Aerobatic Flight
5.4.18. Aerobatic flight is defined as:

a. An intentional manoeuvre in which the aircraft is in sustained inverted flight or is rolled from
upright to inverted or from inverted to upright; or
b. Manoeuvres such as rolls, loops, spins, upward vertical flight culminating in a stall turn,
hammerhead or whip stall, or a combination of such manoeuvres.
1
UX102 has separate regulations that are coordinated and controlled directly between CO102 and
VATSIM.
Page 61 of 71
5.4.19. Aerobatic flight is prohibited in USEC aircraft unless the type is specifically approved for the
conduct of aerobatics. DOPS is to further define the aircraft types cleared for such manoeuvres and the
conditions under which such flight is to be undertaken.
Low Flying
5.4.20. For the purposes of this order the following definitions apply:
a. Minimum Separation Distance (MSD). MSD is defined as the minimum distance around an
aircraft within which no object that is not part of, or attached to, the aircraft (or formating aircraft)
is permitted to enter.
b. Low Flying (LF). LF is defined as flight below 1000 feet MSD over populated areas and 500 feet
MSD elsewhere, to a minimum of 250 feet MSD, except when conducting a take-off or landing,
a hover in a helicopter, an overshoot from an approach to land, or a circling approach or
published missed approach procedure following an instrument approach.
c. Operational Low Flying (OLF). OLF is defined as flight below 250 feet MSD.
d. Contour Low Flying (CLF). CLF is defined as helicopter flight down to 25 feet MSD. Minimum
indicated airspeed is 35 KIAS and maximum speed is to be adjusted to that which is safe for the
terrain and separation distances from obstacles.
e. Nap of the Earth (NOE). NOE is defined as helicopter flight at varying airspeeds and heights
above obstacles such that the aircraft can be stopped in half the distance to the nearest
obstacles and not closer to obstacles than 10 feet horizontally from the main rotor, 15 feet
horizontally from the tail rotor and five feet under both rotors. In addition:
(1) When authorised for NOE, Aircraft Captains are to fly to those limits specified for CLF
except that when required to fly within 25 feet MSD or less than the minimum speed,
then the limits of NOE are to apply.
(2) For NOE flight, OGE hover power is to be available under the prevailing conditions.
(3) Helicopter flight at 35 KIAS or less within 50 MSD requires visibility not less than 1500
metres and depth perception not affected by rain or moisture on windscreens and
windows.
f. Military Low Flying (MLF). MLF is a generic term that includes sub-paragraphs b-e above.
5.4.21. As a guiding principle, aircraft are not to be operated at a lower MSD than is necessary to
achieve the particular mission. The absolute minimum for fixed wing flying is 50 feet MSD. Helicopters
may be operated according to NOE techniques applicable to type.
5.4.22. While their primary task does not specifically include such authorisation, pilots may be forced to
engage in low flying due to unfavourable weather or operational necessity. Pilots are to report all
instances of enforced low flying in their PIREP.
Maximum Accumulated Flight Hours
5.4.23. In the interests of safety and quality, pilots must not accrue more than 10 Virtual Hours (hours
experienced by the aircraft in virtual time, see above) time in any 24 hour period unless exceptional
circumstances apply. Where such exceptional circumstances apply, the pilot is to be stood down for a
period of a full 24 hours at the earliest opportunity.
5.4.24. Exceptional circumstances include those flights that necessitate a flight time in excess of 10
hours, and operational missions lasting longer than 10 hours.
Page 62 of 71
Pilot Reporting
5.4.25. Failure to submit PIREPs using the format described below may result in disciplinary action.
Where a pilot does (or can) not submit a PIREP according to this format (for example, due to security
requirements for classified operations) they are to duly note the deviation from standing orders, and the
reasons for doing so, in their report comments.
5.4.26. A Pilot Report (PIREP) must be submitted according to the following format, and must be
broken into each separate part:
a. Weather
(1) Takeoff METAR:
(2) Landing METAR:
(3) Any notable phenomena:
b. Route
(1) Takeoff ICAO:
(2) Enroute waypoints:
(3) Landing ICAO:
(4) Takeoff runway:
(5) Landing runway:
(6) Takeoff SID: (If applicable)
(7) Landing STAR: (If applicable)
c. Aircraft
(1) Any notable problems:
(2) Cargo/Fuel/Passengers loaded:
(3) Fuel used (duplicate):
d. Story
(1) Short narrative of your flight.
Pilot Reporting for Combat Missions
5.4.27. Combat missions will often involve both Ground and Flying operations. Those conducting
Flying operations as part of a ground mission are required to file a Pilot Report if:
a. The asset used exists in the USEC database; and
b. The asset exists at a usable location (for example, the UXS Syed); and
c. The member is duly approved to use the asset by the owning CO; and
d. The member id duly qualified for use of that asset.
5.4.28. If a member of a mission is involved in both Flying and Land operations through the duration,
they are only to claim combat points for the duration they were involved in Land operations, with the
remainder of their contribution being recorded in the Pilot Report.
5.4.29. For some missions, such as brief training missions or where aircraft are used that is not
recorded in the database, the pilot should be considered a Land operator and solely recorded in the
Combat Report.
Page 63 of 71
Aircraft on Ground (AOG)
5.4.30. AOG status indicating that a problem is serious enough to prevent an aircraft from flying.
Generally there is a rush to acquire the parts to put the aircraft back into service, and prevent further
delays or cancellations of the planned itinerary. AOG applies to any aviation materials or spare parts that
are needed immediately for an aircraft to return to service.
5.4.31. Aircraft that have dropped below 30% maintenance are unflyable within the USEC system and
are considered AOG. Where an aircraft is rendered AOG during flight, the following is to occur:
a. The pilot should contact the CO of the aircraft in question without delay; and
b. The CO should send a signal to the Force Commander to advise of status without delay; and
c. The CO or Force Commander should attempt to contact CO302 to arrange maintenance
supplies; and
d. If CO302 unavailable, commandeer a suitable aircraft and raise a FLASH tasking for the
delivery of supplies.
Page 64 of 71
SECTION 5
GROUND OPERATIONS
Definition
5.5.1. Any activity where the primary vehicle or mechanism for movement and operation occurs on
land is considered a ground operation. Since 9 June 2007 this no longer includes use of Aircraft inside a
match or mission predominantly used for Ground Forces.
Authority
5.5.2. The Director of Operations holds authority for the conduct of Operational Combat missions
under the direction of the Chief of Staff.
5.5.3. Joint Operations Planning Course (JOPC) qualified members hold the authority for the conduct
of Routine Combat missions under the direction of their Unit Commanding Officer.
Routine Combat Missions
5.5.4. All USEC Combat Missions should be reported using the Combat Reporting (COMREP)
procedure. COMREP access is only granted to personnel who have completed the JOPC examination
and is available by accessing the Operations Directorate.
5.5.5. The requirements for a mission to be considered an official USEC Combat Mission are listed as
follows:
a. No less than 3 players were present on the server; and
b. At least 3 USEC personnel attended; and
c. A JOPC qualified member was present.
Blue on Blue Incidents
5.5.6. During Ground Operations, unless explicitly stated, Blue on Blue incidents will result in an
inquiry and potentially disciplinary action. History has shown a growing tendency for the closure of
operations to result in personnel letting off steam in such incidents.
5.5.7. Great care is to be taken on the part of all personnel in the interests of minimizing Blue on Blue
incidents, particularly those that occur as a result of “high spirits” at the end of missions.
5.5.8. The following now applies to Blue on Blue incidents:
a. All Blue on Blue incidents occurring after 20 October 2008 are to be reported to the Inspector
General via signal for investigation through the relevant Combat Report (COMREP); and
b. The Inspector General is to decide whether the incident warrants further investigation and/or
disciplinary action; and
c. Where the Inspector General believes such disciplinary action should occur, they are to direct
the most senior officer present during the incident (or another individual if required) to prefer a
charge against the individual.
(1) As a general rule, Failure to comply with written orders (paragraph 2.2.16) is to be
used as the charge in that the member failed to comply with this section of Standing
Orders, prohibiting Blue on Blue incidents.
Page 65 of 71
Unlawful Discharge of a Firearm
5.5.9. Firearms may only be discharged in accordance with instructions from the senior member
present during any operational or training event. Safety is of paramount concern during all events, and
care should be taken to ensure that firearms, when discharged, are pointed in a safe direction when clear
of friendly forces.
5.5.10. Soldiers needing to discharge a firearm for purposes other than the engagement of enemy,
such as for the identification of their position through tracer fire, or to test a weapon, are to request
permission from a superior. In certain circumstances, permission need not be required but the soldier
must inform all present that the fire was for purposes other than engaging the enemy.
5.5.11. Unlawful discharges can result in being mistaken for enemy or rogue element fire and altering
the enemy to your position. The accidental discharge of a weapon can easily result in the element being
mistaken for enemy forces, resulting in a Blue on Blue incident.
5.5.12. Accidental discharges may occur, when using specialist modifications for Armed Assault.
Commanders should exercise the appropriate discretion when reviewing unlawful discharges from a
disciplinary perspective.
5.5.13. All unlawful discharges that occur during active operations should be reported, via signal, to the
Inspector General and appropriate Force Commander, as well as the operation DETCOM.
Combat Estimate
5.5.14. Both the JMAP and the Individual Appreciation process as taught at USEC are essentially linear
processes, and do not suit some commanders. The Combat Estimate contained in this section
emphasises feedback throughout the process, and can be utilised from section through to brigade level.
While not yet formally taught on any course, some commanders may chose to experiment with this as an
alternative to the more cumbersome MAP.
5.5.15. This process is sufficiently flexible to guide a commander’s intuitive decision making process in
battle, and is listed as follows:
a. Seven Questions. The fundamental questions that need to be addressed at all levels of
planning are as follows:
(1) What are the enemy doing and why?
(2) What have I been told to do and why?
(3) What effects do I want to have on the enemy and what direction must I give to develop
a plan?
(4) Where can I best accomplish each action/effect?
(5) What resources do I need to accomplish each action/effect?
(6) When and where do the actions take place in relation to each other?
(7) What control measures do I need to impose?
b. Time. When time is short or an operation is underway, experience, intuition, and a map may be
all that is needed to address the questions. For more complex operations, when time and the
staff are available, more sophisticated tools and techniques can be employed. It is stressed that
at the lower levels of command, especially in the heat of action, it is highly unlikely that the
commander will need to do more than work quickly through the seven questions mentally, using
them intuitively, in order to make a quick, timely plan.
c. Non Linear Progression. The questions are not a linear progression. They are inter-related and
overlapping. The whole process is iterative with feedback from some questions requiring further
direction.
Page 66 of 71
SECTION 6
MARITIME OPERATIONS
Definition
5.6.1. Any activity conducted through the Flight Simulator or Silent Hunter series of games, such as
Flight Simulator X, Armed Assault, and Silent Hunter 4, in an ocean-going vessel is considered a maritime
operation. This includes the use of a land based activity (such as ATC) inside a mission in support of
maritime forces.
Authority
5.6.2. The Force Commanders hold authority for the conduct of Operational Maritime missions under
the direction of the Chief of Staff.
5.6.3. Unit Commanding Officers hold the authority for the conduct of Routine Maritime missions under
the direction of Force Commanders and the Director of Operations.
Mission Commander
5.6.4. Where the overall responsibility for a task or mission is best vested in one individual, a Mission
Commander is to be appointed. The Mission Commander should be unencumbered by the day-to-day
operation of individual vessels but be strategically situated to enable the best control of the assets
assigned.
Use of Time Acceleration in Simulators
5.6.5. Due to the inherently slow progress of Naval Vessels time acceleration is expressly authorized
for both training and operational activities, with the following restrictions:
a. Not to be used when operating with Ground or Air Forces; or
b. Not to be used when within 10nm of land; and
c. When in formation with other ships Time Acceleration should only be used where all ship
Captains have agreed on the acceleration settings and have correctly configured their autopilot.
5nm before each waypoint Time Acceleration should be deactivated until after required turns
have been successfully made; and
d. Time Acceleration greater than x8 must be approved by a Commanding Officer or Force
Commander
5.6.6. Commanding Officers may approve requests from Sailors for a relaxation of this order on
personal grounds. Such requests should be reviewed on a case-by-case basis, and advice sought from
DOPS as required.
Movement Orders (MOVEORD)
5.6.7. Prior to departure of a USEC Vessel a Movement Order must be completed by the appropriate
authority. The movement order commences the transit of a ship located in the USEC system. The ship
will automatically commence transit at the time and date of the MOVEORD, and personnel will be able to
complete watches on the ship using the OWR reporting process (see below).
5.6.8. The following are approved to complete a vessel movement order:
a. The Chief of Staff; and
b. Director of Operations; and
c. Commander Maritime Force; and
Page 67 of 71
d. Commanding Officer PTG

5.6.9. It is vital that adequate planning is completed in the MOVEORD to ensure that the ship has the
required supplies to complete each leg of the journey, with the following supply requirements:
a. Serviceability. The ship must have a serviceability rating of 80% or better otherwise it will be
unable to continue with its journey. The following broadly applies to serviceability:
(1) 1% serviceability is lost per day during favourable weather
(2) 2% serviceability is lost per day during poor weather
(3) 5% serviceability is lost per day during stormy weather
b. Fuel. Once a ship’s fuel has descended to 5% of its total, the ship will automatically stop
leaving the remaining fuel to power systems required. Commanders and Operations staff are to
be particularly careful that ships have adequate re-supply to prevent this occurring.
c. Provisions. A ship must have 5% or more provisions onboard the ship. At 5% or lower
provision levels the ship will stop pending re-supply.
5.6.10. A MOVEORD contains the following information:
a. Operation (if any); and
b. Departure date and time; and
c. Waypoint locations; and
d. Rendezvous and re-supply locations; and
e. Arrival location
Officer of the Watch Reports (OWR)
5.6.11. At any stage during a MOVEORD, qualified personnel may take over a leg of a journey to
complete a period of “Officer of the Watch”.
5.6.12. A OWR contains the following information:
a. Start Location and Date/Time; and
b. Finish Location and Date/Time; and
c. Distance travelled; and
d. Fuel taken aboard; and
e. Provisions taken aboard; and
f. Service and refit activity; and
g. Delay to be incurred as a result of (c) to (e) above.
Page 68 of 71
SECTION 7
JOINT OPERATIONS
Definition
5.7.1. Any operational activity conducted across different series of games, such an operation or
mission conducted using Flight Simulator for staging personnel into battle, and then Armed Assault for the
conduct of the battle, is considered a joint operation.
5.7.2. Any operational activity conducted between Force Groups, regardless of whether they utilize the
same gaming engine, is considered a Joint Operation.
Authority
5.7.3. The Director of Operations holds authority for the conduct of all Joint Operations under the
direction of the Chief of Staff.
Page 69 of 71
SECTION 8
SPECIAL OPERATIONS
“You've never been lost until you've been lost at Mach 3.”
- Paul F. Crickmore
"Definition
5.8.1. Any operational activity designated as a special operation by the Chief of Staff. Special
Operations at USEC usually refer to any operation that is not traditionally undertaken by USEC as part of
its general operation.
5.8.2. Presently, Special Operations include the following:
a. Activities of the Virtual Intelligence Agency; and
b. Activities above 300,000ft AGL; and
c. Flight Testing activities below 300,000ft AGL; and
d. Land and Maritime Activities Classified Top Secret and above.
Authority
5.8.3. The Chief of Staff and the Commander Special Force hold the authority for the conduct of
Special operations.
Page 70 of 71
SECTION 9
DEPLOYMENTS
Purpose
5.9.1. A key element in the successful application of force to achieve operational objectives is the
initial deployment of the force. Careful consideration of a number of factors are necessary to devise a
deployment plan that is defendable, enables timely commitment of the force, permits force sustainment
and enables the commander to gain the initiative in a timely fashion. Failure to achieve a successful
deployment will cast doubt on the possibility of success of any campaign plan. Key considerations will be:
a. Identification of joint force areas of operation (JFAO);
b. Identification of points of entry;
c. Identification of force deployment areas;
d. Modes of transport and quantity required;
e. Sequenced deployment of combat elements;
f. Sequenced deployment of logistic elements; and
g. Sustainment policy/priorities.
Detachment Commanders
5.9.2. A Detachment Commander (DETCOM) may be appointed for extended deployments or where
individual unit command is not available or practical. In this situation a Detachment Commander is to be
appointed, with a rank no lower than Captain, to command the overall Deployment. Detachment
Commanders have the same authority as a Commanding Officer over all personnel involved in the
deployment.
Deployment Life Cycle
5.9.3. Any Mission consists of a number of stages that may overlap depending on the situation and
operating context. The mission will follow prescribed and distinct phases, which the logistics planning
needs to be developed around. These phases include:
a. Mobilisation Phase. Development of the mission plan and budget, promulgation of initial
Warning Orders and Operational Instructions.
b. Concentration Phase. Deploying force preparation; including the acquisition, assembly and
build-up of equipment and pack-ups, personnel pre-deployment training and equipment issue.
c. Directed Level Operational Capability − Operational Level Operational Capability (DLOC –
OLOC) Generation Phase. Concurrent with any concentration, training and equipment issues
may need to be undertaken to bring units up to prescribed operational capability levels.
d. Deployment Phase. The deployment into the Area of Operations (AO).
e. Sustainment Phase:
(1) Logistic sustainment occurs to meet the operational tempo, mission duration and
required reserve levels.
(2) Personnel and equipment rotations.
Campaign Ribbons
5.9.4. Prior to deployment, planning authorities are to discuss the development of a Campaign Ribbon
with the Director of Personnel.
Page 71 of 71

Unity Security Force - Official Standing Orders

Încărcat de

Informații document

Drepturi de autor

Formate disponibile

Partajați acest document

Partajați sau inserați document

Opțiuni de partajare

Vi se pare util acest document?

Este necorespunzător acest conținut?

Drepturi de autor:

Formate disponibile

Unity Security Force - Official Standing Orders

Încărcat de

Drepturi de autor:

Formate disponibile

Version 3.

“A moth eaten rag on a worm eaten pole,

a. Have fun; and

b. Provide a realistic military experience; and

c. Learn new things

1.1.2. UCOM is comprised of the following:

Supernumerary Appointment of Personnel

“Leadership is a potent combination of strategy and

Role of Force Commanders

Operational Authority Limitations

“Sorting out muddles is really the chief job of a

Unit Operations and Events

Role of Subunit Leaders

Duration of Administrative Command

Activity of Administrative Commanders

Role of the Inspector General

1.7.6. The Inspector General is tasked with:

Fun and Realistic Environment

Generals considered Commissioned Officers

Conduct prejudicial to service discipline

Absent without leave (AWOL)

Ill-treatment of person of a lower rank

Abusive or threatening behaviour

Disobeying a lawful command

Failure to comply with written orders

2.3.1. Previously referred to at USEC as “Dismissal”, a sentence of Dishonorable Discharge

Authority to raise charges

Process to summarily dispose of a charge

2.4.6. Charges should be formed using the following template:

Sample Charge Listing

2.4.7. The following is a sample, as it would appear on a member’s In-Confidence file:

Forms of Court Martial

Application for trial

Convening Order for a General/Restricted Court Martial

Procedure for Court Martial

Unlawful Command Influence

Poor Quality Anti-Piracy Methods

Written Communication Standards

Oral Communication Standards

Relaxation Defence against charges

3.1.1. The following have the authority to issue promotions:

Authority to issue demotions

3.1.3. The following have the authority to issue demotions:

Authority to issue reversions in rank

3.2.2. Promotion to Private (PVT) is at the discretion of recruiting

Private First Class

3.2.3. Promotion to Private First Class (PFC) is at the discretion of

3.2.5. Promotion to Corporal (CPL) is at the discretion of a

3.2.7. Promotion to Sergeant (SGT) is at the discretion of a

3.2.9. Promotion to Staff Sergeant (SSGT) is at the discretion of a

3.2.11. Promotion to Master Sergeant (MSGT) is at the discretion of

3.2.13. Promotion to First Sergeant (FSGT) is at the discretion of a

3.2.14. The rank of Sergeant Major (SGTMAJ) is both a rank as

Sergeant Major of the Force Group

3.2.16. As the senior Sergeant Major (SGTMAJ(FG)) within a Force

Sergeant Major of the Force

3.2.20. One Sergeant Major may be selected as the senior member

“No man can be a great officer who is not infinitely patient

3.3.1. Newly Commissioned Officers are appointed to this rank, on

3.3.3. Lieutenants typically fill Sub-unit leader positions within

3.3.6. Captains are typically seasoned Squad leaders, Executive

3.3.9. Majors are typically new unit Commanding Officers, Senior

3.3.12. Lieutenant Colonels are highly competent Unit