RMA:SoldiersGuide:ChainOfCommand

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Authority, Responsibility and the Chain of Command(CoC)

The purpose of a Chain of Command is to establish a clear path of authority, from the individual Soldier through his superiors, to the highest level of Command Authority. The Chain of Command exists to facilitate the transfer of responsibility, authority, and information from one level of the organization to the next. Each position in the Chain of Command has a clearly defined responsibility to the positions above it and below it. When you have a problem or an idea that you want someone to consider, you should follow the Chain of Command to contact this person. This ensures that everyone who is in the path of responsibility and authority is informed and aware of what is happening.In the Royal Manticoran Army, the Chain of Command runs through the Unit Commanders from the MotA down to the lowest echelon, the Chapter.

The Commander at each echelon is the touchpoint through which authority and responsibility flow from the highest point in the club to the lowliest Chapter Member. The Commander is responsible for everything their Chapter does and doesn’t do, whether that be good or ill. As a Commander, you will be responsible for all reporting and interactions between your Chapter or Echelon and the rest of the club. When you have a problem or an idea that you want someone to consider, you should follow the Chain of Command to contact this person. This ensures that everyone who is in the path of responsibility and authority is informed and aware of what is happening. To trace your particular Chain of Command within the organization, consult the accompanying list below.

<GRAPHIC>Marshal of the Army → RMA Chief of Staff → Field Army Commander → Corps Commander → Division Commander → Unit Commander</GRAPHIC>

Staffs and Span of Control

It is the expectation of the RMA High Command, in general, that all Chapters under the RMA’s purview will eventually reach a size where the Chapter Commander or Command Triad is going to be unable to perform all the required functions inherent to running the Chapter as a whole. There are circumstances where Chapter personnel may be better suited to the conduct of certain activities. Regardless of the reason, putting together a staff for your Chapter can be a great way to provide leadership opportunities to promising Members and help make Chapter reporting more efficient. The simple truth is that even if you are fully capable of performing all the duties, it is unlikely that you have the time to do so, so spreading the duties out so no one person is swamped with work can help reduce the stress of running a Chapter.

When you build a staff, you are giving subordinates the authority to act in your name for specific purposes. For instance, if you have someone assigned the duties of the S-1, in the sense that they help take care of Member records and awards, then you are, in effect, authorizing them to work with higher echelons on your behalf in the limited role of personnel management. You are still responsible for what they do, but you have given them some of your authority with regard to the job. Remember, you can give others authority but never responsibility and the authority you give others may never exceed your own.

We recommend that you follow the United States Army model when you build your staff. The United States Army utilizes a system of “S”-shops, each numbered according to the tasks that they are expected to handle and advise the Commander on when decisions need to be made. Usually, the personnel assigned to these areas are experts in their assigned duty area and provide the Commander with subject matter expertise in their given area. This also works best in that it is also representative of how we have the High Command organized, thus creating natural relationships through the staff specialties. As Chapter Commander, you are free to set up your staff in any manner that is comfortable for you or in which it makes sense to work. The following “S”-shops are typically present in larger Chapters in one form or another.

Personnel Services (S-1)

The Commander’s liaison to the RMA AG, the S-1’s primary function is to represent the Unit’s Commander to the corresponding higher echelon’s Staff Officer and/or the RMA AG as required. This Officer ensures that Soldiers are properly promoted and awards are submitted and tracked.

Intelligence (S-2)

The Commander’s liaison to the INTCOM, the S-2’s primary function is to represent the Unit’s Commander to the corresponding higher echelon’s Staff Officer and/or the INTCOM as required. Works to collect and maintain data on local events and conventions relevant to RMA interests.

Operations (S-3)

The Commander’s liaison to the INTCOM, the S-3’s primary function is to represent the Unit’s Commander to the corresponding higher echelon’s Staff Officer and/or the SIGCOM as required. Maintains Facebook page for unit. Manages unit recruiting activities.

Supply/Logistics (S-4)

The Commander’s liaison to the INTCOM, the S-4’s primary function is to represent the Unit’s Commander to the corresponding higher echelon’s Staff Officer and/or the LOGCOM as required. Assists unit with writing local SOPs.

Non-Commissioned Officer Support System

Non-Commissioned Officers (NCOs or NonComs) play an important role in the military chain of command. They are the managers of personnel and equipment, as opposed to officers who are the planners and architects of warfare. It has often been said “Officers decide what to do, the NCOs figure out how to do it, and the enlisted men make it happen.”

Each level of the chain of command has a respective senior NCO assigned to it. At the Platoon level, you have the Platoon Sergeant. At the Company level, you have the First Sergeant (often referred to as Top Sergeant, or Top). At the Battalion and Regimental level you have Sergeant-Major (SGM), and Regimental Sergeant-Major (RSGM). At the Battlegroup and Planetary Command level you have the Command Sergeant-Major (CSGM). Finally at the top of the pyramid you have the senior NCO of the RMA, the Sergeant Major of the Royal Army (SMRA). Considered collectively, these NCOs form what is known as a Chain of Support (rather than Chain of Command). This is because while a Battalion SGM may give advice, support, and communication to a Company First Sergeant, he does not exercise command directly over the subordinate sergeant. Each NCO in the chain of support reports to the respective NCO above him, in a fashion similar to the Chain of Command. Each NCO also has a responsibility to report to the officer for whom he works, as well, however. The Sergeant-Major of the Army reports directly to the Marshal of the Army.