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NCO Board Study Guide > NCOES and NCOPD AR 350-1 CH 3 & 4 > Flashcards

NCOES and NCOPD AR 350-1 CH 3 & 4 Flashcards

1
Q

What Publication Covers NCOES and NCOPD?

A

AR 350-1 CH 3&4

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2
Q

What does AR 350-1 CH 3&4 Cover?

A

NCOES and NCOPD

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3
Q

What chapter of AR 350-1 covers NCOES?

A

Chapter 3

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4
Q

Para 3-1
What provides Soldiers, leaders, and the Army Civilian Corps the key knowledge, skills, and attributes required to operate successfully in any environment?

A

The Army institutional training and education system

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5
Q

Para 3-1

What are some Institutional Training Contributions for Soldiers throughout their careers?

A
  1. Pre-Commissioning training
  2. Initial Military Training (IMT)
  3. Professional Military (PME)
  4. Civilian Education
  5. Leader Development
  6. Specialty and Functional Training
  7. Training Development
  8. Distributed Learning (DL)
  9. Training Support Products
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6
Q

Para 3-2

What does the Acronym TASS stand for?

A

Total Army School System

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7
Q

Para 3-2

What is the Acronym for the Total Army School System?

A

TASS

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8
Q

Para 3-2

What is TASS?

A

TASS is a composite school system made up of AA, ARNG, USAR, and Army civilian institutional training systems

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9
Q

Para 3-2

What are some Initial Military Training courses that TASS conducts?

A
  1. Basic Combat Training (BCT)
  2. AIT
  3. Basic Officer Leadership Courses (BOLC I, II, III)
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10
Q

Para 3-2

What are some of the Army training proponents responsible for TASS?

A
  1. TRADOC
  2. USASOC
  3. MEDCOM
  4. U.S. Army Intelligence and
    Security Command (INSCOM)
  5. U.S. Army Space and Missile
    Defense Command/Army Forces Strategic Command (SMDC/ARSTRAT)
  6. ARNG, and the USAR
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11
Q

Para 3-2

How is TASS training conducted?

A

Through both standard resident and distributed-learning courses

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12
Q

Para 3-2
What ensures that all Army Soldiers, regardless of component, receive the same lessons and programs of instruction, regardless of what component schools conduct the training?

A

TASS courseware

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13
Q

Para 3-2

What does NCOES stand for?

A

Noncommissioned Officer Education System

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14
Q

Para 1-22

What does ATRRS stand for?

A

Army Training Requirements and Resources System

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15
Q

Para 1-22

What is ATRRS?

A

ATRRS is the Army’s system of record for training utilizing a centralized training management real-time database managed by HQDA, DCS, G–1

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16
Q

Para 1-22

What does SMDR stand for?

A

Structure and Manning Decision Review

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17
Q

Para 1-22

What is SMDR?

A

SMDR validates training requirements, compares training requirements with school house resource capabilities (manpower, facilities, equipment, and dollars), and reconciles differences into an affordable, acceptable, and executable training program

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18
Q

Para 3-2

When are the TASS training missions are validated?

A

During the SMDR process, reflected in the ARPRINT, and documented in ATRRS

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19
Q

Para 3-2

What does TRAP stand for?

A

Training Resources Arbitration Panel

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20
Q

Para 3-2

What must Commanders and Leaders ensure prior to a Soldier attending a course?

A

Ensure students have the mandatory clothing requirement for the course and that they meet other course prerequisites using the Pre-execution Checklist-prior to allowing the student to report for training

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21
Q

Para 3-3
Who is the Army’s proponent for the training and leader development process and is the accrediting authority for Army institutions conducting training and leader development?

A

The TRADOC

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22
Q

Para 3-3

What standard does TRADOC develop courses on?

A

Based on established training and education goals and objectives as well as the duties, responsibilities, and missions their graduates will be assigned

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23
Q

Para 3-4

What does DOTMLPF stand for?

A

Doctrine, Organization, Training, Material, Leader Development, Personnel and Facilities

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24
Q

Para 3-4

What is the job of the special staff QA Office?

A

They report directly to and serve as the “eyes and ears” of the Commanding General

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25
Q

Para 3-4

What is the function of the QA Program?

A
  1. Identify deficiencies and efficiencies in center/school operations
  2. Determine the value, content validity, and efficiency and effectiveness
  3. Provide the means for learning institutions to assess and improve DOTMLPF functions and products
  4. Include internal evaluation, external evaluation, and accreditation
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26
Q

Para 3-4

What is the intent to Managing training feedback programs?

A

Providing feedback to improve doctrine, training and education and supporting products

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27
Q

Para 3-4

What are some of the Multiple sources that Feedback is acquired from?

A
  1. Center for Army Lessons Learned (CALL)
  2. Combat Training Centers
  3. Conferences
  4. Collection and Analysis Teams (CAATs), Reserve-CAATs
  5. Unit Commanders, Soldiers, Army civilians, course graduates/first line supervisors, and studies
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28
Q

Para 3-4
What is a QA Program function that helps to assure the command that the learning institution’s DOTMLPF domains meet the competency needs of today’s Army and the operating force?

A

Accreditation

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29
Q

Para 3-5

Where would you find Information concerning Army training courses available?

A

Through the ATRRS (Army Training Requirements and Resources System)

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30
Q

Para 3-5

What is ATRRS?

A

The ATRRS is a centralized management database of individual training courses taught by and for Army personnel

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31
Q

Para 3-5

What does the ATRRS system Provide?

A

The system provides the capability to monitor the individual training program for all courses taught by Army schools

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32
Q

Para 3-5

What does ATRRS course catalog list?

A

Formal courses offered by Army schools and training centers

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33
Q

Para 3-5

What does the ATRRS System provide regarding courses?

A

It provides general course descriptions and information concerning course prerequisites, special administrative requirements, frequency of training, and training locations

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34
Q

Para 3-8

What is the preferred method of conducting resident training in all training and leader development courses except BOLC?

A

Small group instruction (SGI)

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35
Q

Para 2-1

What should the Small group leader-to-student ratios range from?

A

1:12 to 1:16

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36
Q

Para 3-8

How should the SGI shift the teaching methodology?

A

From “what to think” to “how to think.”

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37
Q

Para 3-8

What are the positive uses of using the SGI method of Instruction?

A

(1) Improves the learning environment by increasing interaction between and among students and the small group leader who serves as a leadership mentor, role model, and training facilitator for students throughout the course.
(2) Facilitates counseling, coaching, and team building.
(3) Enables instructors and students to share experiences and lessons learned.
(4) Fosters long-term professional relationships.
(5) Encourages instructor tactical and technical competence.
(6) Fosters self-learning through group participation.
(7) Improves student communicative skills

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38
Q

Para 3-10

Are there Service obligations for NCOES graduates?

A

Yes

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39
Q

Para 3-10

When must a Time in Service (TIS) be met by a Soldier attending a NCOES?

A

The TIS requirement must be met prior to departure for the course

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40
Q

Para 3-10

What must a Soldier that refuses to reenlist or extend to meet a Service Obligation for NCOES attendance do?

A

The Soldier must complete a Declination of Continued Service Statement (DA Form 4991–R) is required for Soldiers serving on their second or subsequent enlistment

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41
Q

Para 3-11

What is the Selection of Soldiers for leader training and education courses linked to?

A

Linked to promotions, future assignments, and career management

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42
Q

Para 3-11

Who will identify Soldiers and make reservations for course attendance in ATRRS?

A

HRC

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43
Q

Para 3-11

What are the guidelines that individuals will be selected for NCOES courses?

A

(1) Individuals must meet course prerequisites and have demonstrated high levels of performance, mental capacity, aptitude, and self-discipline that clearly indicate potential for continued development.
(2) Individuals must be fully qualified to perform tasks at their current skill level, be recommended by their chain of command, have their personal and financial affairs in order, have required clothing and equipment, and be mentally and physically prepared for all course requirements

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44
Q

Para 3-11

Does Selection for NCOES leader development courses represents a considerable resource investment by the Army?

A

Yes selection is a considerable resource investment by the Army

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45
Q

Para 3-11
What are the training priorities that ensure that the NCOES meets the needs of the Army and the development needs of the NCO?

A

(1) The first priority is for Soldiers who have been selected for promotion and are performing in duty positions for which the training is established.
(2) The second priority is for Soldiers who have been selected for promotion and are pending assignment to a duty position in their primary MOS for which the training is established.
(3) The third priority is for Soldiers who have not been selected for promotion and are pending assignment to a duty position in their primary MOS for which the training is established

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46
Q

Para 3-11

What serves as notification for attendance at WLC?

A

When select specialists (SPC) have been selected for promotion to sergeant (SGT).

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47
Q

Para 3-11

What are select specialists (SPC) that have been selected for promotion to sergeant (SGT) placed on?

A

They are placed on the Order of Merit List (OML)

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48
Q

Para 3-11

Who maintains the OML for Soldiers that have been selected for promotion to SSG?

A

The Commander, HRC will maintain a worldwide OML for AA Soldiers recommended for or promoted to staff sergeant (SSG).

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49
Q

Para 3-11

What must Soldiers selected for NCOES attendance do?

A

Selectees must meet the course prerequisites and standards outlined in the ATRRS course catalog

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50
Q

Para 3-12

Who will not be selected, scheduled, or attend institutional training?

A

Soldiers flagged for APFT failure or weight control

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51
Q

Para 3-12

What is the minimum length of a course that will require a mandatory APFT to complete the course requirements?

A

8 Weeks or more

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52
Q

Para 3-12

Can courses less than 8 weeks in length have an APFT requirement to complete the course?

A

Yes; Courses less than 8 weeks may require completion of the APFT at the discretion of the Commandant or Commander

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53
Q

Para 3-12

If a Soldier fails the APFT are they allowed a retest?

A

Yes, they are allowed only one retest

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54
Q

Para 3-12

If a Soldier is taking a APFT how long must the time be between the first test and the second test?

A

No earlier than 7 days from the first failure

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55
Q

Para 3-12

What will happen if a Soldier fails the second APFT?

A

Marginally achieved course standards and Failed to meet APFT standards will be placed on the DA Form 1059

56
Q

Para 3-12

What happens if a Soldier fails to meet body fat standards?

A

They are allowed one re-screening no earlier than 7 days after first failure

57
Q

Para 3-12

What will happen for a Soldier that fails both body fat screenings?

A

“Marginally Achieved Course Standards” and “Failed to Meet Body Fat Composition Standards” will be placed on the DA form 1059

58
Q

Para 3-12
Who is expected to counsel Soldiers and take appropriate actions to correct deficiencies for all Soldiers failing the APFT and/or body fat standards at institutional training?

A

Unit Commanders/Command Sergeants Major

59
Q

Para 3-13
What must happen if a Soldier scheduled to attend NCOES is on a Temporary Profile that prevents them from completing all course standards?

A

They will be removed from school attendance consideration by their immediate commander until the temporary profile is removed

60
Q

Para 3-13

Can Soldiers with Permanent Profiles attend NCOES?

A

Yes a profile with “2” only needs the profile, however a profile with a “3” or “4” must have their results of their Military Medical Review Board (MMRB) as part of the course application

61
Q

Para 3-13

Can a Soldier receive a Temporary Profile while enrolled in NCOES?

A

Yes; The Commandant will determine if the Soldier can continue the course or be sent back to their unit.

62
Q

Para 3-14

What are some reasons Soldiers may be removed from NCOES?

A

(1) Personal conduct is such that continuance in the course is not appropriate (for example, if a student violates regulations, policies, or established discipline standards). No formal adjudication of guilt by a military or civilian court or by a commander under Article 15 of the UCMJ is necessary to support dismissal under this paragraph.
(2) Negative attitude or lack of motivation is prejudicial to the interests of other students in the class.
(3) Academic deficiency demonstrated by failure to meet course standards or lack of academic progress that makes it unlikely that the student can successfully meet the standards established for graduation.
(4) Illness or injury (as determined by a physician), or added physical profile limitation.
(5) Compassionate reasons.
(6) Students enrolled as a military member retiring or leaving the military and not continuing in a federal civilian capacity

63
Q

Para 3-14

What should happen to Enlisted Soldiers disenrolled from NCOES for misconduct?

A

They should be Barred from Reenlistment in accordance with AR 601–280 and AR 140–111

64
Q

Para 3-14

What could Commanders do to Enlisted Soldiers who are disenrolled from NCOES for misconduct?

A

Commanders May Initiate Separation Proceedings in accordance with AR 635–200, AR 600–8–24, AR 135–175, and AR 135–178

65
Q

Para 3-14
How long must Soldiers disenrolled from WLC for disciplinary or motivational reasons have to wait before they are allowed to be eligible for further NCOES enrollment?

A

They will not be eligible for further NCOES training for a period of six months

66
Q

Para 3-15

Why may a Soldier be removed from a Course Consideration list or course selection lists?

A

For disciplinary reasons or substandard performance of duty

67
Q

Para 3-16

What are the Three categories for NCOES Deferment?

A
  1. Compassionate
  2. Medical
  3. Operational
68
Q

Para 3-16

What will be a valid reason for Medical Deferment?

A

when the individual’s physical condition will not allow full participation in the selected course

69
Q

Para 3-16

What is the requirement for an Operational Deferment?

A

Operational deferment will only be granted for unit deployments

70
Q

Para 3-16

How many times may Enlisted Soldiers be deferred for Operational reasons?

A

Enlisted Soldiers may be deferred one time for operational reasons by any commander in the grade of colonel or higher

71
Q

Para 3-17

What may happen to a Soldier that declines NCOES attendance?

A

They are subject to AR 600-8-19 and may lose current promotion or current promotable status

72
Q

Para 3-19

Are Soldiers allowed to request Early Release or Early Graduation from NCOES?

A

No; only courses CCC, ILE, SSC and USASMA are authorized to request Early Release or Early Graduation

73
Q

Para 3-21

How long must Individual-student training records be maintained by the school?

A

for at least 12 months after the completion of training (24 months for Soldiers dismissed from a course)

74
Q

Para 3-22

What is the primary source for course completion documentation for the Army?

A

ATRRS is the primary source for course completion documentation

75
Q

Para 3-22

What will be issued to all students on successful completion of courses?

A

Diplomas or certificates of completion

76
Q

Para 3-22

Where will All individual unit and collective training in units be documented?

A

in individual training records (ITRs) utilizing DTMS

77
Q

Para 3-22

Where will individual and collective training in TRADOC institutional schools be documented?

A

in the Resident Individual Training Management System (RITMS)

78
Q

Para 3-24

What provides an orderly transition from civilian to military life?

A

Initial Military Training (IMT)

79
Q

Para 3-43

What is the goal of NCO training and the NCOES?

A

To prepare noncommissioned officers to lead and train Soldiers who work and fight under their supervision, and to assist their leaders to execute unit missions

80
Q

Para 3-43

What does the linking of NCOES to promotion to SSG, SFC, MSG, and SGM ensure?

A

It ensures NCOs have the appropriate skills and knowledge required before assuming the duties and responsibilities of the next higher grade

81
Q

Para 3-43

What does NCOES provides noncommissioned officers with?

A

NCOES provides noncommissioned officers with progressive and sequential leader, technical, and tactical training relevant to the duties, responsibilities, and missions they will perform in operational units after graduation

82
Q

Para 3-43

What are the Four NCOES Courses?

A
  1. Warrior Leader Course (WLC)
  2. Advanced Leader Course (ALC)
  3. Senior Leader Course (SLC)
  4. US Army Sergeant Major Academy (USAMA)
83
Q

Para 3-45

What does the acronym NCOAs stand for?

A

Noncommissioned Officer Academies

84
Q

Para 3-45

Who accredits NCOAs and NCOES courses?

A

The US Army Sergeant Major Academy (USASMA)

85
Q

Para 3-46

What is a branch-immaterial course that provides basic leadership training?

A

The Warrior Leader Course (WLC)

86
Q

Para 3-46

What does WLC provides Soldiers an opportunity to acquire?

A

The leader skills, knowledge, and experience needed to lead team level size units and it is the foundation for further training and development

87
Q

Para 3-46

What is the Priority of attendance for Soldiers who qualify for WLC and are placed on an OML?

A

(1) First priority. Staff Sergeants promoted without WLC.
(2) Second priority. Sergeants that are non-WLC graduates.
(3) Third priority. SPC promotable (P). These Soldiers are prioritized within this category as follows:
(a) SPC (P) who have met the cut-off score.
(b) SPC (P) in MOSs which would have had additional promotions if more promotable SPCs had been available and identified as “STAR MOS” by monthly HRC Promotion Cut-Off Memorandum.
(c) SPC (P) in other MOS serving in an authorized NCO position based on the highest number of promotion points.
(d) All other SPC (P) on a recommended list based on the highest number of promotion points.
(4) Fourth priority. SPC in leadership positions. In order to fill all WLC training seats, non-promotable SPC with demonstrated leadership potential may attend WLC only when all higher OML categories are exhausted.
(5) Fifth priority. PFC with leadership potential may attend WLC only when all higher OML categories are exhausted.

88
Q

Para 3-47
What is a branch-specific course that provides Soldiers selected for promotion to SSG with an opportunity to acquire the leader, technical, and tactical skills, knowledge, and experience needed to lead squad-size units?

A

ALC

89
Q

Para 3-48
What is a branch-specific course that provides an opportunity for Soldiers selected for promotion to Sergeant First Class (SFC) to acquire the leader, technical, and tactical skills, knowledge, and experience needed to lead platoon-size units?

A

SLC

90
Q

Para 3-49

What Course is the capstone of enlisted training?

A

The U.S. Army Sergeants Major Course

91
Q

Para 3-49

What is a requirement for promotion to SGM and appointment to CSM?

A

Successful completion of the SMC

92
Q

Para 3-71

What does BSNCOC stand for?

A

Battle Staff Noncommissioned Officer Course

93
Q

Para 3-71

Who may attend BSNCOC?

A

SGT through SGM selected for staff assignments

94
Q

Para 3-71

What does BSNCOC course provide?

A

The course provides technical and tactical training that is relevant to missions, duties, and responsibilities assigned to staff members in battalion and higher units

95
Q

Para 4-1

What are three Training guidance’s that Commanders must publish?

A
  1. Near-Term
  2. Short-Range
  3. Long-Range
96
Q

Para 4-1

What does the commanders training guidance drive?

A

The unit’s training program and guides subordinate unit training programs

97
Q

Para 4-1

What will Unit training programs provide?

A
  1. Instill Soldiers confidence
  2. Support Army force generation readiness requirements/timelines
  3. Ensure unit proficiency in mission essential tasks the unit was designed to perform
  4. Address requirements of the Army training programs
98
Q

Para 4-1

What will the Unit Training Program instil Soldier’s confidence in?

A
  1. Their doctrine
  2. Their leaders
  3. Their equipment
  4. Themselves
99
Q

Para 4-1

What are the training and training management tools that Commanders must ensure are understood and used?

A
  1. Digital Training Management System (DTMS)
  2. Doctrine for planning and conducting training
  3. Total Ammunition Management Information System for managing training ammunition
  4. Army published training strategies for the unit
  5. Army force generation model for life-cycle brigade combat teams
  6. Training support packages, drills, and Soldiers’ manuals for task statements/standards
  7. Training capabilities (for example, training aids devices, simulators, simulations, and so forth) available to unit leaders through the Training Support System
100
Q

Para 4-2
What will Commanders use to continuously assess unit performance, whether during training or actual operations, to identify reasons for performance success and shortfalls?

A

DTMS

101
Q

Para 4-2

How is Feedback provided to those performing a training task?

A

By using After Action Reviews (AARs).

102
Q

Para 4-2

What is an AAR?

A

The after action review is a structured review process that allows participants to discover how and why certain events actually happened and how to improve future task performance

103
Q

Para 4-3

What does an Individual Training Record (ITR) consist of?

A

diplomas, certificates of training (DA Form 87), weapons qualification scorecards, physical fitness test scorecards (DA 705), body fat content worksheet (DA Form 5500/1), physical profile (DA Form 3349), records of mandatory training, and other records of training

104
Q

Para 4-3

Where will all individual and collective training in units be documented?

A

In DTMS

105
Q

Para 4-3

Where will all individual and collective training in institutional schools will be documented?

A

in the RITMS

106
Q

Para 4-3

Where will Leaders maintain the ITR?

A

Leaders will maintain the ITR using DTMS/RITMS

107
Q

Para 4-3

Where will all pre-deployment individual and collective training be documented?

A

All pre-deployment individual and collective training must be documented utilizing DTMS.

108
Q

Para 4-4

Where can you find the Army’s Mandatory training requirements?

A

AR 350-1

Appendix G and table G–1 summarize mandatory training requirements for units

109
Q

Para 4-4

Where will All Army Mandatory training be documented?

A

in DTMS and the ITR

110
Q

Para 4-5

Where can you find the Army’s pre-deployment and redeployment training requirements?

A

in appendix G of AR 350-1

111
Q

Para 4-7

What must the Army do in order to maintain combat ready units?

A

The Army must develop Technically and Tactically Competent Leaders who have confidence in themselves and their subordinates

112
Q

Para 4-7

What does OPD stand for?

A

Officer Professional Development

113
Q

Para 4-7

What does NCOPD stand for?

A

Noncommissioned Officer Development Program

114
Q

Para 4-7

What should Commanders do once they are confident that leaders can perform mission essential tasks to standard?

A

Commanders can then shift and focus on Leader training for current positions can shift to leader development for increased responsibilities in the future

115
Q

Para 4-7

What does Leader training ensure?

A

leaders can perform currently assigned responsibilities

116
Q

Para 4-7

What is the shared goal of leader training and leader development?

A

To produce self-aware, agile, competent, and confident leaders that will enhance unit readiness and mission accomplishment

117
Q

Para 4-8 What is a central element of a unit’s LT/LD program?

A

a unit’s LT/LD program is individually-structured leader training and leader development action plans.

118
Q

Para 4-8
Who should have an LT/LD Action Plan that is an individual assessment and implementation plan, created jointly by the individual and his/her rater and documented in counseling and evaluation support forms?

A

Each individual assigned to a leadership position within the unit

119
Q

Para 4-8

What does LT/LD stand for?

A

Leader Training and Leader Development action plans

120
Q

Para 4-8

What should Near-term goals in the LT/LD Action Plan should focus on?

A

weaknesses and reinforce strengths associated with current duty assignments

121
Q

Para 4-8

What should Short-term goals in the LT/LD Action Plan should focus on?

A

developing skills, knowledge, abilities and experience needed for the next assignment

122
Q

Para 4-8

What should Long-term goals in the LT/LD Action Plan should focus on?

A

preparing the officer or NCO for more complex duties beyond his/her operational assignments

123
Q

Para 4-8

What are the Three types of LT/LD Action Plans?

A
  1. Near-term goals
  2. Short-term goals
  3. Long-term goals
124
Q

Para 4-10

What should a unit’s NCO development program be tailored to?

A

he unique requirements of the unit and will support the unit commander’s LT/LD program

125
Q

Para 4-10

Who typically manages the NCOPD Program?

A

the CSM or Senior NCO in the organization

126
Q

Para 4-10

What does NCODP consists of?

A

training programs, formal and informal, one-on-one or groups, involving coaching as well as instruction, and will be fully integrated into the unit’s overall training program

127
Q

Para 4-10

What does NCODP builds upon?

A

The NCODP builds upon the contributions of the Army’s Enlisted Personnel Management System and the sequential and progressive design of the Noncommissioned Officer Education System

128
Q

Para 4-10

Even though NCOES and EMPD build a foundation for NCO’s how do Soldiers become quality NCOs?

A

through the application of knowledge, skills, and abilities in the unit

129
Q

Para 4-10

What is the Goal of NCOPD?

A

The goal of the NCODP is to increase and sustain NCO combat readiness and compliment the overarching Army NCODP

130
Q

Para 4-10

What are the Objectives of NCOPD?

A
  1. Develop and strengthen the skills, knowledge, and abilities to train, deploy, and lead Soldiers in combat through battle focused training
  2. Develop NCOs who are self-aware, agile, competent, and confident
  3. Realize the full potential of the NCO support channel
  4. Foster a unit environment that enhances continued NCO leader development and encourages self-development as part of a life-long learning process
131
Q

Para 4-10

What DA Pam are the suggested procedures that unit NCO’s should follow to accomplish a successful NCODP?

A

DA PAM 350–58

132
Q

Para 4-10

What will a successful NCODP prepare NCO’s to perform?

A
  1. Demonstrate the skills of current skill level and duty position
  2. Accept the duties and responsibilities of current rank and duty position
  3. Enhance combat performance for the current and next higher rank and duty position
  4. Enhance combat leadership competencies for the current and next higher rank
  5. Train themselves and subordinates to be proficient in individual and collective tasks and associated critical tasks
  6. Coach subordinates to be totally committed to U.S. Army professional ethics, Warrior ethos, and the Soldier’s creed
133
Q

What does the acronym SSD stand for?

A

Structured Self Development

134
Q

How many levels of SSD are there?

A

Four

135
Q

What are the SSD Levels required prior to attendance at NCOES?

A
  1. SSD 1 must be completed prior to enrollment into WLC
  2. SSD 3 must be completed prior to enrollment into SLC
  3. SSD 4 must be completed prior to enrollment into USASMA
  4. SSD 5 must be completed after completion of USASMA

NCO Board Study Guide (13 decks)

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