Fraternization Army Essay Contest

An Up Close Look at the Army's Fraternization Policy

Some relationships are considered inappropriate by the Army

There are some specific rules about fraternizing in the Army, which has been updated in recent years to clearly define what's acceptable and what isn't. The goal isn't to discourage soldiers from having any interpersonal relationships, or to prevent team-building among units, but to avoid unfair treatment and the appearance of unfair treatment between an officer or NCO and his subordinates.

Part of the challenge of writing and understanding the Army's policy is that "fraternizing" is sometimes used to mean an inappropriate or prohibited relationship, when in fact, all three are different.

Relationships to Avoid in the Army

Essentially the rules seek to prevent inappropriate relationships between higher-ranking personnel and their subordinates. Relationships of the same and opposite genders are prohibited if they fall into any of the following categories:

  • Compromise, or appear to compromise, the integrity of supervisory authority or the chain of command
  • Cause actual or perceived partiality or unfairness
  • Involve, or appear to involve, the improper use of rank or position for personal gain
  • Are, or are perceived to be, exploitative or coercive in nature
  • Create an actual or clearly predictable adverse impact on discipline, authority, morale or the ability of the command to accomplish its mission

Such relationships don't have to be sexual in nature to be prohibited. For instance, if an officer is spending more time with one of his subordinates than others, the appearance of favoritism could certainly arise.

And an officer who spends time with subordinates in social settings, or who calls subordinates by their first names, for example, may bring his authority or fairness into question. 

Other Prohibited Relationships in the Army

Some relationships between certain categories of soldiers, such as non-commissioned officers and enlisted personnel, are also prohibited under the Army's fraternization policy.

These can include ongoing business relationships; dating or shared living accommodations (other than those necessary to Army operations) and sexual relationships; and gambling, where one soldier may end up owing another money. Such relationships were not specifically covered under the Army policy until recently but were considered unwritten rules.

Business Relationships Among Troops

And there are some situations where the above rules don't apply. For instance, the "business relationships" clause doesn't apply to a landlord-tenant relationship, and one-time transactions like the sale of a car from one soldier to another are allowed.

But the borrowing or lending of money and ongoing business relationships are not allowed among soldiers and NCOs. 

Soldiers who are married prior to joining the military are exempted from the anti-fraternization policy as well. 

In addition, any relationship between permanent party training personnel and soldiers not required by the training mission is prohibited. Army recruiters are also prohibited from having personal relationships with potential recruits.

Consequences of Violating Fraternization Policies

Commanders who discover violations of fraternization policy must choose the appropriate punishment.

This may include counseling, reprimand, an order to cease, reassignment for one or both of the soldiers involved, administrative action or adverse action.

More serious consequences could include nonjudicial punishment, separation, barring reenlistment, denial of a promotion, demotion, and even a court-martial.

The best course of action for any Army personnel who's unsure of the specifics of the fraternization policy is to ask. Ideally, a soldier would consult a superior officer or a member of the staff judge advocate legal assistance team before engaging in a relationship that might be against the rules.

This year's winners wrote essays on the current topic of: “What improvements are necessary in the resource management profession as resources and personnel continue to decline? Describe how to implement the proposed improvements.” Congratulations to the winners – and watch for the winning essays soon.

First Place

Christopher Babcock, National Guard Chapter

Chris Babcock is a Director with PricewaterhouseCoopers LLP (PwC).  He has over twenty-five years of experience in federal and defense financial management, including expertise in budgeting and obligation / expenditure management and execution at Federal appropriation and Army command levels, as well as experience supporting multiple large-scale financial management and payroll/personnel ERP developments and implementations. Chris is also a retired Army financial management officer, with over 26 years of active and reserve officer and enlisted service.  He graduated Summa Cum Laude from The Ohio State University with a Bachelor of Science in Business Administration degree, and obtained a Master of Business Administration degree through the Army Comptrollership Program at Syracuse University.  Chris is a Project Management Professional (PMP), a Certified Government Financial Manager (CGFM), and a Certified Defense Financial Manager with Acquisition Specialty (CDFM-A).

Second Place

Major Mary Mangum, Aloha Chapter

Major Mary Mangum is currently the Chief of Base Integration for Financial Management Directorate, Pacific Air Forces, Joint Base Pearl Harbor Hickam, HI. She holds a BA from The George Washington University and a Masters from Websters University.  She has 10 years of resource management experience in program management and finance management for the US Air Force.  

Third Place

Cathy Ho, Mount Vernon Chapter

Cathy Ho is a Senior Financial Management Analyst working for the Cost & Resource Integration Division, Cost & Economics Directorate, ASA (Financial Management & Comptroller). Ms. Ho has 20 years of experience in the Army and OSD (C) providing expertise in auditing, budgeting, programming, cost benefit analysis, and financial management. She is a Certified Defense Financial Manager – Acquisition. Ms. Ho is also a Certified Chief Information Officer from National Defense University.

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