Paralegal (CMF 27) Career Progression Plan
Chapter 1. Duties
Paralegals comprise an integral part of the Judge Advocate Legal Service (JALS) serving in
MTOE and TDA organizations (in accordance with AR 27–1). JALS consists of members of the
Judge Advocate General’s Corps (JAGC), judge advocates, civilian attorneys, professional
consultants, legal technicians, warrant officers, paralegal Soldiers, civilian employees, and other
personnel on duty with the JALS. Paralegals are critical assets to a Staff Judge Advocate (SJA)
section, Command Judge Advocate (CJA) section, Brigade Legal Section, or the unit
headquarters. They participate in strategic, operational, and tactical missions in support of
Army, Joint, and combined military commands. In addition to maintaining a high level of tactical
proficiency, paralegals must maintain a high level of technical proficiency in a number of very
specialized areas of law. They administer and supervise the provision of legal services to unit
commanders, staff, Soldiers, Family members, and retirees. They perform their duties under the
technical supervision of judge advocates, and Department of the Army (DA) civilian attorneys
with a common focus of providing timely and effective legal services. These legal services
encompass the six legal functions: military justice, national security law, soldier and family legal
services, trial defense services, administrative & civil law, and contract & fiscal law. Within the
military justice discipline, paralegals also provide support to judge advocates and attorneys
working in independent organizations such as the U.S. Army Trial Defense Service and the U.S.
Army Trial Judiciary. Paralegals are bound by the same rules of ethical behavior as judge
advocates in accordance with AR 27–26. Paralegals need to have knowledge of the
requirements contained in AR 25–55 (The Department of the Army Freedom of Information Act
Program) and AR 340–21 (The Army Privacy Program).
Chapter 2. Transformation
After the terrorist attacks of 11 September 2001, the Army and the Department of Defense
significantly changed the Army’s force structure, doctrine, training, and equipment. One of the
major changes was to shift the “center of gravity” for Army operations from division to brigade
level. Brigade combat teams are now the Army’s basic tactical maneuver units and the smallest
combined arms units that can be committed independently. Under this new operational
paradigm, an operational commander can select the number and type of brigades needed to
accomplish a particular mission, and build a force package consisting of only those units.
These brigade-based force packages have organic logistic support, thereby reducing the need
to rely on outside logistic assets. In another major change to past practices, a deployed brigade
does not always operate under the division that normally acts as the brigade’s higher
headquarters in garrison. Under the new construct, brigades deploy and operate under a
variety of different higher headquarters arrangements depending upon the mission. The
brigade’s headquarters element may be a division headquarters, a corps headquarters, or even
a joint task force (JTF) headquarters. This new approach allows Army forces greater flexibility
to task-organize more efficiently and effectively for meeting uncertain and irregular threats.
Accordingly, paralegals who work in a brigade legal section must be prepared to operate under
the technical supervision of a higher headquarters with which they have no habitual relationship.
In those instances, close coordination, uniformity, and consistency of practice become even
more essential. In addition to brigade-level legal positions, paralegal Soldiers may also be
directly assigned to subordinate battalions.
Chapter 3. Recommend Career Management Self-Development by rank
a. Private E-1 – Specialist/Corporal
(1) The quality and success of a Soldier’s career is in direct proportion to the Soldier’s
consistent commitment to excellence, regardless of the mission. Soldiers committed to
achieving high goals will develop leadership skills and have the practical knowledge and
ambition to employ those skills.
(2) Soldiers should study and master the following military publications: FM 1-04 (Legal Support
to the Operational Army); STP 21-1 (Soldier’s Manual of Common Tasks, Warrior Skills Level
1); Soldier’s Training Manual, Paralegal Specialist-27D, (Paralegal Blue Book), Army Regulation
670-1 (Wear and Appearance of Army Uniforms and Insignia); FM 3-25.26 (Map Reading and
Land Navigation);FM 4-25.11 (First Aid); FM 7-22 (Army Physical Readiness Training); TC 3-
21.5 (Drill and Ceremonies); all -10 level maintenance manuals associated with their equipment;
and Warrior Tasks and Battle Drills associated with their current assignment.
(3) The following should be consulted for self-development: The Center for the Army Profession
and Leadership (CAPL) is designed to develop and provide Army leadership and leader
development doctrine and products to the Army and strengthen the Army’s profession. The
CAPL provides reading lists, to include the Sergeant Major of the Army’s Reading List, videos,
and simulators for self-development. Additionally, The Judge Advocate General Corps provides
additional technical training, leadership reading lists, courses, videos, and training for self-
development through JAG University and the JAGCNET website. The website offers training
and resources as a cross-functional developmental tools designed to provide leaders at all
levels the information needed to succeed.
(4) Demanding assignments may limit the opportunity for civilian education; however, those
Soldiers willing to make the required sacrifices should seize the available opportunities. CLEP
and DANTES are available for those Soldiers unable to pursue formal civilian courses. These
self-development options are based on the Soldier’s own desire to excel. Ample opportunities
exist for Soldiers to participate in various correspondence courses to accomplish individual
educational objectives. Soldiers with GT scores below 100 should seek to improve their scores
through FAST. Taking additional civilian education courses such as English composition and
basic mathematics will improve promotion potential.
(5) The Army Correspondence Course Program also provides excellent educational
advancements in continued education, leadership and technical proficiency. Education
opportunities can be found at the ACES website. CLEP and DANTES tests are other resources
for converting previously acquired knowledge or training into college credit. College education is
a critical piece of the self-development program and paralegals should plan their college
program around a degree that relates to their MOS using information provided on the
Servicemembers Opportunity College (SOC) website. Soldiers may also enroll in GOARMYED,
an Army program that gives Soldiers the opportunity to pursue a degree program completely
online. They may also participate in the Paralegal Degree Program (PDP), a program that
assists paralegal Soldiers to receive college credit for Army schooling and work experience.
The PDP is endorsed by the American Bar Association. More information on the PDP is
available from the Plans NCO, or Proponent Sergeant Major Personnel, Plans, and Training
Office.
(6) Soldier boards such as Soldier of the Month/Quarter/Year broaden the knowledge base,
instill discipline and improve the Soldier’s ability to communicate verbally.
(7) Paralegal Specialist/NCOs may be recognized as a Sergeant Eric L. Coggins Award of
Excellence recipient. The Sergeant Eric L. Coggins Award of Excellence was established in
1998, under the direction of Major General Walter B. Huffman, then The Judge Advocate
General of the Army. The purpose of this annual award is to recognize the Paralegal Specialist
or Paralegal NCO’s, (SPC-SSG), who best embodies the standards for which Sergeant Coggins
was known. Sergeant Coggins was a superb Soldier and junior NCO who was, and is, regarded
throughout the JAG Corps as a hero. His untimely death is remembered each year with the
selection of the new Sergeant Eric L. Coggins Award of Excellence recipient. Through a series
of local board competitions at varying echelons of command, nominees are selected and then
considered by a board at the Office of The Judge Advocate General. The recipient of this award
is generally acknowledged as the best paralegal in the United States Army for that respective
year. Nominees for this award should receive special consideration for promotion.
(8) Soldiers may also earn promotion points for Technical Certification. A list of certifications
can be found on the Army Credentialing Opportunities On-Line (COOL) website. For information
on these and other education programs, Soldiers should visit the Army Education Center on
their installation for assistance.
b. Sergeant
(1) The quality and success of a Sergeant’s career is in direct proportion to a consistent
commitment to excellence, regardless of the mission. Sergeants committed to achieving high
goals will develop leadership skills and have the practical knowledge and ambition to put them
to good use.
(2) Sergeants should study and master the following military publications: STP 21–24 (Soldier’s
Manual of Common Tasks, Warrior Leader Skills Level 2, 3, and 4), Soldier’s Training Manual,
Paralegal Specialist-27D, (Paralegal Blue Book), FM 1-04 (Legal Support to the Operational
Army); ADP 1 (The Army); ADP 3-0 (Unified Land Operations); ADP 6-22 (Army Leadership);
FM 6–22 (Leader Development); ADP 7-0 (Training Units and Developing Leaders); FM 7-22
(Army Physical Readiness Training); all -10 level maintenance manuals associated with their
equipment; and Warrior Tasks and Battle Drills associated with their current assignment.
(3) The following should be consulted for self-development: The Center for the Army Profession
and Leadership (CAPL) is designed to develop and provide Army leadership and leader
development doctrine and products to the Army and strengthen the Army’s profession. The
CAPL provides reading lists, to include the Sergeant Major of the Army’s Reading List, videos,
and simulators for self-development. Additionally, The Judge Advocate General Corps provides
additional technical training, leadership reading lists, courses, videos, and training for self-
development through JAG University and the JAGCNET website. The website offers training
and resources as a cross-functional developmental tools designed to provide leaders at all
levels the information needed to succeed.
(4) Demanding assignments may limit the opportunity for civilian education; however, those
Sergeants willing to make the required sacrifices should seize the available opportunities.
Pursuing a college education at this level is not a mandatory requirement but one that will place
them above their peers. Soldiers should plan their college program around a degree that relates
to their MOS using information provided on the SOC website. They may also participate in the
Paralegal Degree Program (PDP), a program that assists paralegal Soldiers to receive college
credit for Army schooling and work experience. The PDP is endorsed by the American Bar
Association. More information on the PDP is available from Personnel, Plans, and Training
Office (PPTO)
(5) Soldier boards such as NCO of the Month/Quarter/Year and the Sergeant Audie
Murphy/Sergeant Morales Boards broaden the knowledge base, instill discipline and improve
the Soldier’s ability to communicate verbally.
(6) Paralegal Specialist/NCOs may be recognized as a Sergeant Eric L. Coggins Award of
Excellence recipient. The Sergeant Eric L. Coggins Award of Excellence was established in
1998, under the direction of Major General Walter B. Huffman, then The Judge Advocate
General of the Army. The purpose of this annual award is to recognize the Paralegal Specialist
or Paralegal NCO, (SPC-SSG), who best embodies the standards for which SERGEANT
Coggins was known. Sergeant Coggins was a superb Soldier and junior NCO who was, and is,
regarded throughout the JAG Corps as a hero. His untimely death is remembered each year
with the selection of the new Sergeant Eric L. Coggins Award of Excellence recipient. Through
a series of local board competitions at varying echelons of command, nominees are selected
and then considered by a board at the Office of The Judge Advocate General. The recipient of
this award is generally acknowledged as the best paralegal in the United States Army for that
respective year. Nominees for this award should receive special consideration for promotion.
(7) The Army Correspondence Course Program also provides excellent educational
advancements in continued education, leadership and technical proficiency.
(8) Soldiers should also consider entering a technician program to gain nationally recognized
credentials in an appropriate technical discipline. Soldiers may also earn promotion points for
Technical Certification. For example, The Paralegal Core Competency Exam certification can be
currently obtained through the 27D CMF on a nominative basis. A list of certifications can be
found on the COOL website. For information on these and other education programs, Soldiers
should visit the Army Education Center on their installation for assistance.
c. Staff Sergeant
(1) The quality and success of a Staff Sergeant’s career is in direct proportion to a consistent
commitment to excellence, regardless of the mission. Staff Sergeants who are committed to
achieving high goals will develop leadership skills and have the practical knowledge and
ambition to employ those skills.
(2) Staff Sergeants should study and master the following military publications: STP 21–24
(Soldier’s Manual of Common Tasks, Warrior Leader Skills Level 2, 3, and 4); ADP 6-22 (Army
Leadership); ADRP 6-22 (Army Leadership), FM 6-22 (Army Leadership: Competent,
Confident, and Agile); AR 623-3 (Evaluation Reporting System); AR 600-8-22 (Military Awards);
all -10 level maintenance manuals associated with their equipment; and Warrior Tasks and
Battle Drills associated with their current assignment.
(3) The following should be consulted for self-development: The Center for the Army Profession
and Leadership (CAPL) is designed to develop and provide Army leadership and leader
development doctrine and products to the Army and strengthen the Army’s profession. The
CAPL provides reading lists, to include the Sergeant Major of the Army’s Reading List, videos,
and simulators for self-development. Additionally, The Judge Advocate General Corps provides
additional technical training, leadership reading lists, courses, videos, and training for self-
development through JAG University and the JAGCNET website. The website offers training
and resources as a cross-functional developmental tools designed to provide leaders at all
levels the information needed to succeed.
(4) Demanding assignments may limit the opportunity for civilian education; however, those
Staff Sergeant’s willing to make the required sacrifices should seize the available opportunities.
Soldiers should plan their college program around a degree that relates to their MOS. These
self-development options are based on the Staff Sergeant’s own desire to excel. At this stage,
Staff Sergeants should seek opportunities to obtain an Associate’s Degree. Ample opportunities
exist for Soldiers to participate in various correspondence courses to accomplish individual
educational objectives. They may also participate in the Paralegal Degree Program (PDP), a
program that assists paralegal Soldiers to receive college credit for Army schooling and work
experience. The PDP is endorsed by the American Bar Association. More information on the
PDP is available from the Training Developments Directorate at The Judge Advocate General’s
Legal Center and School.
(5) Soldier boards such as NCO of the Month/Quarter/Year and the Sergeant Audie
Murphy/Sergeant Morales Boards broaden the knowledge base, instill discipline and improve
the Soldier’s ability to communicate verbally.
(6) Paralegal Specialist/NCOs may be recognized as a Sergeant Eric L. Coggins Award of
Excellence recipient. The Sergeant Eric L. Coggins Award of Excellence was established in
1998, under the direction of Major General Walter B. Huffman, then The Judge Advocate
General of the Army. The purpose of this annual award is to recognize the Paralegal Specialist
or Paralegal NCO, (SPC-SSG), who best embodies the standards for which SERGEANT
Coggins was known. Sergeant Coggins was a superb Soldier and junior NCO who was, and is,
regarded throughout the JAG Corps as a hero. His untimely death is remembered each year
with the selection of the new Sergeant Eric L. Coggins Award of Excellence recipient. Through
a series of local board competitions at varying echelons of command, nominees are selected
and then considered by a board at the Office of The Judge Advocate General. The recipient of
this award is generally acknowledged as the best paralegal in the United States Army for that
respective year. Nominees for this award should receive special consideration for promotion.
(7) The Army Correspondence Course Program also provides excellent educational
advancements in continued education, leadership and technical proficiency.
(8) Soldiers should also consider entering a technician program to gain nationally recognized
credentials in an appropriate technical discipline. Soldiers may also earn promotion points for
Technical Certification. For example, The Paralegal Core Competency Exam certification can
be currently obtained through the 27D CMF on a nominative basis. A list of certifications can be
found on the COOL website. For information on these and other education programs, Soldiers
should visit the Army Education Center on their installation.
d. Sergeant First Class
(1) As NCOs become more senior in rank, self-motivated development becomes more
important. Activities like professional reading and college courses help the Senior NCO develop
organizational leadership skills needed to coach, train, and mentor Soldiers. They should be
working toward completion of a four-year degree program. A college degree is not required for
promotion but can be a deciding factor when it comes to the best qualified.
(2) These NCOs should study and master the following additional military publications: AR 350-
1 (Army Training and Leader Development); STP 21–24 (Soldier’s Manual of Common Tasks,
Warrior Leader Skills Level 2, 3, and 4); AR 750–1 (Army Materiel Maintenance Policy); all -10
level maintenance manuals associated with their equipment; and warrior tasks and battle drills
associated with their current assignment.
(3) The following should be consulted for self-development: The Center for the Army Profession
and Leadership (CAPL) is designed to develop and provide Army leadership and leader
development doctrine and products to the Army and strengthen the Army’s profession. The
CAPL provides reading lists, to include the Sergeant Major of the Army’s Reading List, videos,
and simulators for self-development. Additionally, The Judge Advocate General Corps provides
additional technical training, leadership reading lists, courses, videos, and training for self-
development through JAG University and the JAGCNET website. The website offers training
and resources as a cross-functional developmental tools designed to provide leaders at all
levels the information needed to succeed.
(4) Demanding assignments may limit the opportunity for civilian education; however, those
Sergeant First Classes willing to make the required sacrifices should seize the available
opportunities. The self-development process should now shift to advanced skills. Ideally, a
Sergeant First Class should have completed an Associate’s Degree by 12 years and continue
studies towards a four-year degree. A Sergeant First Class must continue to remain competent
in technical fields and improving doctrinal knowledge. Subjects such as organizational behavior,
personnel management, time management, Army operations, and battle staff functions should
be emphasized as essential for effective leadership as a Sergeant First Class. They may also
participate in the Paralegal Degree Program (PDP), a program that assists paralegal Soldiers to
receive college credit for Army schooling and work experience. The PDP is endorsed by the
American Bar Association. More information on the PDP is available from the Training
Developments Directorate at The Judge Advocate General’s Legal Center and School.
(5) The Army Correspondence Course Program also provides excellent educational
advancements in continued education, leadership and technical proficiency.
(6) Soldiers should also consider entering a technician program to gain nationally recognized
credentials in an appropriate technical discipline. Soldiers may also earn promotion points for
Technical Certification. For example, The Paralegal Core Competency Exam certification can be
currently obtained through the 27D CMF on a nominative basis. A list of certifications can be
found on the COOL website. For information on these and other education programs, Soldiers
should visit the Army Education Center on their installation.
(7) SFCs should seek broadening experience in Security Force Assistance Brigades (SFAB).
Successful service in a SFAB demonstrates competence of complex legal matters, to include
national security law.
e. Master Sergeant/First Sergeant
(1) As NCOs become more senior in rank, self-motivated development becomes more
important. Activities like professional reading and college courses help the Senior NCO develop
organizational leadership skills needed to coach, teach and mentor Soldiers. Limited
authorizations and fiercely competitive records may make civilian education a major
discriminator for selection to Sergeant Major. These NCOs should be actively pursuing or have
obtained a four year college degree.
(2) Masters Sergeants/First Sergeants should study and master the following additional military
publications: AR 601–280 (Army Retention Program); AR 600–20 (Army Command Policy); DA
Pam 611–21 (Military Occupational Classification and Structure); AR 840–10 (Flags, Guidons,
Streamers, Tabards, and Automobile and Aircraft Plates), and AR 220–1 (Army Unit Status
Reporting and Force Registration – Consolidated Policies).
(3) The following should be consulted for self-development: The Center for the Army Profession
and Leadership (CAPL) is designed to develop and provide Army leadership and leader
development doctrine and products to the Army and strengthen the Army’s profession. The
CAPL provides reading lists, to include the Sergeant Major of the Army’s Reading List, videos,
and simulators for self-development. Additionally, The Judge Advocate General Corps (JAGC)
provides additional technical training, leadership reading lists, courses, videos, and training for
self-development through JAG University and the JAGCNET website. The website offers
training and resources as a cross-functional developmental tools designed to provide leaders at
all levels the information needed to succeed.
(4) Master Sergeants should also continue to utilize other distributed learning programs and
broaden their focus to include functional training. These Soldiers should recognize their new
role as a Senior NCO and pursue functional course offerings from various sources that will
enhance their understanding of how the Army runs in order to influence and improve the Army’s
systems and contribute to the success of their organizations.
(5) The Army Correspondence Course Program provides an excellent educational resource in
continued education, leadership and technical proficiency.
(6) Additional career enhancement may be gained by continuing to pursue technical certification
for civilian certifications on the COOL website. For example, The Paralegal Core Competency
Exam certification can be currently obtained through the 27D CMF on a nominative basis.
f. Sergeant Major/Command Sergeant Major
(1) The educational goal of the SGM/CSM is to possess a Bachelor’s Degree and working
toward a Master’s Degree in their chosen discipline. Activities like professional reading or
college courses help the Senior NCO develop organizational leadership skills needed to coach,
train and mentor Soldiers. Outstanding communications skills are required just by the nature of
the number of Soldiers their communications reach. Skills in community and public relations are
also important since the SGM/CSM will often be representing the command or Army in civic
functions.
(2) The following should be consulted for self-development: Reading about world politics, geo-
political issues, and Army Doctrine (Army Doctrine Publications (ADPs), Army Doctrine
Reference Publications (ADRPs), Field Manuals (FMs), and Army Techniques Publications
(ATPs)) will significantly enhance the knowledge base of the leader regarding how the Army
operates at the strategic level.
(3) The Army Correspondence Course Program provides an excellent educational resource in
continued education, leadership and technical proficiency.
(4) Additional career enhancement may be gained by continuing to pursue technical certification
for civilian certifications on the COOL website. For example, The Paralegal Core Competency
Exam certification can be currently obtained through the 27D CMF on a nominative basis.
Chapter 4. Military Occupational Specialty 27D Paralegal Specialist
a. Major Duties. Paralegals require a basic knowledge of all six core legal functions practiced in
the JAG Corps (military justice, national security law, soldier and family legal services, trial
defense services, administrative & civil law, and contract & fiscal law.), as well as a detailed
knowledge of their assigned duties in accordance with the Paralegal Task List. (The Paralegal
Task List can found on the TJAGLCS NCOA webpage on JAGCNET)
(1) Prerequisites. See Smartbook DA Pam 611-21.
(2) Goals for Development. A paralegal’s assignment pattern should include roughly 70 percent
operational assignments, roughly 20 percent generating force assignments and 10 percent
broadening assignments. In addition, participation in unit rotations to the Combat Training
Centers (NTC, JRTC and JMTC) and Division or Corps Warfighter Command Post Exercises
are important to sharpen tactical proficiency and gain leadership experience. Paralegals should
also seek leadership positions such as squad leader, platoon sergeant, first sergeant, Senior
Paralegal NCO, Senior Military Justice Operations NCO, Chief Paralegal NCO, and Command
Paralegal NCO. Every paralegal should strive to become multifunctional in or at least have
exposure to the six legal disciplines. As such, paralegals should continually improve their
technical abilities through continuing legal education (including certification by agencies such as
the National Federation Paralegal Association), military and civilian correspondence courses,
and resident professional development courses offered by The Judge Advocate General’s Legal
Center and School (TJAGLCS), and other branches of the Armed Forces.
b. Private E-1 – Specialist/Corporal
(1) Institutional training. Advanced Individual Training (AIT) and Basic Leader Course (BLC).
(2) Operational assignments. The paralegal specialist is primarily located in the battalion or
brigade headquarters or in a staff judge advocate/command judge advocate (SJA/CJA) section.
The paralegal specialist’s focus should be on building a strong base of technical and tactical
expertise in MOS-related legal tasks in accordance with the Paralegal Task List, legal
automation systems and networks, tactical communication systems, and basic Soldier skills.
Paralegal specialists should deploy often with their assigned units.
(3) Self-development. Paralegal specialists are required to complete the Army Structured Self-
Development (SSD) Level I course and are automatically enrolled upon completion of Basic
Combat Training (BCT)/One-Station Unit Training (OSUT). Soldiers must complete SSD Level I
prior to attending Basic Leader Course. Paralegal specialist should also enroll in
correspondence courses online at the Army Correspondence Course Program website.
Paralegal specialists should pursue completion of college courses, particularly in the areas of
paralegal studies, management, and automation.. The Paralegal Degree Program may facilitate
these efforts. For additional information on self-development, refer to paragraph 12-3.
(4) Additional training. Basic Court Reporter Course (ASI C5) , Airborne School, Law for
Paralegal Course, and Paralegal Warrior Training Course.
(5) Special assignments
(a) Broadening Assignments – None
(b) MOS Enhancing – Court Reporter.
c. Sergeant
(1) Institutional training. Advanced Leaders Course (ALC).
(2) Operational assignments. The majority of sergeants are typically assigned to battalion
headquarters or in SJA/ CJA sections. Sergeants should focus on developing troop leadership
skills and developing reinforcing the technical and tactical skills in accordance with the
Paralegal Task List. They should actively seek leadership positions such as a squad leader in
any SJA/CJA section. They must personally prepare and prepare their subordinates to deploy
with their assigned units.
(3) Self-development. Sergeants are required to complete the Army Structured Self-
Development (SSD) Level II course and are automatically enrolled upon completion of Basic
Leader Course and promotion to Sergeant. SSD Level II is a prerequisite to attend Advanced
Leaders Course. Paralegal NCOs should also enroll in correspondence courses online at the
Army Correspondence Course Program website. Sergeants must complete TJAGLCS
Intermediate Paralegal Course (IPC) 1 prior to attending ALC. In addition, they should pursue
completion of college courses, particularly in the areas of management, automation, and
criminal justice. The Paralegal Degree Program may facilitate these efforts. For additional
information on self-development, refer to paragraph 12-3.
(4) Additional training. Basic Court Reporter Course (ASI C5) and Airborne School, Law for
Paralegal Course, and Paralegal Warrior Training Course.
(5) Special assignments.
(a) Broadening assignments. Drill Sergeant and Recruiter.
(c) MOS Enhancing. Court Reporter.
d. Staff Sergeant
(1) Institutional training. Senior Leader Course (SLC).
(2) Operational assignments. Staff Sergeant are typically assigned to a sustainment brigade
headquarters or to SJA/CJA sections. Staff Sergeants should continue to focus on development
and refinement of leadership skills along with improving their tactical and technical expertise. At
this point they have the opportunity to serve in leadership positions in sustainment brigade legal
offices. Developing battle-staff skills is extremely important; thus, Staff Sergeants serving in the
brigade headquarters or as an OPS LAW NCO for a Division, Corps, or Theater Sustainment
Command should attain the ASI 2S, Battle-Staff NCO. They serve as a legal representative in
key command planning cells; and deploy as an integral member of the battle staff for brigade-
level units and higher. The most qualified SSGs will serve at least 18-24 months as a Support
Bde Paralegal NCOIC with strong evaluations regarding potential and supporting enumerations.
Highly qualified SSGs will serve at least 18-24 months as a Section Paralegal NCOIC with
strong evaluations regarding potential and supporting enumerations.
(3) Self-development. Staff Sergeants are required to complete the Army Structured Self-
Development (SSD) Level III course and are automatically enrolled upon completion of
Advanced Leader Course and promotion to Staff Sergeant. SSD Level III is a prerequisite to
attend Senior Leaders Course. Paralegal NCOs should also enroll in correspondence courses
online at the Army Correspondence Course Program website. Additionally, Staff Sergeants
must complete the TJAGLCS Intermediate Paralegal Course 2 prior to attending SLC. At this
stage, Staff Sergeants should be pursuing an associate or bachelor’s degree, or completion of
the Paralegal Degree Program. For additional information on self-development, refer to
paragraph 12-3.
(4) Additional training. Battle Staff Course (ASI 2S), Airborne School, Advanced Court Reporter
Course, Advanced Law for Paralegal Course Paralegal Warrior Training Course, Special
Victim’s Counsel Course, and Special Victim’s Counsel Child Victim Course.
(5) Special assignments.
(a) Broadening Assignments. Drill Sergeant; Recruiter; and AIT Platoon Sergeant..
(b) MOS Enhancing Assignments. AIT Instructor, ALC Small Group Leader, Court Reporter
Instructor, and Special Victim Prosecutor NCO.
e. Sergeant First Class
(1) Institutional training. Master Leaders Course (MLC).
(2) Operational assignments. Sergeant First Classes are typically assigned to commands
having general courts-martial (GCM) jurisdiction or serving as senior paralegal at Brigade
Combat Teams (IBCT/SBCT/ABCT) legal section. The numerous functions, coupled with
diverse responsibilities, make service as the senior paralegal in a BCT one of the most
challenging paralegals assignments. Sergeant First Classes may also serve as the senior
paralegal NCO in SJA/CJA installation/branch offices or in special operation units (SMUs, 75th
Ranger Regt, SF Group, or 160th SOAR). Sergeant First Classes should refine their leadership
skills and continue to improve their technical and tactical expertise. As a Senior Paralegal NCO,
management skills such as personnel and budget management, maintenance and use of their
section’s organizational equipment, load planning and palletizing equipment for deployment,
management of the section’s battle rhythm in the tactical operations center, network and
automation systems-especially in a deployed environment, supply and accountability,
MTOE/TDA document management, training, and career counseling all take on increased
importance. Developing battle-staff skills is important; thus, Sergeant First Classes serving in
the BCT headquarters or as an operational law NCO for a Division or Corps should attain the
ASI 2S, Battle Staff NCO. National Security Law NCOs should also attend the Joint Operational
Fires and Effects Course (JOFEC) and receive the L8 ASI. They serve as a legal
representative in key command planning cells; and deploy as an integral member of the battle
staff for brigade level units and higher. The most qualified SFCs will serve at least 18-24 months
as a Senior Paralegal NCO BCT or Special Operations Forces Group, Senior Court Reporter, or
Senior Paralegal NCO-Installation with strong evaluations regarding potential and supporting
enumerations. Highly qualified SFCs will serve at least 18-24 months as a Senior Paralegal-
SJA/CJA or National Security Law NCO with strong evaluations regarding potential and
supporting enumerations.
(3) Self-development. SFCs are required to complete the Army Structured Self-Development
(SSD) Level IV course and are automatically enrolled upon completion of Senior Leader Course
and promotion to Sergeant First Class. SSD Level IV is a prerequisite to attend the Sergeants
Major Academy. Paralegal NCOs should also enroll in correspondence courses online at the
Army Correspondence Course Program website. SFCs should be actively pursuing a four-year
college degree or completion of the Paralegal Degree Program. Senior court reporters should
be striving to achieve certification from the National Verbatim Reporters Association (NVRA).
For additional information on self-development, refer to paragraph 12-3.
(4) Additional training. Battle Staff Course (ASI C5), Airborne School, Joint Operational Fires
and Effects Course (ASI L8), Senior Court Reporter Course, Advanced Law for Paralegal
Course; 27D Command/Chief Paralegal New Developments, and Operational Law of Armed
Conflict .
(5) Special Assignments
(a) Broadening assignments. Drill Sergeant, Recruiter, AIT Platoon Sergeant, Inspector General
NCO, and Professional Development NCO-HRC.
(b) MOS Enhancing Assignments. AIT Instructor, Small Group Leader-NCOA, Senior Small
Group Leader-NCOA, Court Reporter Instructor, Criminal Law Operations/Special Victim
Prosecutor NCO Manager-OTJAG, Developer/Writer, Senior Paralegal NCO-OC/T, Senior
Paralegal NCO-Security Force Assistance Brigade.
(6) Army Career Degrees. See SOCAD Army Career Degree Program.
(7) GI Jobs. See GI Jobs COOL Website.
f. Master Sergeant/First Sergeant
(1) Institutional training. United States Army Sergeants Major Academy (USASMA).
(2) Operational assignments. A Master Sergeant is typically assigned as the Chief Paralegal
NCO within different organizational structures; or as a Senior Military Justice Operations NCO at
a Corps, Division. Highly qualified Master Sergeants are located in other specialized
assignments including the U.S. Army Special Operations Command, Office of the Judge
Advocate General Plans NCO, Field Operating Agencies of The Judge Advocate General's
Corps, The Judge Advocate General's NCO Academy First Sergeant, The Judge Advocate
General's School Student Detachment (JAOBC) First Sergeant, (J Company) AIT First
Sergeant, and Direct Commission Course First Sergeant positions. When assigned as a Senior
Military Justice Operations NCO, a Master Sergeant is responsible for processing military justice
actions in a General Court-Martial jurisdiction. The military justice paralegal is responsible for
coordinating with subordinate Brigade Judge Advocates and Brigade Senior Paralegals on
actions requiring the Commanding General’s (the General Court-Martial Convening Authority)
decision and action. A Chief Paralegal NCO serves as the principal advisor to a SJA, Deputy
SJA, and commanders and their staffs regarding all MOS 27D (paralegal specialist and NCO)
matters and are responsible for managing the career progression of paralegal specialists and
NCOs under his/her supervision. A Chief Paralegal NCO, as part of the “Foundation of Five”
team that includes the SJA, Deputy SJA, legal administrator, and the senior civilian
representative, contributes to managing the legal organization and office. Both positions require
significant leadership and management skills, training, counseling, mentoring, technical
supervision, managing and accounting for equipment, and planning logistical support. The most
qualified MSGs will serve at least 18-24 months as a First Sergeant, Senior Military Justice
Operations NCO, or Chief Paralegal NCO-Installation or Division with strong evaluations
regarding potential and supporting enumerations. Highly qualified MSGs will serve at least 18-
24 months as a Chief Paralegal NCO-Brigade with strong evaluations regarding potential and
supporting enumerations.
(3) Self-development. Master Sergeants can enroll in correspondence courses online and are
required Army Structured Self-Development (SSD) Level V Course. Additionally, Master
Sergeants should have completed a bachelor degree and be working toward graduate studies.
For additional information on self-development, refer to para 12-3.
(4) Additional training. Airborne School, Senior Enlisted Joint Professional Military Education
(SEJPME), Military Justice Leaders Course, and 27D Command/Chief Paralegal New
Developments.
(5) Special assignments.
(a) Broadening. Senior Professional Development NCO-OTJAG.
(b) MOS Enhancing. Plans NCO, 1SG-27D NCOA, 1SG-TJAGLCS Student Detachment, 1SG-
Direct Commission Course, 1SG-27D AIT, Chief Paralegal NCO DIV/Installation, and AIT
Course Director.
(6) Army Career Degrees. See SOCAD Army Career Degree Program.
(7) GI Jobs. See GI Jobs COOL Website.
g. Sergeant Major/Command Sergeant Major
(1) Institutional training. Nominative Leader Course.
(2) Operational assignments. Sergeant Major (SGM) assignments include positions in SJA
offices as Command Paralegal NCOs in Division, Corps, and Theater Armies; Instructor –
USASMA; The Judge Advocate General’s Legal Center and School (CSM); and the Regimental
CSM. Command Paralegal NCO represents the culmination of training, education, and
experience. Command Paralegal NCOs must mentor their subordinates and develop their
leadership, management, technical, tactical, and training skills. They serve as the principal
advisor to the SJA/DSJA, commanders, and their staffs regarding all MOS 27D-paralegal
specialist and NCO matters and are responsible for managing the career progression of the
paralegal specialists and NCOs under their technical supervision. Along with the SJA, DSJA,
legal administrator, and the senior civilian representative, the Command Paralegal NCO forms
the central team that manages the legal organization and office. Command Paralegal NCOs
exercise technical supervision over all 27Ds assigned to subordinate or task organized units.
This responsibility includes ensuring legal services provided by 27Ds in subordinate or task
organized units are prompt, efficient, and legally sufficient; managing the career progression of
the paralegal specialists and NCOs under their technical supervision; and ensuring subordinate
and task organized units are adequately manned with 27Ds capable of supporting that unit’s
mission. Command Paralegal NCOs are key leaders in their command’s battle-staff and as such
must regularly coordinate with the other staff SGMs on current operations and operational
planning. SJAs and commanders rely on the experience of their Command Paralegal NCOs to
address the complexity of issues faced by the organizations listed above. They should develop
a vision and goals for their subordinates and implement a strong technical and tactical training
program for their organization and for all subordinate or task organized units. They are also a
driving force in the execution of legal office operations in the garrison and deployed
environment. The Command Sergeant Major at TJAGLCS is responsible for the training and
force development for MOS 27D; development and implementation of programs and training to
increase the competence, relevance, and readiness of all 27Ds; mentoring officer students
attending TJAGLCS; and is the Commandant for the NCOA. Serving as the Regimental CSM
for the Judge Advocate General’s Corps is the pinnacle assignment. The Regimental CSM is
the senior enlisted advisor to The Judge Advocate General (TJAG) for all paralegal matters in
all three components and the Command Sergeant Major for the United States Legal Center and
School. The Regimental Command Sergeant Major and Command Sergeant Major for the
Judge Advocate General’s Legal Center and School are hand-selected by TJAG and are the
most experienced and qualified 27D Sergeants Major in the JAGC. The most qualified
SGMs/CSMs will serve at least 18-24 months in positions coded as ASI 6S or 6C with a most
qualified rating or at least 12 months in positions coded as ASI 7S or 7C with a most qualified
rating. Highly qualified SGMs/CSMs will serve at least 18-24 months in positions coded as ASI
6S or 6C with strong evaluations regarding potential and supporting enumerations or 12 months
in positions coded as ASI 7S or 7C with strong evaluations regarding potential and supporting
enumerations.
(3) Self-development. SGMs are required to complete the Army Structured Self-Development
(SSD) Level 5 course and are automatically enrolled upon promotion to Sergeant Major. SSD
Level 5 is a prerequisite for nominative and joint assignments. At this point SGMs should have
completed a bachelor’s degree and be nearing completion of graduate level studies. For
additional information on self-development, refer to para 12-3.
(4) Additional training. Airborne School, Senior Enlisted Joint Professional Military Education
(SEJPME), SEJPME II, 27D Command/Chief Paralegal New Developments, BN/BDE CSM Pre-
Command Course, and Nominative Leader Course
(5) Special assignments.
(a) Broadening Assignments. Director, Quality Assurance Office-USASMA, USASMA Instructor,
and BN/BDE , CSM..
(b) MOS Enhancing. Regimental CSM, CSM, TJAGLCS, and Proponent SGM.
(6) Army Career Degrees. See SOCAD Army Career Degree Program.
(7) GI Jobs. See GI Jobs COOL Website.
Chapter 5. MOS 27D Professional Development Model
Access to the “Career Maps” can be accessed from Army Career Tracker:
https://actnow.army.mil
.
Chapter 6. MOS 27D Reserve Component
a. Career progression should parallel Active Army (AA) assignments to the maximum extent
possible based on the available troop program unit (TPU) or Individual Mobilization Augmentee
(IMA) positions. In addition to the assignments outlined above, approximately half of the RC
paralegal NCOs are assigned to unique legal organizations, which include the Legal Operations
Detachments (LODs) and their subordinate Legal Operations Teams (LOTs) These
organizations fall under the command and control of the United States Army Reserve Legal
Command, a direct reporting unit (DRU) to the U.S. Army Reserve Command. Individual
Mobilization Augmentees, on the other hand, are assigned to specific units and installations to
provide legal support in the event of mobilization. Individual Mobilization Augmentees are
normally scheduled to work with their active component counterpart for their two-week annual
training each year. Based on grade and position, the focus for the RC paralegal should be
similar to the focus of the AA paralegal- supporting the traditional missions of the JAGC to an
operational Reserve Force in accordance with AR 27-1 and FM 1-04. The RC paralegal,
however, may be called upon to provide additional administrative duties during the portion of
their career assigned to an LOD. While a legal organization typically functions as a separate
office, it is embedded in a headquarters’ element for support purposes. The LOD, however, is a
separate command and has additional command and unit responsibilities not found in other
legal organizations. The senior judge advocate in the LOD is the LOD’s commander. Therefore,
the chief paralegal NCO performs duties associated with command as well as his or her legal
duties. For example, he or she not only manages the execution of daily legal operations, but
also manages and supports the execution of command tasks, such as unit status reports and
periodic training briefs. The RC paralegal should possess the same qualifications and
capabilities as the AA paralegal and is, therefore, trained in a similar manner. Due to
circumstances, such as the distance from the RC Soldier’s personal residence to the Battle
Assembly (BA) location and civilian employment demands, paralegals need a professional
development program that provides effective use of limited available training opportunities. A
proactive self-development program planned over a period of time and consistent with AA
career development outlined in this chapter is critical for successful RC advancement. This
requires close coordination with supervisors and TJAGLCS to obtain appropriate assignment,
training, schooling, and qualification requirements. Additionally, RC Paralegals should ensure
their assignments periodically rotate between Operational, Functional, Training and Support
units which contain the vast majority of traditional MOS 27D positions and missions and LODs,
which feature a greater variety of opportunities for paralegals to hone their leadership and
administrative skills. Specific guidance on RC paralegal career progression is outlined below:
b. Troop Program Unit (TPU), Operational (MTOE) and Institutional Assignments:
(1) Private E–1–Specialist/Corporal
(a) Operational assignments. The paralegal specialist is primarily located in the battalion or
brigade headquarters (staff judge advocate/command judge advocate (SJA/CJA) section), a
Legal Operations Detachment, Legal Operations Team, Expeditionary Sustainment Command,
or a Regional Support Command (RSC). The paralegal specialist’s focus should be on building
a strong base of technical and tactical expertise in MOS-related legal tasks, legal automation
systems and networks, tactical communication systems, and basic Warrior Tasks and Battle
Drills. During these early years paralegal specialists should deploy often with their assigned
units.
(b) Special assignments. Court Reporter (ASI C5).
(2) Sergeant.
(a) Operational assignments: The majority of sergeants are typically assigned to battalion
headquarters (SJA/CJA sections or at a Legal Operations Detachment, Legal Operations Team,
Expeditionary Sustainment Command, or a Regional Support Group. The Sergeant should
focus on developing troop leadership skills and reinforcing the technical and tactical skills
learned as a paralegal specialist. They should actively seek leadership positions such as a
squad leader or NCOIC in any SJA/CJA section. They must be personally prepared and prepare
their subordinates to deploy with their assigned units.
(b) Special assignments. Court Reporter (ASI C5).
(3) Staff Sergeant.
(a) Operational assignments. Staff sergeants are typically assigned to the level of a Special
Court-Martial Convening Authority (SPCMCA) in the SJA/CJA section or at an LOD, LOT,
Expeditionary Sustainment Command, or a Regional Support Command. STAFF SERGEANTs
should continue to focus on development and refinement of leadership skills along with
improving their tactical and technical expertise. At this point they have the opportunity to serve
as the NCOIC of a CJA Office or an LOD Team. The numerous functions, coupled with the
diverse responsibilities, mean service as the paralegal NCOIC is one of the most challenging
assignments. Developing battle staff skills is extremely important; thus, STAFF SERGEANTs
serving directly with the operational staff of a unit should attain the ASI 2S, Battle-Staff NCO.
They serve as a legal representative in key command planning cells; and deploy as an integral
member of the battle staff for brigade-level units and higher. They must be prepared to deploy,
support the judge advocates assigned to the brigade headquarters, and exercise supervisory
authority over battalion paralegal specialists and prepare them to deploy with their assigned
units.
(b) Special assignments. Court Reporter (ASI C5); Instructor/Writer/Developer, particularly in
support of the Paralegal Warrior Training Course; Drill Sergeant; Recruiter; Equal Opportunity
Advisor; and Inspector General (must be in the rank of SSG(P) or above).
(4) Sergeant First Class.
(a) Operational assignments. SFCs are typically assigned to commands having general courts-
martial (GCM) jurisdiction, as well as LOD Teams, and as Senior Paralegal NCOs within the
United States Army Reserve Command and United States Army Reserve Legal Command.
SFCs should refine their leadership skills and continue to improve their technical and tactical
expertise. In particular, SFCs should prepare themselves to be a chief paralegal NCO in charge
of a GCMCA level SJA/CJA office. As a chief paralegal NCO, management skills such as
personnel and budget management, maintenance and use of their section’s organizational
equipment, load planning and palletizing equipment for deployment, management of the
section’s battle rhythm in the tactical operations center, network and automation systems-
especially in a deployed environment, supply and accountability, MTOE/TDA document
management, training, and career counseling all take on increased importance. Developing
battle-staff skills is important; thus, SFCs serving with the operational staff should attain the ASI
2S, Battle Staff NCO. They serve as a legal representative in key command planning cells; and
deploy as an integral member of the battle staff for brigade level units and higher. They must be
prepared to deploy, support numerous judge advocates simultaneously and exercise
supervisory authority over battalion paralegal specialists and prepare them to deploy with their
assigned units.
(b) Special assignments. Senior Court Reporter; Senior Drill Sergeant; Recruiter; NCOA Small
Group Leader/Instructor; NCOA Senior Small Group Leader; Equal Opportunity Advisor; and
Inspector General.
(5) Master Sergeant/First Sergeant
(a) Operational assignments. MSGs are typically assigned as Chief Paralegal NCO at an LOD,
and at other Functional Command levels. These positions require significant leadership and
management skills, including responsibilities for training, counseling, mentoring, technical
supervision, managing equipment and accounting for automation, planning logistical support,
and preparing for deployments. They serve as the principal advisor to the SJA/DSJA,
commanders, and their staffs regarding all MOS 27D paralegal matters, and are responsible for
managing the career progression of the paralegal specialists and NCOs under their technical
supervision. Along with the SJA, DSJA, legal administrator, and the senior civilian
representative, the Chief Paralegal NCO forms the central team that manages the legal
organization and office. MSGs should refine and hone their leadership skills and continue to
improve their technical and tactical expertise. They must be personally prepared to deploy and
prepare the Soldiers and officers of their respective SJA office to deploy with their units.
(b) Special assignments. First Sergeant (MOS Immaterial); Equal Opportunity Advisor; and
Inspector General.
(6) Sergeant Major/Command Sergeant Major
(a) Operational assignments. Sergeant Major (SGM) assignments include positions in both
MTOE and TDA units and Command Sergeant Major (CSM) for the United States Army
Reserve Legal Command. Command Paralegal NCO represents the culmination of training,
education, and experience. Command Paralegal NCOs must mentor their subordinates and
develop their leadership, management, technical, tactical, and training skills. Command
Paralegal NCOs exercise technical supervision over all 27Ds assigned to subordinate or task
organized units. This responsibility includes ensuring legal services provided by 27Ds in
subordinate or task organized units are prompt, efficient, and legally sufficient; managing the
career progression of the paralegal specialists and NCOs under their technical supervision; and
ensuring subordinate and task organized units are adequately manned with 27Ds capable of
supporting that unit’s mission. Command Paralegal NCOs are key leaders in their command’s
battle-staff and as such must regularly coordinate with the other staff SGMs on current
operations and operational planning. SJAs and commanders rely on the experience of their
Command Paralegal NCOs to address the complexity of issues faced by the organizations listed
above. They should develop a vision and goals for their subordinates and implement a strong
technical and tactical training program for their organization and for all subordinate or task
organized units. They are also a driving force in the execution of legal office operations in the
garrison and deployed environment. The Command Sergeant Major at Legal Command is
responsible for the training and development for all 27Ds within the LODs; development and
implementation of programs and training to increase the competence, relevance, and readiness
of all 27Ds.
(b) Special assignments. Instructor, USASMA (MOS–Immaterial); Sergeant Major, United
States Army Reserve Command; and Command Sergeant Major, United States Army Reserve
Legal Command.
c. Active Guard Reserve (AGR), Special Assignments.
(1) Staff Sergeant
(a) Operational assignments: Staff sergeants in the AGR program are typically assigned to the
SJA section of an Operational, Functional, Training and Support Command or at a Legal
Operations Detachment. STAFF SERGEANTs should continue to focus on development and
refinement of leadership skills along with improving their tactical and technical expertise. At this
point they have the opportunity to serve as the NCOIC of a CJA/SJA Office. Developing battle
staff skills is extremely important; thus, STAFF SERGEANTs serving directly with the
operational staff of a unit should attain the ASI 2S, Battle-Staff NCO. They serve as a legal
representative in key command planning cells; and deploy as an integral member of the battle
staff for brigade-level units and higher. They must be prepared to deploy, support the judge
advocates assigned to the brigade or higher headquarters, and exercise supervisory authority
over battalion paralegal specialists and prepare them to deploy with their assigned units.
(b) Special assignments: Court Reporter (ASI C5), Drill Sergeant; Recruiter; NCOPDS Small
Group Leader/Instructor or Paralegal Warrior Training Course Instructor or Operations/Logistics
NCO; 27D AIT Instructor; Inspector General (must be in the rank of SSG(P) or above); and
Equal Opportunity Advisor.
(2) Sergeant First Class
(a) Operational assignments. SFCs are typically assigned to units at the SPCMCA or GCMCA
level for Operational, Functional, Training and Support Commands. SFCs may also be assigned
to an LOD headquarters, United States Army Reserve Legal Command, or to The United States
Army Reserve Command. SFCs should refine their leadership skills and continue to improve
their technical and tactical expertise. In particular, SFCs should prepare themselves to be a
senior paralegal NCO in charge of an Army Command (ACOM) SJA/CJA office. As a senior
paralegal NCO, management skills such as personnel and budget management, maintenance
and use of their section’s organizational equipment, load planning and palletizing equipment for
deployment, management of the section’s battle rhythm in the tactical operations center,
network and automation systems-especially in a deployed environment, supply and
accountability, MTOE/TDA document management, training, and career counseling all take on
increased importance. Developing battle-staff skills is important; thus, SFCs serving in a
deployable headquarters or as an operational law NCO should attain the ASI 2S, Battle Staff
NCO. They serve as a legal representative in key command planning cells; and deploy as an
integral member of the battle staff. They must be prepared to deploy, and exercise supervisory
authority over battalion paralegal specialists and prepare them to deploy with their assigned
units.
(b) Special assignments. Senior Court Reporter (ASI C5), Senior/Chief Paralegal NCO at the
functional command, Senior Drill Sergeant, NCOPDS Small Group Leader/Instructor, or
Paralegal Warrior Training Course Senior Instructor, Senior Instructor/Writer/Developer,
Inspector General, Equal Opportunity Advisor.
(c) Army Career Degrees. See SOCAD Army Career Degree Program.
(d) GI Jobs. See GI Jobs COOL Website.
(3) Master Sergeant/First Sergeant
(a) Operational assignments: MSGs are typically assigned as Chief Paralegal NCO at the Army
Reserve Functional Commands, LODs, Human Resources Command, United States Army
Reserve Command, United States Army Reserve Legal Command, and Office of the Chief,
Army Reserve. These positions require significant leadership and management skills, including
responsibilities for training, counseling, mentoring, technical supervision, managing equipment,
and accounting for automation, planning logistical support, and preparing for deployments. They
serve as the principal advisor to the SJA/DSJA, commanders, and their staffs regarding all MOS
27D-paralegal specialist matters and are responsible for managing the career progression of the
paralegal specialists and NCOs under their technical supervision. Along with the SJA, DSJA,
legal administrator, and the senior civilian advisor, the Chief Paralegal NCO forms the central
team that manages the legal organization and office. MSGs should refine and hone their
leadership skills and continue to improve their technical and tactical expertise. They must be
personally prepared to deploy and prepare the Soldiers and officers of their respective SJA
office to deploy with their units.
(b) Special assignments. First Sergeant, Branch Immaterial; Inspector General; Equal
Opportunity Advisor.
(c) Army Career Degrees. See SOCAD Army Career Degree Program.
(d) GI Jobs. See GI Jobs COOL Website.
(4) Sergeant Major
(a) Operational assignments. Sergeants major may serve as a Command Sergeant Major in a
MOS immaterial position. Command Paralegal NCO represents the culmination of training,
education, and experience. Command Paralegal NCOs must mentor their subordinates and
develop their leadership, management, technical, tactical, and training skills. Command
Paralegal NCOs exercise technical supervision over all 27Ds assigned to subordinate or task
organized units. This responsibility includes ensuring legal services provided by 27Ds in
subordinate or task organized units are prompt, efficient, and legally sufficient; managing the
career progression of the paralegal specialists and NCOs under their technical supervision; and
ensuring subordinate and task organized units are adequately manned with 27Ds capable of
supporting that unit’s mission. Command Paralegal NCOs are key leaders in their command’s
battle-staff and as such must regularly coordinate with the other staff SGMs on current
operations and operational planning. SJAs and commanders rely on the experience of their
Command Paralegal NCOs to address the complexity of issues faced by the organizations listed
above. They should develop a vision and goals for their subordinates and implement a strong
technical and tactical training program for their organization and for all subordinate or task
organized units. They are also a driving force in the execution of legal office operations in the
garrison and deployed environment.
(b) Special assignments. Command Paralegal NCO – United States Army Reserve Command
and Command Sergeant Major – United States Army Reserve Legal Command.
(c) Army Career Degrees. See SOCAD Army Career Degree Program.
(d) GI Jobs. See GI Jobs COOL Website.
