\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

**Small Business**

**Mobilization Planner**

> **U.S. ARMY**

**RESERVE**

**Contents I**. **Introduction** [1](#I)

Business Readiness

Purpose of the Handbook

**II**. **What You Should Know About Mobilization** [2](#II)

General Information

Mobilization Authority

Types of Mobilization

Mobilization Planning

Emergency Authority

Mobilization Alert Procedures

Demobilization

**III**. **Planning and Business Readiness** 8

General Information

Getting Started

Business Options

Influencing Factors

Strategic Planning

Tactics for Continuation

Example for a Non-Service Business

Tactics for Selling or Closing

Example for a Service Business

Business Continuation

IV. **Small Business Mobilization Plan Checklists** [25](#iV)

> Keep the Business Open

Close the Business

Mobilization Readiness

Listing of Key Personnel

**V**. **Appendices** [33](#V)

A. Sample Business Overhead Expense Statement

B. Military Leave Policy

C. Soldiers\' and Sailors\' Civil Relief Act

D. Sample Letters to Customers/Suppliers

**VI**. **Listing of Contributors and Helpful Associations** [39](#VI)

**Foreword:** Operations Desert Shield and Desert Storm made active duty

**Preparing for** a reality for thousands of Army Reservists. As a
result, the

**Active Duty** importance of personal and professional readiness was
brought

home by these events.

> It soon became obvious that reservists who owned small businesses had
> many additional concerns: who will operate my business; who will take
> care of the bookkeeping; how will my suppliers be paid, to name just a
> few.
>
> Those with a contingency plan in place before the mobilization made an
> easier transition from civilian to military life. However, some
> reservists who were not prepared before being called for active duty
> experienced significant financial difficulties.
>
> The lessons learned from Operations Desert Shield and Desert Storm
> prompted the Office of the Chief, Army Reserve, to develop *The Small
> Business Mobilization Planner*. It is designed to help reservists
> prepare for covering their business interests before an actual
> mobilization occurs.

Few business situations are identical. This planner is intended

as a guide and should be supplemented by information from

professional organizations, colleagues, and other qualified advisers. By
using this information to develop a comprehensive

business plan, you will find it easier to make future transitions.

[]{#I .anchor}**I Introducing the** As a member of the United States
Army Reserve, you have

**Army Reserve** taken on the challenge and the honor of protecting
America\'s

**Small Business** freedoms. In doing so, we recognize that it is a
constant

**Mobilization** challenge for you to balance Army Reserve duties,
family

**Planner** responsibilities, and business obligations.

> In order to be ready for mobilization, it is important that you
> prepare your business interests before an actual alert and
> mobilization. Prior planning will help eliminate stress-producing
> situations and minimize the possibility of financial loss.
>
> This comprehensive *Small Business Mobilization Planner* will provide
> you with basic information and suggestions for getting your business
> ready in the event you are ordered to active duty.
>
> Being thorough in researching all your options will benefit, you, your
> family, employees, colleagues, and your business. You may also
> consider having more than one plan in place in the event circumstances
> dictate you implement a different course of action.
>
> Keep in mind that it is critical to test mobilization plans as often,
> and as realistically, as possible. Conducting occasional \"test-runs\"
> to determine your business readiness is a key element to a successful
> plan. You can then eliminate any identified shortfalls by immediately
> incorporating the lessons learned during these test periods into your
> business plan.
>
> This planner will help you to:
>
> • Understand the Army Reserve process of mobilization
>
> • Get your business affairs in order.
>
> • Ensure that your clients, customers, patients, employees, and
>
> business associates are taken care of during your military
>
> service.
>
> The planner also provides sample policies, procedures, checklists, and
> letters that will facilitate the business readiness process.

[]{#II .anchor}**II Mobilization** Mobilization is the act of preparing
for war or other

> emergencies through assembling and organizing national resources.
>
> It is also the process by which Armed Forces, or part of them, are
> brought to a state of readiness for war or other national emergency.
> This includes assembling and organizing personnel, supplies, and
> materiel for active military service, call up of the reserve
> components, extension of terms of service, and other actions necessary
> for transition to a wartime posture.
>
> The Army\'s force structure is designed to generate forces for maximum
> early combat power and support units to sustain that power. The Army
> must be able to provide both capabilities without the lengthy
> preparation periods that have been characteristic of the past. The
> Army Reserve plays a critical role in mobilizing and deploying a
> substantial number of reserve units and individuals overseas and in
> increasing the continental United States\' base forces during the
> initial stages of a conflict.

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

**Mobilization Authority** The authority to order mobilization resides
with the President

> and/or Congress. The Secretary of Defense (SECDEF), with the advice
> and recommendation of the Service Secretaries and Joint Chiefs of
> Staff (JCS), recommends to the President and Congress, the level of
> mobilization required to support a given contingency, operational
> plan, or national emergency. The SECDEF directs mobilization of
> Reserve Component (RC) units and manpower through the various military
> departments.

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

**Types of Mobilization** Generally, the magnitude of the emergency
governs the level of

> mobilization. As authorized by law or congressional resolution, and
> when directed by the President, the Department of Defense (DoD)
> mobilizes all or part of the Armed Forces within the parameters of
> selective mobilization, Presidential Selective Reserve Call-Up (PSRC),
> partial, full, or total mobilization. Once mobilized,
> units/individuals have 72 hours to get ready to move to their
> mobilization station (MS).
>
> The levels of military mobilization are:

**Selective Mobilization**

Expansion of the active Armed Forces resulting from action by Congress
and/or the President to mobilize RC units, members of the Individual
Ready Reserve (IRR), and the resources needed for their support to meet
the requirements of a domestic emergency that is not the result of an
enemy attack.

**Presidential Selective Reserve Call-up (PSRC)**

> The President may augment the active Armed Forces by ordering to
> active duty not more than 200,000 total individuals assigned to the
> Selected Reserve to meet the requirements of an operational mission.
> Those units/individuals are preselected and most are designated as
> early deployers. The SECDEF may deploy these reserve units or
> individuals overseas.
>
> **Partial Mobilization**
>
> Expansion of the active Armed Forces resulting from action by Congress
> or by the President (not to exceed 1,000,000 from all services) to
> mobilize Ready Reserve component units, individual reservists as well
> as the resources needed for their support to meet the requirements of
> a war or other national emergency involving an external threat to the
> national security.

# Full Mobilization

Expansion of the active Armed Forces resulting from action by Congress
and the President to mobilize all reserve component units in the
approved force structure. All individual reservists, retired military
personnel, and resources needed for their support to meet the
requirements of war or other national emergency involving an external
threat to the national security.

> **Total Mobilization**

Expansion of the active Armed Forces resulting from action by

> Congress and the President to meet the total requirement of a war or
> other national emergency involving an external threat to the national
> security. This includes organizing and/or generating additional units
> or personnel beyond the approved force structure and the resources
> needed for their support.

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

**Mobilization Planning** The Forces Command (FORSCOM) 500-3 series of
regulations

> pertaining to FORSCOM Mobilization and Deployment Planning System
> (FORMDEPS) has been, and will continue to be, updated. Lessons learned
> from Operation Desert Shield/Desert Storm and input from the field are
> the incentives for these changes. One of the significant changes
> concerns the phases of mobilization. They are:
>
> **Phase I: Planning**
>
> This phase includes the normal day-to-day training of each unit at
> home station (HS). This includes, but is not limited to: maintaining
> of unit personnel, financial and medical records; conducting military
> occupation specialty (MOS) and mobilization training; preparing and
> testing mobilization plans; and conducting of annual mobilization file
> reviews. This phase also includes execution, planning, and final
> selection of units
>
> to be mobilized. Phase I ends upon receipt of an official alert by the
> unit.
>
> **Phase II: Alert**
>
> This phase includes all those actions taken by a unit following
> receipt of the official alert. Required unit actions are described in
> detail in FORMDEPS Volume III, the Reserve Component Unit Commander\'s
> Handbook (RCUCH). These actions include, but are not limited to:
> receipt of an alert order from higher headquarters, authentication of
> alert order, execution of unit alert roster, ordering key personnel to
> duty, and updating Unit Status Report (USR) and Post-mobilization
> Training Support Requirement (PTSR). Action such as final screening
> and cross-leveling of personnel are essential during the alert phase.
> This phase ends with the effective date of mobilization of the unit at
> HS.
>
> **Phase III: Home Station**
>
> This phase begins on the effective date of the unit mobilization.
> Again, required actions are outlined in the RCUCH. Actions taken here
> include, but are not limited to: inventory of unit property,
> coordinating retrieval of mandatory parts list (MPL)/ prescribed load
> list (PLL) stocks, dispatch of advance party to mobilization station
> (MS), execution of the movement to the MS. This phase ends with the
> arrival of the unit at the MS.
>
> **Phase IV: Mobilization Station (MS)**
>
> This phase begins with the arrival of the unit at the MS and
> encompasses all the actions necessary to assure that the unit meets
> required deployment criteria, to include the validation of deployment
> readiness by the MS commander. Actions at the MS include, but are not
> limited to: the actual accession of the unit into the active
> structure, individual or collective training, and preparation for
> overseas movement. Note that command of units passes from the USARC to
> the MS (or to the gaining major Army command (MACOM) for continental
> United States (CONUS) based units) on arrival at the MS. The MS phase
> ends with unit validation followed by departure of the unit at its
> port of embarkation (POE). This phase and the POE phase may overlap
> since equipment moving by surface transportation begins the POE phase
> earlier than personnel movement.
>
> **Phase V: Port of Embarkation (POE)**
>
> This phase begins with the departure of the unit from its MS and is
> the first leg of deployment. It encompasses all of those activities at
> the sea port of embarkation and aerial port of embarkation. These
> activities include, but are not limited to: loading of equipment, and
> manifesting and loading personnel. The POE phase ends with departure
> of personnel and equipment from the POE.
>
> \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
>
> **Emergency Authority** In the event of a surprise attack on the U.S.
> (conventional or nuclear), the formal notification of RC units may not
> be possible. RC unit commanders, hearing of the attack through the
> National Warning System, the Emergency Broadcast System, or physical
> evidence (actually in the area of the attack), will assemble and
> mobilize their units as soon as possible; establish communications
> with higher, lower, and lateral units and civil authorities; and take
> action to protect the unit, repel the attackers, and restore the
> military capability of the U.S.

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

**Mobilization Alert Selective Reserve (TPU, IMA)**

**Procedures**

Each member of a troop program unit (TPU) will be listed on an alert
notification roster that will include name, current home and job
address, and telephone number. If you are a unit member, you must notify
your unit of any changes as they occur. You will normally be alerted by
telephone by an alert group leader. If you cannot be reached by
telephone, every effort will be made to locate you. If you hear in the
news media of a major mobilization of the reserve, but you have not been
notified, you should contact your unit as soon as possible.

(IMA notification is described in the following Pretrained Individual
Manpower section.)

> The alert will normally be transmitted to units through the chain of
> command. The following unclassified code words are used in conjunction
> with the alert notification system:

*Grazing Herd* - for all test and exercise alert notification
procedures.

*Roaring Bull* - for all messages alerting units and individuals of an
actual mobilization. You will be told at this time where and when to
report.

Every unit has a predesignated wartime mission. Every unit is different.
Some units will be mobilized and enter active duty immediately after
being notified. Other units may be alerted but not actually enter active
duty for several weeks. Your alert group leader or your unit\'s
mobilization officer can provide you with the basic information you need
to prepare for mobilization.

> **Pretrained Individual Manpower (IRR, SBR, IMA, and retired)**
>
> The Army\'s pretrained individual manpower includes the Individual
> Ready Reserve (IRR), Standby Reserve (SBR), Individual Mobilization
> Augmentation (IMA) program members, and selected retired Army
> personnel. These personnel are assigned to and managed by the U.S.
> Army Reserve Personnel Center (ARPERCEN). The primary missions of
> ARPERCEN are to prepare for mobilization and, on order, to mobilize
> the required PIM.
>
> Once the requirements for personnel are identified, the earmarking
> process begins. Upon completion of this selection process, selectees
> are projected for an assignment at a mobilization personnel system
> (MOBPERS) reporting station. Those nonselected because they did not
> possess the skills needed to fill a particular requirement, but who
> are qualified for mobilization, may be mobilized. Those mobilized will
> be instructed to report to a CONUS or outside continental United
> States (OCONUS) mobilization station, depending on proximity to their
> home of residence.
>
> Individuals will be ordered to active duty by receipt of a Mailgram,
> receipt of written orders via mail, or media announcement. Mailgram
> orders tell individuals where and when to report. The orders contain a
> Military Emergency Travel Warrant (METW) that can be used to obtain
> transportation to the mobilization station. This travel warrant allows
> individuals to select modes of commercial transportation at government
> expense.
>
> Any special instructions will be outlined on your orders. When you
> arrive at your designated mobilization station, you will be instructed
> concerning your unit of assignment and/or whether you are to be
> deployed or assigned to the CONUS base. Your Personnel Management
> Officer (PMO) at ARPENCEN can assist you with the basic information
> you need to prepare for mobilization.
>
> During a mobilization, the Secretary of the Army may recall former
> members of the Active Army who have retired after 20 years of active
> Federal service. Reserve retirees who have previously volunteered for
> preassignment may also be ordered to active duty on mobilization.
> Reserve retirees who have not volunteered may be recalled when there
> is a national emergency declared by the Congress and the Secretary of
> the Army has determined that there are not enough qualified reserves
> available.
>
> \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
>
> **Demobilization** The demobilization process will generally be a
> reverse of the mobilization process. Reserve component units and
> individuals called to active duty will be released from both CONUS and
> OCONUS commands in time to process through an installation and return
> to their home station within the limits prescribed by their order to
> active duty (e.g., reservists must be back at their home station no
> later than day 90, or 180, if ordered to active duty under the
> Presidential Call-Up authority).
>
> Units and individuals will require approximately eight days to support
> separation processing (five days at the installation and three days
> for movement and home station activities). Soldiers will be in a
> temporary duty intransit status until arriving at home station. Units
> and individuals will be processed for separation from active duty by
> the same installation that accessed them to active duty except for IRR
> personnel. IRR filler personnel will be released from active duty at
> their unit\'s demobilization station.
>
> **III Planning and** The most important aspect of your Small Business
> Mobilization
>
> **Business Readiness** Plan is establishing a process for business
> readiness. You should ensure that your business affairs are in order
> *before* an actual alert and mobilization. The time you devote
> developing an effective plan will provide the foundation,
> organization, and security you\'ll need to fulfill your military
> Reserve duties and responsibilities with the least amount of
> disruption \-- to you, your employees, and most importantly, yours
> customers and creditors.
>
> Every Army Reservist who has a small business should prepare his or
> her own Small Business Mobilization Plan, keep it on file, and update
> it annually. A properly written action plan is both a method of
> achieving the desired result and a measure of success. Remember to
> include absences for weekend drills, annual training, or Continuing
> Medical Education (CME) and to designate someone to implement the plan
> in the event you cannot do so.
>
> It\'s important that every person affected by your mobilization is
> prepared and understands the contribution you\'re making in the
> defense of our nation. Doing so will ensure your mobilization plan is
> successful.
>
> \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
>
> **Getting Started** The basic purpose of every business is to meet
> both current and future customer needs. As a small business owner, it
> is likely that you prepare to meet your customers\' future needs by
> developing a strategy that outlines your business goals and
> objectives. As a member of the Army Reserve, it is especially
> important to evaluate your business plan and align its objectives and
> strategies with your short and long range personal goals and military
> duties. In other words, you should commit to balancing your personal
> life and stability of your business with your reserve duties.
>
> This commitment is critical as it will help to ensure that you do not
> alienate colleagues, employees, and customers because of your Army
> Reserve duty. Success in this delicate process can be measured by
> their understanding and acceptance of your reserve responsibilities
> during your temporary absence (i.e., weekend drills, annual training).
> If problems or conflicts do arise, take action accordingly and update
> your planning strategy immediately.
>
> Because it is important to work in an environment that is supportive
> of your business goals and participation in the Army Reserve, you
> should first assess internal, external, and resource management
> functions that can be influenced to support your goals and reserve
> obligations.
>
> Just as your reserve unit utilizes team-building techniques to achieve
> common goals, you must develop a management team that has common
> guidelines and procedures for gathering, sharing, and using
> information to solve problems, make decisions, and safeguard the
> organization\'s future in your absence.
>
> \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
>
> **Business Options** As a small business owner, it is important to
> consider all your options for balancing your family and business
> responsibilities to maximize your financial return. Many Army
> Reservists opt for business continuation, a plan to maintain
> operations as though there were never any interruptions. For example,
> if you\'re the owner of a restaurant, your business could remain
> operational in your absence under the guidance of a responsible
> employee or family member.
>
> Other reservists may elect to sell or close their businesses. In
> either case, the fair market value of the business must be determined
> before deciding to sell or close.
>
> For example, if you\'re the exclusive manufacturer of a key component
> needed by a Fortune 500 company, selling the business might be
> considered as an alternative. It\'s likely that you will be able to
> sell your business in a short period of time, at its value, because
> you fill a critical need for a valued customer. However, if you\'re
> the owner of a small carpentry shop servicing local builders, you may
> need to examine the option of closing. In this situation, you\'re not
> providing an exclusive service and the builders are likely to go
> elsewhere in your absence. This would reduce your company\'s viability
> and value.
>
> In any case, put whatever option you choose in writing, review it with
> your legal and financial advisers, and update it periodically.
> Professional business organizations and local legal and financial
> advisers are also excellent resources for helping you develop the
> right plans for your business, your family, and your mobilization.
> (See Part VI, page 39.)
>
> To begin the planning process, ask yourself the following questions:
>
> *General questions*:
>
> • Is it in my best interest to keep the business open, close it,
>
> or sell it?
>
> • Whom do I need to notify once my decision is made? How
>
> and when do I do so?
>
> • What do I need to do first?
>
> *If I decide to stay open*:
>
> • Who will handle financial affairs (accounts receivable, billing,
> collections, bank accounts, business overhead expenses, etc.) in my
> absence?
>
> • Who will be responsible for customers, daily operations, manpower
> planning, and critical decisions?
>
> • Who will solve problems on my behalf while I am gone?
>
> • How will I support the practice (expense payments)?
>
> *If I decide to close*:
>
> • Who needs to be notified and how much notice do they need?
>
> • Are there any specific legal, financial, or inventory obstacles that
> may be a problem?
>
> • When will my employees be notified and who will handle the
> notification?
>
> • What should I do with office furniture, business equipment, and/or
> industry machinery that I currently own or lease?
>
> • Who will act on my behalf if the closing is not completed by the
> time I ship out?
>
> • How will the last payroll be handled? Who will manage the process?
>
> • Who will collect and handle accounts receivable?
>
> *If I decide to sell my business*:
>
> • What is the business\' value? Is this realistic?
>
> • Should I enlist a broker or try to sell the business myself?
>
> • Who will take over if the sale does not occur before I leave?
>
> • What parties need to be notified before, during, and after the sale?
>
> • Should I develop a formal buy-sell agreement?
>
> \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
>
> **Influencing Factors** When considering your various business
> options, it\'s important
>
> to keep in mind two key factors: service vs. non-service
>
> industries and business value.
>
> **Service vs. Non-Service**
>
> Army Reservists in service industries such as banking, finance, and
> health have a major advantage over other types of small businesses \--
> customer loyalty. Since these customers tend to be more dependent on
> you for the services you provide, they are less likely to switch to
> another supplier in the event you are mobilized.
>
> For this reason, many reservists in service industries choose to
> continue their business or only close it temporarily. For example,
> during Operation Desert Storm, some physicians found that advanced
> planning enabled their associates to absorb their patient load in
> their absence.
>
> The market dynamics and daily requirements in non-service industries,
> such as agriculture, construction, manufacturing, and retail result in
> customers who are less dependent on you and, therefore, more dependent
> on uninterrupted work or supplies.
>
> Reservists in non-service industries may want to consider either
> business continuation or selling their businesses. The owner of a pet
> shop, large enough to have an office manager, could continue the
> business with a well defined action plan. Conversely, a reservist who
> is the sole owner and operator of a small video store may attempt
> selling the business, with the option to close if a buyer is not found
> in time.
>
> **Business Value**
>
> Because the value of your business is likely to change from year to
> year, you should determine what your business is worth and update your
> calculations annually. It\'s also important that you communicate with
> your broker and real estate attorney as well as update your list of
> prospective buyers. This will help you develop short- and long-range
> business plans and determine whether to remain open, close, or sell if
> you are called to active duty.
>
> \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
>
> **Strategic Planning** Strategic planning helps small business owners
> manage and adapt to anticipated changes (economic, competitive,
> military) in their businesses. The key benefit from this type of plan
> is that it establishes a formal business direction in writing to
> capitalize on company and employee strengths and minimize weaknesses.
>
> Your strategic plan should be flexible. However, it should meet the
> following criteria:
>
> • Be a working document that is updated annually;
>
> • List specific, detailed, and clear objectives;
>
> • Be organized and prioritized with a customer emphasis;
>
> • Measure results for comparison against original objectives.
>
> A basic plan includes a mission statement, business definition and
> objectives, strategies, and actions needed to achieve the company\'s
> objectives.
>
> Most strategic plans for non-service industries will also need to
> include a customer analysis, manpower planning, management reporting,
> and personal planning prior to a mobilization.
>
> \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
>
> **Tactics for Business Internal Organization**
>
> **Continuation**
>
> Each business needs key managers or \"unit leaders\" who know enough
> about customer service, financial issues, human resources, and
> management reporting to keep it afloat. Your ability to identify those
> employees or family members who are key players will be critical when
> developing your mobilization plan.
>
> **External Organization**
>
> Businesses often rely on the assistance of an advisory board or a
> board of directors for on-going advice. You may want to consider
> establishing such a board. Your lawyer, accountant, local business and
> civic leaders, and marketing executives can all be excellent resources
> since they offer a diverse array of experience and opinions on many
> business issues.
>
> **Customer Analysis**
>
> Specific actions you can take include:
>
> • Identifying your best paying and most profitable customers
>
> and developing specific action plans to protect each of them.
>
> • Setting aside time to develop new customer relationships to replace
> those likely to leave in your absence.
>
> **Manpower Planning**
>
> Manpower planning involves reorganizing your employee work
>
> schedules to optimize their talents to address specific short-term
>
> changes in your business. It allows you to minimize any business
> disruptions your absence may cause. To determine manpower needs, you
> should ask yourself:
>
> • What are the key elements of your job?
>
> • Which of these elements can be performed by someone else
>
> with reasonable training?

• Does anyone internally or externally have the foresight and business
savvy to make critical decisions in your absence?

> • Where can the business find the expertise to replace yours, if
> necessary?

This planning is critical to your business continuation plan as it is
likely that you will hand over your responsibilities to more than one
employee, colleague, or family member.

**Management Reporting**

Management reporting includes the preparation of key operational
information: sales, profits, and cash flow. The performance of your
organization is judged in terms of the effort each operating segment
contributes to your personal and business financial goals.

Of the various reports, financial statements are, by far, the most
important. The two basic financial statements are the Income Statement
and the Balance Sheet. Together, these statements give an accounting
picture of the firm\'s operating and financial position.

Using these statements, your financial adviser or accountant should be
able to:

• Determine your company\'s ability to meet short- and long-term
obligations.

• Measure how long you must wait to receive payment from your customers.

• Indicate how timely you pay creditors. Determine the relationship
between owner investment and investment by outside creditors.

While financial statements are often an excellent starting point, they
do not generally provide the answers to specific operational questions,
including:

• Who are my most productive employees?

• What is my most profitable market segment?

• Who are my most profitable and least profitable customers?

• How much cash is generated daily, weekly, monthly?

• Are my expenses too high, and if so, why?

There is a wide variety of management reports. However, at the minimum,
your management reporting system should include:

• A measure of monthly cash receipts versus cash outflow for payables
and labor.

• A summary of customer account receivables. An aging system will ensure
the oldest invoices are resolved first.

• A measure of profitability by product or service and product or
service segment \-- by customer or salesperson.

• A detailed comparison of projected expenses versus actual expenses.

The ultimate test of your management reporting abilities is not only to
understand the financial and operational trends reported, but to react
and plan for the future based on this information. Given the importance
of this job function, you may want to go beyond your internal
organization to find a financial adviser who can monitor this
information in your absence. Either way, you should plan to communicate
with the person responsible for managing your business while you are on
active duty.

**Personal Planning**

As Operations Desert Shield and Desert Storm clearly revealed, some Army
Reservists were unprepared when it came to personal mobilization
planning. Individuals involved in small businesses, especially
owner-operators, must consider succession, tax planning, and the unique
issues inherent to family-owned businesses.

It\'s a good idea to meet with your financial and legal advisors to
discuss how your military service will influence your tax status as an
individual and as a business professional. They can advise you on what
paperwork must be completed before, during, and after your military
service.

As unpleasant as it may be, it is important to determine what will
happen to the family business in the event of your death or disability
resulting from your military service. These decisions should be made
with your loved ones. It could eliminate rash decisions that may result
when everyone is under emotional distress. Your attorney can provide
guidance in this matter.

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

**Non-Service Example**

**Continuation: Roma, an Italian restaurant in West Peoria, IL**

*Strategic Plan including* Customer analysis, manpower planning,
management reporting, personal planning.

*Mission Statement* To provide the Peoria community with high-quality
Italian cuisine in a family-friendly atmosphere and allow the owners to
achieve personal and financial independence.

*Definition of Business* Roma is a mid-priced restaurant serving lunch
and dinner daily to young families and single adults in the West Peoria
area (secondary target \-- greater Peoria community).

*Goals* To offer a variety of mid-priced dishes representing the bounty
of Italian cuisine; to cultivate loyal customers from local residents
most in need of a mid-priced, convenient family-friendly restaurant; to
provide personal and financial independence for the owners; and to earn
a fair rate of return for the investors of the restaurant.

*Objective* Incorporate dishes into the menu which represent the
diversity of Italian cuisine.

*Strategy* • Main menu of 10-15 standard items.

• 3-5 seasonal items.

• 2-3 budget items introduced daily.

*Objective* Moderately priced foods.

*Strategy* • Standard items will be priced 10% less than competing local
restaurants, but will offer 10% more food on plate.

• Seasonal offerings will be priced at a premium (30% gross margin).

• Budget items will be priced at a very competitive ratio (15% gross
margin).

*Objective* Personal and financial independence.

*Strategy* • Minimum salary of \$35,000 for each owner.

• Business and personal savings to total a minimum of \$50,000 for each
owner.

• Owner salary paid (to family or designated agent) even if he/she
called to active duty.

*Objective* Fair rate of return for investors and owners.

*Strategy* • Market share of 12%.

• Annual sales growth of 20%.

• Annual return on assets of 15%.

• Monthly cash flow reaching \$55,000.

• Monthly customer volume of 2,500.

• Average sale per person of \$25.

• Ratio of food cost-to-sales = .2.

*Objective* Exploit the convenience that dual-career families with kids
and single adults crave.

*Strategy* • Promote daily 5:00-6:30 PM \"early bird\" specials to fill
restaurant in the slow pre-dinner periods (target single adults who
often do not want to bother with cooking for one).

• Weekend brunches from 10:00-2:00 PM to maximize appeal to families
with kids.

*Customer Analysis* • Identify best paying (cash) and most profitable
customer segment. Determine who they are, how often they eat at Roma,
and what actions would ensure their continued business.

• Personally introduce key customers to restaurant manager who will
assume your customer service responsibilities in your absence.

• Set aside a minimum of five hours per week to personally develop new
business.

• Once mobilized, notify customers via personalized letter.

*Manpower Planning* • Upon mobilization, management teams will consist
of the bookkeeper, the restaurant manager, and the accountant.

\- The bookkeeper is responsible for daily financial matters and
management reporting.

\- The restaurant manager is responsible for operational issues
involving in priority order: customer service, menu changes, personnel
decisions, and vendor activities.

\- In addition to analyzing management reports and making
recommendations, the accountant is the final authority and responsible
for critical functions.

• Business continuation training is expected to take 240 hours as
follows:

\- Bookkeeper - 95 hours

\- Restaurant manager - 105 hours

\- Accountant - 40 hours.

• Training will commence May 1 and be completed by November 30.

• The temporary management team will meet every Friday at 9:00 AM to
review the current week and plan the next.

• Accountant will communicate with the mobilized reservist on an
as-needed basis.

*Management Reporting* • During mobilization, financial statements will
be prepared monthly (rather than quarterly as they are now) by the
bookkeeper and reviewed by the accountant. The following reports will be
prepared daily and weekly by the bookkeeper: cash flow; profitability by
day, week, and shift; customer total; expense summary; and sales-to
employee ratio.

• The following reports will be prepared weekly by the restaurant
manager: employee productivity, average sale-per-customer, and ratio of
food cost-to-sales.

• Reports along with recommendations will be discussed at the Friday
management team meeting.

• The bookkeeper will prepare the following notification letters:

\- Insurance and professional liability carriers

\- Banker, investment broker, retirement plan manager, real estate
broker, and lessors

\- Creditors

\- Major health insurance carriers

\- State licensing boards (if appropriate)

\- Professional associations and societies

*Personal Planning* • Meet with accountant by May 1 to update the value
of the business. Discuss business continuation or sell options.

> • Meet with accountant and financial adviser by May 30 to discuss
> personal tax status, method to ensure payroll and state tax deposits
> are met during mobilization, allocation of cash to family in
> reservist\'s absence.

• Meet with attorney by June 30 to discuss will and possible trust,
ownership transfer in event of death, life insurance policies with
potential proceeds, and asset distribution plan.

• Schedule \"dry run\" during Annual Sept. 1-15 training and weekend
exercises.

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

**Other Options**: The decision to sell or close a business is one of
the most

**Sell or Close the Business** difficult and emotional decisions you
will experience as a business owner. Whether you are selling or closing,
the process takes time, tremendous detail, and a well-thought out plan.

**Selling the Business**

Don\'t confuse business value with price. A key objective of your
strategic plan should be to annually determine business value \-- what a
business should be worth to you. Price is what you agree to sell for.
How close the price comes to your business value will depend on
negotiation and time. Generally speaking, an unprepared, mobilized Army
Reservist with little time will find the negotiating price moving
downward. Your goal is to have the price approximate or exceed value.

Several items you should consider:

• Selecting and developing a relationship with a competent sales broker
well in advance.

• Attempting to identify and notify prospective buyers, in advance,
through on-going business relationships.

• Selecting an attorney who has expertise in real estate matters;
requesting his/her assistance in developing an action plan.

• Consulting with your financial advisers on the tax implications,
personal and business, of the intended sale.

**Closing the Business**

Closing your business can be a large undertaking. No matter what else
you may think about the business, your plan must be objective, detailed
enough to protect you, but simple enough to be implemented quickly.
However, before you proceed, you must decide whether you are closing
your business permanently or if you plan on reopening your business upon
your release from active duty. It is strongly recommended that you
contact your attorney and financial advisers during the development of
this portion of your plan.

Some things to handle before closing your business, either permanently
or temporarily are:

• How long you will need employees to handle collections, invoicing,
customer service, etc.

• Notifying and coordinating termination of service, insurance, magazine
subscriptions, etc.

• Securely storing all customer records, licenses, diplomas, credit
cards, indications of health care memberships, etc.

• Initiating the transfer or storage of customer records.

• Implementing your asset distribution plan.

• Considering the future of your staff.

**Temporary Closing**

Some reservists, such as those in health care industries, elect to close
their businesses temporarily. However, before deciding on this option,
be honest with yourself in the planning process. Do you really have the
financial, manpower, legal, and marketing resources to support this
decision? After evaluating these resources, some reservists have decided
it was better to implement a continuation plan, sale, or permanent
closing of their businesses. These decisions changed the rest of their
mobilization plans.

If you do close your business temporarily, it is equally important to
have a plan to reopen your business as it is to prepare for
mobilization. You should go through similar notification procedures as
outlined above, but in a reverse approach. Timely notification of your
intent to re-establish your business with key advisers and
organizations, insurance carriers, employees, customers, and the like is
especially important and should be done as soon as possible.

Many reservists who were mobilized during Operations Desert Shield and
Desert Storm developed marketing plans to help re-establish their
businesses. Some of the more successful plans included speaking
engagements, issuing press releases, and mailing out fliers. Some
reservists even took advantage of the mobilization to move their
businesses to more desirable locations.

Your marketing plan should be well thought out and organized to support
your transition from active duty to civilian status. During your
demobilization, you may want to consider having someone assist you with
implementing your plan. This will ensure that the process is ongoing
when you return home.

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

**Service Example**

**Sell or Close: FAMILY HEALTH CARE, a group practice in Queens, NY**

*Strategic Plan including* Detailed close and sell strategies, and the
option for business

continuation.

*Mission Statement* To provide the Elmhurst community with modern
medical care in a family-oriented, multi-lingual environment that allows
all five partners to achieve personal and financial independence.

*Definition of Business* FAMILY HEALTH CARE is a group practice of five
physicians in family medicine who serve Elmhurst residents six days a
week (secondary market is Jackson Heights and Rego Park, Queens).

*Goals* To offer modern preventive health care and treatment for entire
families, especially in pediatric medicine; to cultivate a loyal client
base with a multi-lingual and multi-cultural staff; to provide personal
and financial independence for partners; to produce a fair rate of
return.

*Objective* To offer modern preventive health care and treatment to
entire families, especially in pediatric medicine.

*Strategy* • Equip practice with the most advanced machinery and tools
that will successfully detect and treat common medical problems; e.g.,
CATSCAN.

• Subscribe to key industry journals and make them required reading for
all staff.

• Require all staff to allot 25 hours a year for professional
meetings/workshops/seminar engagements to maintain professional
knowledge.

• Identify and network with specialists to whom you can refer your
clients when you cannot fully diagnose/treat a medical condition; e.g.,
neurologists, cardiologists, ophthalmologists.

*Objective* To cultivate a loyal client base with a multi-lingual and
multi-cultural staff.

*Strategy* • Hire qualified support staff (nurses, physicians\'
assistants, receptionist) who can also offer bilingual skills such as
Chinese, Korean, and Spanish \-- essential languages to know in
Elmhurst.

• Require that all staff attend sensitivity sessions, particularly those
related to medical care, to minimize cultural misunderstandings and
optimize client satisfaction.

• Organize staffing so that all languages are represented each day
practice is open.

*Objective* To provide personal and financial independence for all five
physicians.

*Strategy* • Salary of \$65,000 for each partner.

• Business savings to be a minimum of \$250,000.

• In the event of active duty, Army Reservist gets paid 70% of

annual salary.

*Objective* To produce an above average rate of return.

*Strategy* • Annual revenue growth of 15%.

• Annual return on assets of 20%.

• Monthly cash flow reaching \$100,000.

• Monthly patient volume of 1,680.

• Average revenue per visit of \$50.

• Ratio of labor cost-to-revenue = .5.

*Objective* Sell or close within 6 months of mobilization notification.
Another option is to continue the practice. These decisions are made
based upon conditions previously agreed upon with the other partners.

*Conditions* Two of the five partners are Army Reservists. In the event
of mobilization, the practice may be sold, closed, or continued. If the
choice is made to sell the practice, it will be offered for sale for 90
days. If no purchase offer exists at the 91st day, the three remaining
partners can \"buy out\" the other partners at the previously agreed
price. If a deal is not confirmed by the 181st day, the practice will be
closed. If the practice remains open, the Army Reserve partners will
plan to return after their release from active duty.

*Sell Strategy* • Update and discuss list of prospective buyers
semiannually.

• Request that financial adviser revalue business by April 30 of each
year.

• Review sales plan with broker by June 30 of each year.

• Have attorney pursue all interested prospective buyers. Sales price
must be a minimum of one and one-half times the current value, including
25 percent down, unless mobilization occurs. Sale must be approved by
three of the five partners.

*Close Strategy* • Begin to implement the \"close plan\" if sale is not
completed by the 181st day from mobilization notification.

• Bookkeeper to terminate service with suppliers, utilities, postal
service, and insurance.

• Office manager to coordinate notification of customer and initiate
record transfer process.

• Bookkeeper to provide weekly status of patient collections and
balances owed. Accounts in arrears 120 days will be placed with an
attorney.

• Office manager to provide weekly status of employee manpower
requirements.

• Partners to address, via a meeting, the following with employees:
salary continuation, benefits, reference, and outplacement.

• Accountant to implement asset distribution plan at partners\'
direction.

• Coordinate with personnel at referring business.

• Contact the American Medical Association regarding membership status.

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

*Business Continuation* In most cases, business continuation is the
preferred choice, with the business operating under the guidance of the
remaining partners.

Elements such as customer analysis, manpower planning, management
reporting and personal planning should be considered when developing a
service industry business continuation plan.

In addition, the following issues should be addressed:

• Personally contact all customers/clients/patients with appointments to
provide them with their service options.

• Make all the necessary arrangements for coverage of all
customers/clients/patients.

• Have procedures to notify all remaining customers/clients/ patients
complete and ready.

• Coordinate with personnel at referring businesses, clinics, and
hospitals where there are agreements and privileges.

• Plan for the return of the partners from active duty, including
informing customers/clients/patients, re-establishing privileges, etc.

[]{#iV .anchor}**IV Business Plan** Your thorough examination of the
important business elements

**Checklists** described in the previous chapter, down to the smallest
detail, should ensure a successful plan requiring the least amount of
supervision during the premobilization phase of readiness. Readiness,
after all, is the main objective of a Small Business Mobilization Plan.

The information contained in this planner is intended as a guide. It
should be supplemented by information from professional organizations,
colleagues, and other qualified advisers.

The following checklists will help you organize the planning process.
You should check the appropriate box upon completion of the stated
activity.

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

**Part I:** *I have made the following arrangements in order* Check

**Keep Business Open** *to keep my business open in the event I am*

*mobilized*:

A. *Customers/clients/patients* - I have conducted \_\_\_\_\_

an analysis and determined the actions I need

to take to ensure their continued business/care.

B. *Manpower* - I have determined the manpower \_\_\_\_\_

needs of my business and have identified the

appropriate employees for each responsibility.

C. *Employees* - I have counseled my employees \_\_\_\_\_

about their responsibilities and how they will

be affected by my absence.

D. *Management Reporting* - I have prepared the \_\_\_\_\_

necessary operational information (sales, profits,

cash flow) and have reviewed it with the

appropriate person.

E. *Business advisers* - I have notified my business \_\_\_\_\_

advisers (financial and legal) about their

responsibilities.

F. *Suppliers* - I have contacted my suppliers and \_\_\_\_\_

informed them of the appropriate person to

contact for future arrangements.

Check

G. I have arranged for notification of the

appropriate regulatory and professional

organizations, such as:

\- Insurance and professional liability carriers \_\_\_\_\_

\- Major health insurance carriers \_\_\_\_\_

\- State licensing board \_\_\_\_\_

\- Professional associations and societies \_\_\_\_\_

\- Others \_\_\_\_\_

H. I have arranged for notification of my banker, \_\_\_\_\_

investment broker, retirement plan manager,

real estate broker, lessors, and creditors.

I. *Business safeguards* - I have established a \_\_\_\_\_

system of checks and balances to safeguard me

against embezzlement, loans, and unauthorized

withdrawals. I have appointed a person to

review and/or approve financial transactions.

J. *Personal planning* - I\'ve met with my accountant \_\_\_\_\_

and financial adviser to discuss my personal tax

status, a method to insure payroll and arrangements

for state tax deposits.

K. *Personal planning* - I have met with my attorney \_\_\_\_\_

to make arrangements in the event of my death

or disability, including preparing a power of

attorney if necessary.

L. I\'ve conducted a dry-run of the business plan \_\_\_\_\_

during my annual training and made adjustments

where necessary.

*Small business owners in the service industry*

*should also consider*:

A. *Customer/client/patient notification* - I am \_\_\_\_\_

prepared to personally contact those with

appointments to provide service options.

B. *Customer/client/patient notification* - Procedures \_\_\_\_\_

to notify all other patients are complete and

ready.

Check

C. *Customer/client/patient coverage* - I have made \_\_\_\_\_

all necessary arrangements for coverage.

D. I have coordinated with personnel at referring \_\_\_\_\_

businesses, clinics, and hospitals where I have

agreements and privileges.

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

**Part II**: *I have made the following arrangements in order to*

**Close Business** *close my business in the event I am mobilized*:

A. I plan to permanently close my business. \_\_\_\_\_

I plan to temporarily close my business. \_\_\_\_\_

B. *Employees (Professional)* - I have counseled my \_\_\_\_\_

employees about their responsibilities in the

event I am mobilized. At least one employee

has been identified to assist in the closing by

handling matters such as collections, invoicing,

and customer service.

C. *Employees (Personal)* - I have reviewed with my \_\_\_\_\_

staff the length of their health care benefits and

how the payroll will be handled. I\'ve also provided

references for future job and school opportunities

as appropriate.

D. *Suppliers* - I have notified and coordinated \_\_\_\_\_

termination of service with suppliers, utilities,

postal service, insurance, magazine subscriptions,

etc.

E. *Records* - I have securely stored all customer \_\_\_\_\_

records, licenses, diplomas, credit cards,

indications of health care membership, etc.

F. *Business Advisers* - I have notified my business \_\_\_\_\_

advisers (financial and legal) about their

responsibilities.

Check

G. I have arranged for notification of the appropriate

regulatory and professional organizations, such

as:

\- Insurance and professional liability carriers \_\_\_\_\_

\- Major health carriers \_\_\_\_\_

\- State licensing board \_\_\_\_\_

\- Professional associations and societies \_\_\_\_\_

\- Others \_\_\_\_\_

H. I have arranged for notification of my banker, \_\_\_\_\_

investment broker, retirement plan manager,

real estate broker, lessors, and creditors.

I. *Business safeguards* - I have established a \_\_\_\_\_

system of checks and balances to safeguard me

against embezzlement, loans, and unauthorized

withdrawals. I have appointed a person to

review and/or approve financial transactions.

J. *Personal planning* - I\'ve met with my \_\_\_\_\_

accountant and financial adviser to discuss my

personal tax status, a method to ensure payroll,

and arrangements for state tax deposits.

K. *Personal planning* - I\'ve met with my attorney \_\_\_\_\_

to make arrangements in the event of my death

or disability.

L. I\'ve conducted a dry-run of the business plan \_\_\_\_\_

during my annual training and made adjustments

where necessary.

*In addition, if my business is in the service*

*industry, I\'ve*:

M. Notified my customers/clients/patients and \_\_\_\_\_

made plans for their transfer.

N. Made arrangements to notify referring \_\_\_\_\_

businesses, clinics, and hospitals where I have

agreements and privileges.

*If I plan to restart my business, I\'ve also*: Check

A. Set aside a sufficient cash reserve to restart \_\_\_\_\_

the business upon my return from active duty.

B. Developed a plan to re-establish my business. \_\_\_\_\_

C. Discussed with employees my intent to reopen \_\_\_\_\_

the business.

D. Identified person(s) to assist or activate my plan \_\_\_\_\_

during my demobilization.

E. Established a plan to notify customers/clients/ \_\_\_\_\_

patients, key advisers, suppliers, etc., of my

return and the date I will reopen.

F. Developed a marketing strategy to notify \_\_\_\_\_

customers and the community of my return.

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

**Part III**: A. I have provided all pertinent information about
\_\_\_\_\_

**Mobilization Readiness** my business (name, address, phone, etc.) to
my

unit of assignment.

B. I have provided all pertinent information and \_\_\_\_\_

unclassified information about the mobilization

process to my business advisers, colleagues, and

associates.

C. I have a basic overall understanding of the \_\_\_\_\_

mobilization process (see Chapter II).

D. I understand what my responsibilities are \_\_\_\_\_

concerning a mobilization and the necessary steps

to take now to minimize negative effects on my

business.

E. I am familiar with the benefits available to me \_\_\_\_\_

regarding my business (see Soldiers\' and Sailors\'

Civil Relief Act, Appendix C).

F. I have all bank account information to establish \_\_\_\_\_

or continue direct deposit of my Army paycheck.

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

**Part IV: Listing** *Business*:

**of Key Personnel**

Business \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

Address \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

Phone \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

Key Person \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

Title \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

Key Person \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

Title \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

Lessor \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

Phone \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

*Legal: (personal, business, military)*

Name \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

Address \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

Phone \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

Name \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

Address \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

Phone \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

Name \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

Address \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

Phone \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

*Financial: (Business consultant, CPA, tax, investment*s*, etc.)*

Name \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

Address \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

Phone \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

Name \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

Address \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

Phone \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

Name \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

Address \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

Phone \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

*Person(s) to act on my behalf: (bank accounts, business decisions,
power of attorney)*

Name \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

Address \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

Phone \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

Name \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

Address \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

Phone \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

*Person(s) to act on my behalf (continued)*

Name \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

Address \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

Phone \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

[]{#V .anchor}**V APPENDIX A: Fixed Costs** MONTHLY ANNUALLY

**Sample Business** Rent/lease \$ \_\_\_\_\_\_\_\_ \$ \_\_\_\_\_\_\_\_

**Overhead Expense** Equipment/furnishings lease \_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_

**Statement** Telephone (basic service) \_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_

Insurance

\- Professional liability \_\_\_\_\_\_\_\_ \_\_\_\_\_\_\_\_

\- Fire/theft \_\_\_\_\_\_\_\_ \_\_\_\_\_\_\_\_

\- Business package \_\_\_\_\_\_\_\_ \_\_\_\_\_\_\_\_

\- Disability \_\_\_\_\_\_\_\_ \_\_\_\_\_\_\_\_

\- Employee medical \_\_\_\_\_\_\_\_ \_\_\_\_\_\_\_\_

\- Workers\' compensation \_\_\_\_\_\_\_\_ \_\_\_\_\_\_\_\_

Employee uniforms \_\_\_\_\_\_\_\_ \_\_\_\_\_\_\_\_

Salaries \_\_\_\_\_\_\_\_ \_\_\_\_\_\_\_\_

\- Office staff \_\_\_\_\_\_\_\_ \_\_\_\_\_\_\_\_

\- Administrative assistant \_\_\_\_\_\_\_\_ \_\_\_\_\_\_\_\_

\- Receptionist \_\_\_\_\_\_\_\_ \_\_\_\_\_\_\_\_

Retirement plan contributions \_\_\_\_\_\_\_\_ \_\_\_\_\_\_\_\_

Taxes \_\_\_\_\_\_\_\_ \_\_\_\_\_\_\_\_

\- Payroll \_\_\_\_\_\_\_\_ \_\_\_\_\_\_\_\_

\- Property \_\_\_\_\_\_\_\_ \_\_\_\_\_\_\_\_

Repairs/maintenance \_\_\_\_\_\_\_\_ \_\_\_\_\_\_\_\_

Debt service \_\_\_\_\_\_\_\_ \_\_\_\_\_\_\_\_

Association dues \_\_\_\_\_\_\_\_ \_\_\_\_\_\_\_\_

Professional fees (accountant/legal) \_\_\_\_\_\_\_\_ \_\_\_\_\_\_\_\_

*Total Fixed Costs* \$ \_\_\_\_\_\_\_\_ \$ \_\_\_\_\_\_\_\_

> **Variable Costs** MONTHLY ANNUALLY
>
> Telephone answering service \$ \_\_\_\_\_\_\_\_ \$ \_\_\_\_\_\_\_\_

Telephone (long distance/cellular) \_\_\_\_\_\_\_\_ \_\_\_\_\_\_\_\_

Utilities \_\_\_\_\_\_\_\_ \_\_\_\_\_\_\_\_

\- Gas and electric \_\_\_\_\_\_\_\_ \_\_\_\_\_\_\_\_

\- Water and sewer \_\_\_\_\_\_\_\_ \_\_\_\_\_\_\_\_

\- Garbage collection \_\_\_\_\_\_\_\_ \_\_\_\_\_\_\_\_

Office supplies \_\_\_\_\_\_\_\_ \_\_\_\_\_\_\_\_

Equipment rental (short term) \_\_\_\_\_\_\_\_ \_\_\_\_\_\_\_\_

Business promotion/marketing \_\_\_\_\_\_\_\_ \_\_\_\_\_\_\_\_

Subscriptions/journals \_\_\_\_\_\_\_\_ \_\_\_\_\_\_\_\_

Continuing education \_\_\_\_\_\_\_\_ \_\_\_\_\_\_\_\_

*Total Variable Costs* \$ \_\_\_\_\_\_\_\_ \$ \_\_\_\_\_\_\_\_

TOTAL OVERHEAD EXPENSES \$ \_\_\_\_\_\_\_\_ \$ \_\_\_\_\_\_\_\_

**APPENDIX B:** The employment/reemployment rights of employees who
leave

**Military Leave Policy** to perform military service in the Active or
Reserve components of the Armed Forces are prescribed in Chapter 43,
Title 38, U.S. Code. Relevant provisions of the statute must be
understood before writing a military leave policy. Among those
provisions:

• Upon request, an employee is entitled to the time off necessary to
perform military training as a member of the National Guard or Reserve.
Drill periods, annual training, military school tours, and certain types
of National Guard service are among the types of duty protected. There
is no statutory limit on the amount of protected training duty.

• There is no statutory requirement for paid military leave, although
many employers have such policies. Employers who choose to pay all or
part of an employee\'s salary while that person is performing military
service are entitled to establish their own policy concerning
administration of that practice.

• Generally, the statue imposes limits on the duration of active duty
other than for training performed by employee-reservists. There is also
a limit on the duration of protected duty of an employee who leaves to
enlist in an active component (active Army, Navy, etc.).

• An employee\'s military service must be satisfactory or honorable for
the employee to have reemployment rights. The employer has the right to
know the nature of the service, but may not delay restoration in
employment simply because the employee cannot get the necessary
documentation immediately following completion of the service.

There are many other issues that need to be considered when writing a
military leave policy. To ensure that a policy complies with Federal
law, an employer should seek assistance from the U.S. Department of
Labor, Veterans\' Employment and Training Service at (800) 442-2838 or
visit DOL\'s elaws @ <http://www.dol.gov/elaws/userra0.htm> or DoD\'s
National Committee for Employer Support of the Guard and Reserve at
(800) 336-4590.

**APPENDIX C:** Reservists are protected under the Soldiers\' and
Sailors\' Civil

**Soldiers\' and Sailors\'** Relief Act while on active duty. The
protection begins with

**Civil Relief Act** the date of entering active duty and generally ends
within 30

> to 90 days after the date of discharge from active duty, depending
> upon the particular subsection of the Act. The assistance offered by
> the Act is not automatic. It must be initiated by you in order to let
> courts, banks, insurance companies, etc., know that you have been
> called to active duty.
>
> The Act was amended in March 1991 to add certain provisions including
> professional liability insurance coverage, sometimes referred to as
> \"Medical Malpractice Tail Insurance.\" Pursuant to certain sections
> of Title 10, United States Code and the Act, are options allowing
> doctors to suspend medical malpractice claims and to suspend payment
> of premiums for professional liability insurance during active duty.
> Suspension of these claims and payments are contingent upon timely,
> written notification to the appropriate parties. Professional
> liability insurance will be reinstated only by notifying the insurance
> carrier, in writing, within 30 days after release from active duty. It
> is highly recommended that a personal or business attorney or a
> Military Legal Assistance Officer assist with the specific provisions
> of the Act when this help is needed.
>
> Other amendments signed into law:
>
> • Raise the rent eviction ceiling from \$150 to \$1200 per month.
> Military personnel and their families may not be evicted from their
> homes without a court order if the rent is less than \$1200.
>
> • Extend indefinitely, for persons missing in action (MIA), the
> termination date of powers of attorney expiring after July 31, 1991.
>
> • Guarantee reinstatement of liability insurance for medical personnel
> whose coverage was suspended while on active duty.
>
> • Guarantee a temporary stay of all judicial proceedings (except
> criminal) upon application by soldiers serving outside the state in
> which the proceedings are instituted. On July 1, 1991, this protection
> reverted back to the current practice of leaving the matter to the
> judge\'s discretion.
>
> • Prohibit using a soldier\'s exercise of his or her right to request
> a stay, postponement or suspension of a proceeding as a basis to
> affect future financial transactions. This includes changing existing
> credit arrangements, issuing adverse credit reports, refusing
> insurance, and denying or revoking credit in whole or part.
>
> The Veterans\' Reemployment Rights Act was also amended and now
> requires immediate reinstatement of employer-offered health insurance
> for anyone who performs military service or training regardless of how
> short the period of service. For additional information and assistance
> concerning these laws, contact the Staff Judge Advocate (military
> legal officer) at the nearest military installation.

**APPENDIX D:** Since an Army Reservist may decide to keep open, close,
or sell

**Sample Letter to** his/her business during mobilization, we have
provided form

**Customers/Suppliers** letters for each option. They can be tailored
before use.

> **Version #1 \-- Keeping the Business Open**
>
> Dear Mr/Mrs/Ms Customer/Supplier:
>
> Please be advised that effective (MONTH/DATE), (YEAR), I have been
> ordered to active duty in the U.S. Army.
>
> I am pleased to announce that (NAME) will be taking over my business
> during my absence, (NAME) has worked closely with me at (BUSINESS
> NAME) for (ME). I\'m confident that (HE/SHE) will make sure that you
> continue to receive outstanding service.
>
> I look forward to working with you again as soon as I return from
> serving our country.
>
> Sincerely,
>
> (Your Name)
>
> (Business Name)

**Version #2 \-- Closing the Business (Temporarily)**

> Dear Mr/Mrs/Ms Customer/Supplier:
>
> Please be advised that effective (MONTH/DATE), (YEAR), I have been
>
> ordered to active duty in the U.S. Army.
>
> I have weighed all my options carefully. I do not feel it would be
> fair to ask valued customers such as you to accept lesser quality
> service than you deserve in my absence.
>
> Therefore, in the best interest of my customers, I must close my
> business temporarily for the duration of my military service. The last
> official date of my business will be (DATE). By that time, I hope to
> have all business matters resolved between us.
>
> I will inform you of my business reopening as soon as I return from
> serving our country.
>
> I look forward to working with you in the near future.
>
> Sincerely,
>
> (Your Name)
>
> (Business Name)

**Version #3 \-- Closing the Business (Permanently)**

> Dear Mr/Mrs/Ms Customer/Supplier:
>
> Please be advised that effective (MONTH/DATE), (YEAR), I have been
> ordered to active duty in the U.S. Army.
>
> I have weighed all my options carefully. It was one of the toughest
> decisions I have ever had to make, but I decided to close my business
> permanently before my military service begins.
>
> The last official date of my business will be (DATE). By that time, I
> hope to have all business matters resolved between us. In the event
> this is not possible, my lawyer (NAME) at (PHONE NUMBER/ADDRESS) will
> contact you to finalize all arrangements.
>
> It has truly been a pleasure working with you in the past (NUMBER)
> years.
>
> Thank you again for your support and business.
>
> Sincerely,
>
> (Your Name)
>
> (Business Name)

**Version #4 \-- Selling the Business**

> Dear Mr/Mrs/Ms Customer/Supplier:
>
> Please be advised that effective (MONTH/DATE), (YEAR), I have been
> ordered to active duty in the U.S. Army.
>
> I have weighed all my options carefully. It was one of the toughest
> decisions I have ever had to make, but I decided to sell my business.
>
> (NEW OWNER) will be taking over as of (DATE) at (THE SAME ADDRESS or
> NEW ADDRESS). I\'m confident that (NEW OWNER) will provide you with
> the level of quality service that you received from me.
>
> It has truly been a pleasure working with you in the past (NUMBER)
> years.
>
> Thank you again for all your support and business.
>
> Sincerely,
>
> (Your name)
>
> (Business Name)

[]{#VI .anchor}**VI Listing of** The associations shown below provided
assistance or expressed

**Contributors and** interest and support in the development of this
planner. In

**Helpful Associations** addition, the Small Business Administration,
[http://www.sba.gov/](http://www.sba.gov/ ), along with other
professional associations and societies at the local, state, and
national level, can provide assistance in business management and the
development of your small business mobilization plan.

**Association of the United States Army**

P.O. Box 1560

2425 Wilson Blvd.

Arlington, VA 22210-0860

\(703\) 841-4300

<http://www.ausa.org/>

**Reserve Officers Association**

One Constitution Avenue, N.E.

Washington, DC 20002

\(202\) 479-2200

**National Committee for Employer Support**

**of the Guard and Reserve**

1555 Wilson Blvd, Suite 200

Arlington, VA 22209-2405

\(800\) 336-4590

<http://www.ncesgr.osd.mil/ncesgr/owa/index_html.display_index_html>

**American Dental Association**

211 East Chicago Ave.

Chicago, IL 60611

\(312\) 440-2887

**American Medical Association**

515 N. State St.

Chicago, IL 60610

\(312\) 464-4704

**Medical Group Management Association**

104 Inverness Terrace

East Englewood, CO 80112-5306

\(303\) 799-1111