And whatever you do, please be proactive about your own military career. [toggle title="Bullets: Click Here to Open/Close"] achieved 100% accountability of equipment during change of command inventories and had all identified shortages on order, effectively managed his section by ensuring 100% of his Soldiers completed SSD level 1 before attending WLC, efficiently led her fire team during the company field training exercise, enabling the team to meet or exceed all mission timelines, developed a task assignment matrix to ensure subordinates clearly understood their roles while allowing them to accomplish delegated tasks, built a cohesive team to accomplish all reconnaissance and security tasks with minimal oversight; completely competent, enhanced unit readiness by ensuring his Soldiers completed annual MEDPROS training requirements, raised compliance from xx to xx%, depicted sound forbearing, managed priorities; contributed to unit success by identifying and clarifying obstacles; ranked in the top xx% of the company, managed mandatory requirements to ensure his boat detachment equipment was operational and secure, achieved all tasks in a satisfactory manner; supported the commanders safety and SHARP programs; accounted for all assigned equipment, enforced the unit safety program during ranges, motor pool operations, and training events leading to zero injuries, developed a strong prioritized work plan and anticipated change; completed all missions then assisted others to meet theirs, supervised an effective maintenance program in the platoon; maintained readiness at xx% with no past due services, achieved 100% accountability of equipment during Change of Command inventories and had all identified shortages on order, turned in over 200 lines of CL IX repair parts while reorganizing g the sections bench stock; returned over $150,00 of serviceable repair parts to the Army supply system, enforced the unit safety program during ranges, motor pool operations, and all training events; resulted in zero injuries during the rating period, can accomplish complex task with ease; designed the division drop zone and recovery plan, produces the honor graduate every time a member of the team attends school, builds team that can operate in a complex environment or the halls of an elementary school, supervised an effective maintenance program in the Platoon; maintained readiness at 98% with no past due services and average turnaround of four days on work orders, achieved positive results when confronted with major responsibilities and limited resources, maintained 100% accountability of $200,000 worth of MTOE equipment which resulted in the Battalions operational rate never falling below 98%, logged and tracked ammunition request for three BCTs with no discrepancies; properly forecasted Class V transfers from depot to Fort Hoods ASP, completed 51 of 70 tasks required to gain EOD Team Leader status in six months, maintained and serviced EOD specific tools, robotics, and vehicles worth $790K; resulted in team readiness rate of 97%, coordinated the inventory, packing, and delivery of over 75 pieces of HAZMAT, maintaining 100% accountability, managed the mandatory requirements to ensure his boat detachment equipment was operational and secure, achieved all tasks in a satisfactory manner Supported the commanders Safety and Sharp programs and accounted for all assigned equipment, depicted sound fore-bearing, managed priorities; identified and clarified obstacles which contributed to unit success; ranked in the top XX% of the company, obtained XX% of unit reenlistment goal due to (his/her) tenacious devotion towards mission accomplishment; placed XX among junior reenlistment NCOs within the brigade, developed a strong priority work plan and anticipated constant change; successfully completed all missions, then assisted additional AR Career Counselors to meet theirs, as assistant team leader, inspired his team to compete in the MPTY completion finishing winning the Brass Ensemble category, enhanced unit readiness by ensuring his Soldiers completed annual MEDPROS training requirements, raised compliance from 74 to 91 percent, successfully served in concurrent positions as Operations NCO and IMO while also leading his trumpet section and serving Bugle Roster NCOIC, always proactive; planned for timely record updates of eligible personnel for the FY__ ____ Board resulting in 100% certification of records, flawlessly executed numerous manifest/SRP operations for brigade Solders deploying for contingency operations, coached and mentored Soldiers to compete and win Soldier/NCO boards, guided Soldiers to proper resources whenever help is needed and lends support and guidance, provided over 70 Counterintelligence and Force Protection (FP) briefings and debriefings to over 300 personnel; increased awareness of FP threats, conducted HUMINT capabilities briefings so that supported units could better understand how to properly employ HUMINT, maintained accountability of all assigned equipment with zero losses or damage, certified with her Patrol Drug Detector Dog with a 90% detection proficiency and 10% false response ratio, 95% solve rate on all felony level investigations (31D); obtained highest confession rate in detachment/battalion, multifaceted NCO that is committed to the ultimate and timely accomplishment of the mission, maintained full accountability of assigned equipment; led the way on COMSEC audits, built a cohesive team that accomplished all reconnaissance and security tasks with minimal oversight; completely competent, successfully conducted three route reconnaissance missions during Warrior Forge, earned a commendable rating on his Tank/Bradley during the commanders maintenance inspection, qualified his tank/Bradley (qualification rating) on Gun Table VI, rated NCO leads his Soldiers through numerous door gunneries, each more complex than the last, rated NCO leads Soldiers through Readiness Level progression; all Soldiers RL1, maintained a 96 percent OR rate on his/her assigned aircraft; exceeding the DA standard for OR rate by 26 percent, NCO able to train his Soldiers on all mandatory training and still include time for unit morale functions, progressed to FI six months ahead of schedule; enhanced company level CE/RL progression training, all while supporting combat operations in multiple locations in OEF, provided expertise in joint airspace operations serving as the Airfield Management Element (AME), aggressively improved and shaped the Battalion Aviation Element (BAE) during JRTC rotation 15-03, conducted a PATRIOT/THAAD Capabilities Brief to the NATO Air Wing Commander enabling successful ADAM/BAE integration into Joint Air & Missile Defense Operations, provided clear and concise engagement drill commands allowing for the successful C-RAM intercept and destruction of two enemy rockets targeting deployed troops, executed flawless technical support to a JLENS surveillance operation of defended assets in the National Capital Region; provided flight profile analysis to Federal agencies, successfully led a howitzer/launcher/fire direction center/fire support section during a CTC rotation; receiving accolades from the DIVARTY and Brigade Commanders, provided clear and concise section crew drills during an Excalibur fire mission, resulting in a direct hit of the target, effectively managed his section by ensuring that 100% of his Soldiers completed SSD level 1 prior to attending WLC, showed great initiative by organizing and conducting OCIE layout and inventory without supervision, qualified his tank during Tank Table VI with a score of 782 during Company Stabilized Platform Gunnery, maintained 100% accountability of assigned equipment in excess of $4,000,000 through an NTC rotation and three FTX's, assisted with arranging and conducting company urinalysis; zero positive results during this rating period, inspects platoon Soldiers TA-50 monthly for accountability, serviceability, and cleanliness, conducted BATS and HIIDES capabilities training so that fire team could better understand how to properly employ Biometric toolset in combat, maintained accountability of all assigned equipment with zero losses or damage[/toggle], [toggle title="Bullets: Click Here to Open/Close"] failed to supervise subordinates; relieved for ineffectiveness and replaced by junior NCO, routinely failed to meet suspenses directed by his higher headquarters; failed to execute tasks and assignments on time; submitted x of x NCOERs late, failed to maintain standards; section rating decreased from excellent to satisfactory, cannot maintain team cohesion during training events; results in platoon demoralization, reported to work under the influence of alcohol and could not execute his duties, unable to adapt to change; violated EO principles by unfairly targeting female NCOs for their performance, failed to maintain proper accountability upon return from FTX; lost equipment/sensitive items valued in excess of $xxK, created an environment of conflict; made numerous negative comments about the commander to subordinate leaders, failure to adequately forecast training requirements led to shortages of ammunition and pyrotechnics during squadron training events, issued insufficient guidance and provided limited supervision to new Bradley crews during deployment preparation resulting in numerous safety violations, demonstrated a lack of leadership skill; lacks the confidence, managerial skills, and ability to make immediate decisions without supervisor's guidance, failed to supervise subordinates and follow proper maintenance procedures resulting in the loss of $xK worth of equipment, failed to manage priorities of work; missed 3 mission critical deadlines, failed to execute tasks and assignments in a timely manner, routinely failed to meet suspenses directed by his higher headquarters, unable to adapt to change; unfairly targeted female 12B NCOs for their performance, created an environment of conflict; made numerous negative comments about his Commander to subordinate leaders, inability to progress Soldiers above RL 3, failure to apply CRM resulted in loss of training time, inability to prioritize requirements, delegate tasks and apply the proper amount of supervision contributed to his platoon failing to SP on time during mission at NTC 15-6, failure to adequately forecast training requirements led to shortages of ammunition and pyrotechnics during Squadron training events, failed to maintain proper accountability upon return from FTX; lost sensitive items valued in excess of $10,000, missed numerous suspense dates to higher headquarters; failed to supervise and follow up on tasks delegated to subordinates, reported to work under the influence of alcohol and was unable to execute his duties, continues to fail certification with an 85% detection proficiency after 3 attempts and 6 months of training, section/squad failed multiple vulnerability tests resulting in the decreased security of the facility, his efficiency and effectiveness on duty did not carry over to his off duty conduct, as a result of his/her training plan the XXX kennels has no certified dogs to support the installation or ACOM; certification rate has plummeted since their arrival, failed to maintain current qualifications with platoons assigned weapon systems, failed to meet suspense requirements, submitted 3 of 7 NCOERs late, his/her inaction/action directly led to a (XX%) decrease in MWD certification rates across the ASCC, failed to complete Structured Self Development (SSD) IV requirements; making him ineligible to be considered for Sergeant Major, failed to improve Finance Ops measurements/percentage for the Brigade/Battalion; overall percentage does not meet DFAS standards, failed to maintain standards and allowed Section rating to decrease from Excellent to Satisfactory, failed to meet DOD FM certification timelines 42A CMF Organizational, failed to improve the HR Metrics percentage for the Brigade/Battalion; overall percentage does not meet Army standards, failed to ensure test materials were stored and secure in accordance with TRADOC and local policies, failed to ensure proper implementation of the new DL Phase for 42R NCOES resulting in loss of the Institute of Excellence rating during the recent TRADOC Accreditation, demonstrated a lack of initiative for both personal growth and the growth of his/her Staff, portrayed constant inability to provide purpose, direction and guidance; lacked situational awareness; Soldiers misunderstood goals and priorities, failed to accomplish quarterly retention objectives for FY XX; misinterpreted the changing operational environment; failed to initiate contingency plans, required constant supervision; spirit to achieve and win was overshadowed by ineffective use of time and resources; unit exhausted limited assets to cover shortfalls, received I Corps Commanding Generals three star award for outstanding performance during JRTC 02-02, superior planning, organization, and coordination resulted in her leading the most successful deployment and redeployment of the 7 TBX in unit history The unit received the Armys Deployment Excellence Award, failed to take charge of his platoon; was counseled numerous times to counsel and mentor subordinates, failed to keep accountability of assigned M4 during FTX; resulting in $650.00 Financial Liability Investigation of Property Loss (FLIPL), committed safety violation during explosive operations while deployed to OEF resulting in injury to subordinate Soldiers; revoked EOD badge and Team Leader certification 91 CMF Organizational, failed to understand the importance of her duties, took advantage of every situation to avoid responsibility, failed to realize the importance of performing assigned unit mission tasks on time, was negligent in meeting his responsibilities causing numerous obstacles to mission accomplishment, accomplished only three of the seven quarterly training objectives, section failed to complete mandatory training, even when allotted additional resources, unable to maintain team cohesion during training events; results in platoon demoralization, a body for the slot and nothing more. Your boss is busy. Character statement for ssg alfred m. Develop new ways of doing the same things despite previous failures contributions: Solid leader, genuinely cares for soldiers; motivates them. This should help a rater in distinguishing between a 'success', 'excellence' or 'needs improvement' bullet. 1LT Edwards traveled to Washington D.C. with the Supply Sergeant to receive the award. Mr. Holmes, Thank you for this great resource. NO REFERENCE to pregnancy will be made in the NCOER). This leads NCOER bullets provide performance evaluations for Soldiers in their non-commissioned officer roles. Your email address will not be published. [login to see]. Any cookies that may not be particularly necessary for the website to function and is used specifically to collect user personal data via analytics, ads, other embedded contents are termed as non-necessary cookies. Finally, CPT Tyson was selected to serve as the 58th Regiment S4 Officer, a position above his current pay-grade. I wish more NCOs and Officers would take more time when writing evaluation reports such as OERs and NCOERs. Set leadership standard for peers; selected as platoon. Rated NCO performs extraordinarily above the required Army standards and organizational goals of leader competencies and attributes; leadership enables Soldiers and unit to far surpass required organizational and Army standards; demonstrated performance epitomizes excellence in all aspects; this NCO and his/her Soldiers consistently take disciplined initiative in applying leader competencies and attributes; results have an immediate impact and enduring effect on the mission, their Soldiers, the unit, and the Army; often demonstrated by the best of the upper third of the NCOs of the same grade. The Army wants specifics. Sample NCOER Bullets. The same applies to outstanding performance. sergeant. HOLMES 2LT Platoon Leader 91A00 Serves as Platoon Leader of a Maintenance Platoon, part of a Forward Support Company, in a Brigade Support Battalion. Army Band - 42R Series. Character statement for ssg alfred m. They probably supervise several officers and NCOs. At all times, his company provided world-class combat service support to our battalion. 1LT Edwards was vital to the success of our unit. A report of any kind is easier to read that way. Purpose: Provides evaluation information for use by successive members of the rating chain, emphasizes and reinforces professionalism, and supports the specialty focus of Officer Professional Management System (OPMS). Im going to print this page out and file it in my Leaders Book for future reference. So after like, 20 straight minutes I managed to get onto Iperms poo.0 to re-read my first NCOER. PRESENCE: (Exceeded Standard)-served as the 1SG on two occasion during rating period; maintained 100% accountability and discipline for 50 Soldiers-resilient and confident in daily operations procedures; earning over $19M in unserviceable credit for the brigade-displayed professionalism; took pride in uniform and personal appearance at all times INTELECT: (Exceeded Standard)-served as the . If you marked no in a box, you have to explain in detail why. Evaluation reporting system (ers), implies that character is the foremost leadership requirement: NCOs profile limits the Soldiers ability to lift heavy objects required by MOS. Required maximum supervision to produce marginal results. learning. Army oer character bullets examples - Every member of the army, military or civilian, is part of a team and functions in the. That is a writing skill that we can all improve on. The guides explain the rules for comments, narratives and bullets found in AR and DA PAM 623-3 (to include prohibited and negative comments/bullets), and gives examples of narrative comments (individual sentences that can be combined to form a narrative) and bullets. Its role is extremely important, and is one. He will be greatly missed in our battalion and within his company. It will help the people who visit our website and are looking for assistance. o trained 11 Soldiers on the MSD-V4 (ACERT) program; increased turnaround time by 10% on all C7 engine jobs. . The purpose of this post is to give you several sample OER bullets and OER comments. . Skip to content. Using the DCIPS Performance Appraisal Application . In this capacity, he served as the lead project planner for a multi-state, joint-level exercise. If you have been keeping up a constant line of communication you should know what your supervisor thinks of your performance. Develop new ways of doing the same things despite previous failures contributions: In regards to administration, 1LT Edwards created an Awards Program for our company which resulted in 42 Soldiers receiving some type of achievement award during the past calendar year. describes two models and offers examples. From the ees landing page, click on the edit oer support form button. Performance is evaluated based on the Soldier's ability to produce timely and accurate results, lead by example, manage resources and personnel effectively, provide professional guidance, and maintain safety standards while on duty. Locate the support form you want to use to create the oer from. Great post. Contributions are moderated and will not show up until reviewed. A superb leader with huge potential. maintains proficient ability to breathe repeatedly without supervision and without fail. These are some great sample Army OER Bullets. SFC _____ consistently exceeds expectations and is widely trusted to accomplish the mission. From the ees landing page, click on the edit oer support form button. Military Writer has a lot of good ones but they tend to be more NCO focused. Effectively meets and enforces the standard for. For example, if the officer is very fit, you can state, Captain Doe achieved a score of 345 on his latest PT test, instead of saying, Captain Doe is in good shape. As another example, saying Captain Doe recovered $500,000 of missing equipment swiftly by utilizing a new tracking system is better than, Captain Doe is responsible for high-dollar equipment. AR 623-3 provides some guidance in writing the OER, but an effective rater will have, or will learn, some advanced knowledge of writing. Army Leader is (attributes) and what he or she does (competencies). Welcome to my sample NCOER bullets page. You are doing great job Mr. Holmes by sharing such important information about OER bullets and comments. If there is no unit weigh-in during the period covered by the NCOER, the rater will enter the NCOs height and weight as of the THRU date of the NCOER. New Army NCOER form DA 2166 - What are your thoughts on it? - Develops. Chaplain Corps- 56M. Rated nco successfully achieves and maintains the required army standards and organizational goals of leader competencies and attributes; Evaluation reporting system (ers), implies that character is the foremost leadership requirement: Attached is an oer narrative guide . litwin funeral home obituaries hb```d Ab@TIE%H]HAqs6y9y}83 46Pa@#[:;XyKd1bP8xF\-63]d8b^92|feydKK8 t~))3R,u+Z ;KIi98iFN=F27N2e8Dlp 'nvL/ lddVFNOu @9O13as&{KY1E5YeJfeok6Ims"4@W@!@Y(!*j,r0 &B Th`rY\%Y+:h!H88E12T5gi4. Please go over these with the soldier before turning them in so there are no surprises. [toggle title="Bullets: Click Here to Open/Close" state="opened"] failed to supervise subordinates; relieved for inefficiency and replaced by junior NCO; marred units ability to enforce standards and execute assigned tasks, failed to maintain sensitive item accountability; lost equipment resulted in a unit lockdown in excess of xx hours, failed to supervise subordinates and follow proper maintenance procedures; resulted in the loss of $xK worth of repair equipment, failed to supervise and manage accountability of $xM worth of MTOE equipment, resulted in losses exceeding of $xxK, failed to conduct pre-combat inspections before missions during unit FTX, directly resulted in mission failure, did not account for contingencies/managing priorities of work during preparation for operations resulting in squad failing PCIs and missing departure time, demonstrated little regard for the security and accountability of sensitive items during the battalion CULMEX; resulted in the loss of x masks and x night vision goggles, required maximum supervision to produce marginal results, failed to complete his squads monthly counseling for two consecutive months, failed to conduct pre combat inspections prior to mission during unit FTX, directly resulting in mission failure, consistently caused her Soldiers to work after normal duty hours due to ineffective planning and communication, failed to supervise subordinates; relieved for inefficiency and replaced by junior NCO, failed to manage priorities of work; missed three mission critical deadlines, failed to maintain property accountability; lost equipment valued in excess of $10,000, failed to monitor high-risk Soldier due to indifference; resulted in successful suicide by Soldier, received Letter of Concern for continual poor performance, failed to maintain sensitive item accountability; lost equipment resulted in a unit lockdown in excess of 48 hours, rated NCOs lack of dedication is evident in his day to day dealings with his Soldiers, NCO does not complete mission or tasks as assigned; results in a mass failure, failed to execute mission command in battalion command post, lack professionalism and proficiently to accomplish warrior task and drills, failed to effectively supervise squad during range week resulting a negligent discharge o did not account for contingencies during preparation for operations by managing, priorities of work resulting in squad failing PCI and missing departure time, has difficulty delegating responsibility to others, demonstrated little regard for the security and accountability of sensitive items during the battalion CULMEX; resulted in the loss of ten masks and two night vision goggles, failed to train his platoon to meet objective of qualifying on the M4A2 carbine, follows orders under supervision but does not attempt to be an independent problem solver, continued to fail certification as a Patrol Drug Detector Dog team with an 85% detection proficiency after 3 attempts and 6 months of training, failed to conduct Pre Combat Checks on team members resulting in mission failure, consistently under performed jeopardizing the safety/mission of the entire organization, Failed to comply with instructions resulting in mission failure, Has unlimited potential but requires more experience demonstrated a lack of knowledge in most assigned duties, does not comply with instructions resulting in mission failure, while serving as instrumental section leader, he earned the lowest Army Musical Assessment score of his section and was replaced as a result, demonstrated poor judgment when he failed to secure his $6,000 government instrument resulting in it being damaged, failed to study for the promotion board resulting in him being removed from attendance, incapable of planning for setbacks; failed to take appropriate action when needed or in the absence of orders; center failed a recent company command inspection, failed to supervise subordinates; removed for inefficiency and replaced by a subordinate NCO; marred units ability to enforce standards and execute assigned tasks, required maximum supervision to produce marginal results; ineffective Future Soldier program resulted in decreased Future Soldier retention rates within the center, failed to achieve minimum standards of success, unable to multitask in a high OPTEMPO area, due to lack of knowledge of his additional duty as security manager, struggles with following up with tasks given to him by his first line leader, failed to report misdemeanor offense to the chain of command, failed to follow security protocols for classified documents, resulting in loss of his security clearance, was unable to qualify in key EOD critical tasks; which limited the readiness of the entire company for pending deployment to Afghanistan, failed to supervise and manage accountability of $1,000,000 worth of MTOE equipment, resulted in loss of $10,000 worth of equipment, neglected to train Soldiers on the M936 wrecker; which resulted three vehicle recovery mission failures, failed to use sound judgment when leading Soldiers in Motor pool operations, majority of task are not complete and if complete they are not on time, failed to take responsibility for the section requirements; constant negative feedback from the Support Operations Officer, five of the seven Soldiers in section failed the APFT, was unable to maintain a reliable shop production rate without constant supervision, failed to supervise subordinates and follow proper maintenance procedures; resulted in the loss of $2,000 worth of repair equipment, failed to properly manage personal finances; resulted in revocation of security clearance which reduced maintenance capabilities due to lack of supervision[/toggle]. Click on that individuals document id number on. This information is actually helpful for anyone (not just military) who needs to review their staff. Most ridiculous NCOER/OER comments. If you got 'em, they can be shared by using the form below. You can check out the link to see example Senior Rater OER Comments. PART IV PERFORMANCE EVALUATION, PROFESSIONALISM, ATTRIBUTES, AND COMPETENCIES (DA PAM 623-3, Table 3-9). The U.S. Army's Non-Commissioned Officer Evaluation Report (NCOER) is a crucial tool for assessing the performance and potential of non-commissioned officers (NCOs) in the U.S. Army. Thanks for visiting my blog and thanks for your military service. He also finished his Masters Degree and completed his Captains Career Course. Thanks a lot. Please keep in mind that OER Comments are different from NCOER Comments. This list provides a sample of Excellence, Success, and Needs Improvement NCO-ER Bullets highlighted in recent Quarterly NCO-ER Updates as being those bullets that justified the marked rating. o trained three subordinate Soldiers in preparation for the promotion board; resulted in three Soldiers passing the board. Rated nco successfully achieves and maintains the required army standards and organizational goals of leader competencies and attributes; [toggle title="Bullets: Click Here to Open/Close"] driving force behind overhauling profile PT; developed battalion SOP with an athletic trainer to return xx% of injured IET Soldiers back to training, implemented a rigorous Special Emphasis PRT program removing xx Soldiers from the Army Body Composition Program, emphasis on development resulted in xx personnel passing the Master Gunner course and xx passing NCOES schools with more than xx% receiving honors, coordinates with other first sergeants in the battalion to ensure readiness; selfless leader who uses his abilities for the benefit of the larger organization, provided thoughtful oversight and feedback during gunnery training allowing all crews to overcome deficiencies; qualified all xx vehicles with x distinguished crews, detailed planning and preparation for missions earned constant praise and recognition from JRTC O/CTs; focused on continual improvement throughout the rotation, designated as lead platoon for the task force during NTC Rotation xx-xx; led company in confirmed kills throughout the rotation, coached xx teams through platoon STX lanes during NTC train-up; resulted in x teams being recognized for fastest ready time during NTC rotation, received accolades for developing, processing, and tracking xxx Instructor Certification packets and reducing processing time by xx%, emphasized safety through extensive risk management; responsible for the unit earning the Army Safety Award for the x consecutive year, supervised the installation and testing of a remote site antenna system; saved the unit $xK in installation fees, demonstrated extraordinary networking skills ensuring the NCO Academy was appropriately linked to TRADOC learning institutions and higher headquarters, created a highly inspirational environment for the NCOA staff, ALC, and SLC students to train, broaden their creativity, and execute experiential learning methods, superbly monitored performance to identify strengths and correct weaknesses; resulted in 100% graduation rate of xxx NCOES students, gained working knowledge of local language to facilitate effective communication between Soldiers and local nationals working in his section, created a program enabling the unit to exceed standards during the Department of the Army Environmental inspection resulting in Best in Garrison, enabled x companies in the battalion to meet or exceed DA goals by turning-in excess equipment within a xx day period, saving the Army more than $xxx K, number one producer of new recruits in the entire recruiting command with xx% tier I applicants, can achieve mission success with little or no guidance; performs at a high level, trained and familiarized more than xxx Soldiers on the use and maintenance of night vision devices and communications equipment; increased operator fault diagnosis by xx%, placed a strong emphasis on Soldier and equipment safety, section performed more than xxx service and support missions without incident and accident free, led an OCONUS deployment to and redeployment from _____; accounted for $xx million in property without loss, cross-trained Soldiers to function in all areas of S3 operations, entire platoon earned the physical fitness badge during rated period, driving force behind overhauling profile PT; developed battalion SOP with an athletic trainer to return 74% of injured IET Soldiers back to training, ran an independent camp in the middle of Mosul, Iraq; responsible for everything from logistics to security, nominates his Soldiers to compete at Soldier and NCO recognition boards to build confidence and competence, earned the physical fitness badge at the 17-21 age group, solicits the local police department quarterly to educate Soldiers of emerging threats and concerns affecting Soldier safety, an excellent manager of time; ensures his unit has the necessary time to improve performance, a trusted professional; can always be counted on to provide timely and accurate feedback constantly learning; continues to improve the efficiency of his unit, incorporated Raven Operations into convoy operations performing over 60 mounted patrols; that capability significantly contributed to a decrease in convoy attacks, emphasis on personnel development resulted in 12 personnel passing the Master Gunner course and 35 passing NCOES schools with over 50% receiving honors, supervised the installation and testing of M119A3 upgrades for the Battalion; responsible for the successful validation of software and hardware integration and system support, completed a 500HR Phase Maintenance Inspection in 5-10 days under established Battalion standards, completed a 250HR inspection 1 day under established Battalion standards, coordinated all necessary resources (land, ranges, ammo, etc) for training events in order to maintain unit proficiency, cross-trained section for Soldiers to function in all areas of S3 Operations, consistently coordinated with other first sergeants in the battalion to ensure readiness; selfless leader who utilized his abilities for the benefit of the larger organization, provided thoughtful oversight and feedback during gunnery training that allowed all crews to overcome deficiencies; qualified all 14 vehicles with six distinguished crews, designated as lead platoon for the task force during NTC Rotation 15-6; led company in confirmed kills throughout the rotation, overcame harsh environment and OPFOR while leading his Scout Section in movement to contact; placed indirect fire on choke point to disrupt enemy advance, coached 15 teams through platoon STX lanes during NTC train-up; resulted in three of the team being awarded for fasted ready time ad NTC 12-26, developed, processed and tracked 578 Instructor Certifications packets; cut the processing time by 50 percent and received accolade for NG, RC, and 15th RSB, emphasized safety through extensive Risk Management; responsible for the unit earning the Army Safety Award for the second consecutive year, encouraged critical thinking for subordinate leaders by creating challenging and complex training scenarios resulting in three junior handlers achieving a first time go at MACOM Certification, elicited a confession from a rape subject in a challenging case with virtually no other evidence, as a junior staff sergeant, was selected as a platoon sergeant in a MToE Detention Company; his platoon was rated best in the battalion, maintained the highest certification rate in his/her ACOM; certification is X% higher than any other kennel, implemented a rigorous Special Emphasis PRT program that removed 12 Soldiers from the Army Body Composition Program, established a mentorship program for newly assigned DA Certification Authorities ensuring equitable standards for all working dog certifications across FORSCOM, received American Corrections Association certification as a Corrections Supervisor, earned the Army Basic Instructor Badge during the rated period, led team to produce over 350 Intelligence Information Reports resulting in actionable intelligence and the prosecution of 5 HVTs, led the detachment in the production of Intelligence Information Reports (IIRs) and consumer evaluations of IIRs; 53% and 82% respectively, supervised the installation and testing of an antenna system at a remote site; saved the organization $10,000 in installation fees, inspired Soldier in her platoon to achieve Soldier of the Year honors, mentored a substandard Soldier in an effort to improve their run; resulted in the SM passing the APFT run event after numerous previous failures, result driven; awarded the Towson medallion by the Finance Corps, demonstrated attention to detail with overdue DD93s and SGLVs bring the Brigade percentage from _____% overdue to within the Army Standard of less than 2%, motivated Soldiers in platoon/section to be removed from overweight program, demonstrated extraordinary networking skills ensuring that the NCO Academy was appropriately linked to TRADOC Army learning institutions and higher headquarters, created a highly inspirational environment for the NCOA staff, ALC and SLC students to train, broaden their creativity, and execute experiential learning methods, superbly monitored performance to identify strengths and correct weaknesses; resulting in 100% graduation rate of over 220 NCOES students, exceeded battalion RA and AR missions for FY XX; critical recruiting operations activities were expertly executed; increased Future Soldier sustainment rates by XX%, ensured courses of action focused on desired outcome; produced the top RA Career Counselor in the brigade for FY XX; commended by the TRADOC CG for performance, overachieved IRR to SELRES enlisted mission; led XX areas for FY XX with a combined transfer rate of XX%; command exceeded the FY Officer SELRES mission, led an OCONUS deployment and redeployment to OEF 12-13; executed 427 TCOs, 167 sling loads, and accounted for $75 million in property without loss, developed and implemented the units charge of Quarters SOP; adopted by the BN CSM as the standard for all units within the battalion, gained working knowledge of local language in order to facilitate effective communication between Soldiers and Afghan local nationals working in his section, synchronized and directed the tactical ground shipment of over 950 short tons of ammunition, ranging from individual weapons to crew serve, to Bagram, Afghanistan in support of OEF, planned and executed 47 CONUS EOD missions, disposing of 583lbs of unstable UXOs without damage to infrastructure, property or loss of life, liaised with 10 Allied NATO Armed Forces and the Kandahar Airfield Ammunition Supply Point; established a plan to destroy unserviceable ammunition saving those nations $3M, integrated one of the first EOD teams with two SF ODA teams for 60 operations; selected above peers to lead autonomously from the company for this geographically dispersed assignment, ensured the Battalion received a first time Go during its CIP assessment by conducting impromptu inspections for each company within the Battalion, created a program that enabled the unit to exceed the standard during the Department of the Army Environmental inspection resulting in Best in Garrison, enabled three companies in the Battalion to meet or exceed DA goal by turning-in excess equipment within a 90 day period; saving the Army over $276K, sought out by subordinate and peers alike due to vast knowledge of GCCS-A; increased successful transaction rate by 40%, achieved superior rating on Tank Table VI with a score of 862; ninth best score in the company, led his Tank Section in movement to contact during Warrior Strike; disrupted four enemy OPFOR advancement on objective, produced three of the four Soldiers of the Quarter in the 10thINF DIV (L), number one producer of new recruits in the entire recruiting command with 15% tier I applicants, Soldier achieved Senior Army Instructor Badge nine months ahead of schedule, Soldier can achieve mission success with little or no guidance; performs at a high level, simply put; this is a reliable source to meet mission requirement without fail, trained and familiarized over 190 Soldiers on the use and maintenance of night vision devices and communications equipment; increased operator fault diagnosis by 25%, conducted weekly four percent urinalysis; resulted in zero defamatory discrepancies in the company, utilized his personal combat experience to enhance organizational capabilities; sought after by the Battalion CSM for advice during Military Decision Making Process, placed a strong emphasis on Soldier and equipment safety, resulting in the section performing over 150 service and support missions incident and accident free, selected as XX MP CO NCO of the Quarter, surpassed the brigade's retention objectives by 175%, exceeded delayed entry program functions by 7 events, won the Fort Sheridan land navigation course competition, completed all missions well above standard, being the example other team leaders in the platoon should strive to meet[/toggle].
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