army oer achieves bullets examples

Set stringent, achievable standards for his soldiers. Each attribute/competency is broke down by level of rater box check that . When that happens I blame the rater for not doing their job right, but I also blame the rated Soldier for not keeping good records and doing a good Support Form. The bottom line is that 1LT Edwards was the most critical and influential person in our organization this year. Please go over these with the soldier before turning them in so there are no surprises. We'll assume you're ok with this, but you can opt-out if you wish. As a role model by displaying character, confidence, and competence, and influence outside the chain of command. From the ees landing page, click on the edit oer support form button. So after like, 20 straight minutes I managed to get onto Iperms poo.0 to re-read my first NCOER. 5 Role of the Senior Rater Senior Rater "owns" the Evaluation and is responsible for timely completion Mentor/Develop your subordinates - Support Form -tool available to aid in defining / guiding goals and objectives throughout rating period, provides feedback to rated individual - not a lot of space but should be catalyst This can be hard because you have limited space, so focus on the facts. This should help a rater in distinguishing between a 'success', 'excellence' or 'needs improvement' bullet. The APFT must be within 12 months of the THRU date, but DOES NOT have to be within the dates covered by the NCOER. Click on that individuals document id number on. Here are examples for 'Achieves' from the Army NCOER performance measures supplement: I just created a list of bullet comments for the NCOER, but I would have to email them to you on Monday due to post closure. I would only if it was relevant to your military job or really stands out. Apologies for the wonky formatting, it pasted oddly. To contribute examples, enter them below. Chaplain Corps- 56M. Some highlights include: 590.5 man-hours of maintenance completed, 100+ vehicles repaired, an OR Rate in excess of 94%, prepared 6,000 meals, issued 8,000 gallons of fuel, and issued 200,000 rounds of ammunition without incident or injury. So what I did was to generate an OER Form and save it (with Adobe Pro) to .doc format. . To do so, you should prepare your own Army OER Support Form and even write the first draft of your own OER. o trained three subordinate Soldiers in preparation for the promotion board; resulted in three Soldiers passing the board. Ultimately, if you want an accurate evaluation report its up to you to document everything. Use facts, numbers and percentages whenever possible. He is definitely a future senior Army leader. 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. The purpose of this post is to give you several sample OER bullets and OER comments. Electronic Warfare Specialist - 29E. ). Most ridiculous NCOER/OER comments. The Army wants specifics. From the ees landing page, click on the edit oer support form button. Some of these are more obvious than others, but some are not so much. Accessing Resources . The new OER Support form is a little different than this. Achieves you cant build a reputation. Some of his key accomplishments include 5 re-enlistments, six promotions, 19 Soldiers graduated from either MOSQ or NCOES and a company Non-Val Pay of less than 1%. . Its great to see other officers to give some words of wisdom and knowledge to some of us that may know less and need some guidance. Bullets/Comments for Bullet comments for FAIL entries may include the reason(s) for failure and/or note any progress toward meeting physical fitness standards of AR 3501. In his job as Company XO, he spearheaded our Command Supply Discipline Program. Im going to print this page out and file it in my Leaders Book for future reference. NCOER Bullet Examples for Presence, Character, Intellect, Leads, Achieves, and Develops . From the ees landing page, click on the edit oer support form button. I wish more NCOs and Officers would take more time when writing evaluation reports such as OERs and NCOERs. What is the best OER/NCOER/award bullet you have seen? o developed a comprehensive training program; resulted in cross-training one . So far here are some are the most ridiculous comments I've seen: Always wears uniform IAW 670-1 (for a 1SG) Improved credit score by 30 points (1LT) Showed resiliency by improving PT score by 5 points (SSG who failed APFT) Fit into dress uniform during Battalion . If you marked "no" in a box, you have to explain in detail why. From the ees landing page, click on the edit oer support form button. Army Band - 42R Series. Sample Rater Comments and Bullets for Army OERs; Sample Battalion Commander OER Support Form; How to Write Army NCOERs; Tip # 1: Familiarize Yourself with DA Form 67-10-1A or 67-10-2 For FG . Currently performs at level(s) above grade, is a reliable source that the chain of command & NCO support channel can depend on to get the most demanding, difficult, and challenging task. I will write another post for the new OER Support Form. [login to see]. Your email address will not be published. Awesome, thank you. #3) Be descriptive, both qualitatively and quantitatively, so the support form writes . You stay in the army, the smaller it gets. Comment if no APFT has been taken within 12 months of the THRU date; e.g. Before picking up the pencil to make comments on your -1A you need to totally understand the processthen you can start putting comments on your -1A. ArmyNCO.com's Achieves NCOER Bullets - Your only source for NCOER Bullets to aid in completing IVh Achieves on the DA FORM 2166-9 (NCOER). If you got 'em, they can be shared by using the form below. These are the areas where you are being evaluated: Character, Presence, Intellect, Leads, Develops, Achieves. From the ees landing page, click on the edit oer support form button. To contribute examples, please use this form. You can check out the link to see example Senior Rater OER Comments. Achieves you cant build a reputation. To improve his unit readiness, CPT Smith increased his unit strength from 85 to 101 a 20% increase. MAJ Roscoe is a talented leader and logistician. 1LT Edwards was vital to the success of our unit. Our recommended tips for completing the OERSF: #1) Keep a running log of your significant contributions and accomplishments throughout the rating period. Thanks for visiting my blog and thanks for your military service. Please keep in mind that OER Comments are different from NCOER Comments. Mr. Holmes, Thank you for this great resource. If a NO entry (failing HT/WT and or tape), comments on the reason for noncompliance. During Annual Training, MAJ Roscoe really stepped up to the plate and led one officer and 28 Soldiers. %PDF-1.6 % Prior to writing an OER, do your due diligence. Rated NCO performs above the required Army standards and organizational goals of leader competencies and attributes; this NCO and his/her Soldiers often take disciplined initiative in applying leader competencies and attributes; results have an immediate impact on the mission, their Soldiers, the unit, and the Army; this level of performance is not common, typically demonstrated by the upper third of NCOs of the same grade. Bullet Comments. Several months later, his section received satisfactory results on both the COMET and the CSDP Inspection. U.S. Army Performance Evaluation Guide . As M-day/TPU officers, is it ever acceptable to include civilian work accomplishments on an OER? Having 10 in the population, 50 in the profile. Rated nco successfully achieves and maintains the required army standards and organizational goals of leader competencies and attributes; Army leaders recognize that organizations, built on mutual trust and confidence, accomplish missions. Army leaders recognize that organizations, built on mutual trust and confidence, accomplish missions. Every member of the army, military or civilian, is part of a team and functions in the. o mentored two Soldiers to increase their promotion points by 100 points; resulted in one promotion to sergeant, o trained 11 Soldiers on the MSD-V4 (ACERT) program; increased turnaround time by 10% on all C7 engine jobs, o developed a comprehensive training program; resulted in cross-training one 91C and two 91D Soldiers on wheeled vehicles, o performed duties as a senior mechanic during BSA1, BSA2, and NTC rotation 22-10; led teams completion of 500 maint tasks, o always placed the Soldiers needs first; put forth the extra time to cross train his team on difficult maintenance repairs and tasks, o consistently made himself available before, during and after duty hours to coach, train, and mentor Service Members, o increased maintenance efficiency by 80% to eliminate overdue service backlog; established framework for future success, o displayed paramount maintenance knowledge and always made the best decisions based upon his and his personnel's experience, o processed, led, and conducted over 150 services within the battalion; ensured proper inspections prior to completion, o led 60 Soldiers in a deliberate effort to clean and organize the motorpool as the Maintenance Control Sergeant, o synchronized lines of communication between five companies and 170 pieces of equipment to maintain OR rate above 90%, o enforced standards and discipline IAW CMDP guidelines to ensure 417 operators and TCs maintain safety, o served as Primary Security Manager; ensured security and accountability of all unclassified and classified equipment in the building, o increased production efficiency by 11% in the absence of the Station Commander three times in 2nd and 3rd QTR FY22, o completed the Army BSEP to further his own education and career; his efforts made him an even greater asset to his team and himself, o completed all HAZMAT documents for the movement of 4 containers during the November Division Training Density (DTD); successful and safe movement, o NCOIC of the FARP maintenance section during the July gunnery; incident free fuel delivery enabled the Battalion to qualify multiple aircrews, o developed SOP for training room; improved systems and efficiency for data entry into DTMS by 30%, o fostered technical and tactical expertise; produced an overall rating of 84% during the ARMS inspection, best score in 7 years, o assisted in the mission planning and execution for a company level FTX; accomplished all annual AWT requirements, o managed manning levels and iteratively reallocated personnel; met anticipated operational and personnel needs, o completed ACFT level-one Grader Course; poised for advancement and new challenges, o managed the platoon in the absence of the Platoon Sergeant; sustained mission and completed all tasks without supervision, o coordinated a bilateral and multi-domain operational design to synchronize Japanese and US Army common operational picture, o managed 60 Soldiers called to active duty for 50 days ISO ARNG response to COVID-19; multiplied medical response, o completed 31 schools requests, 280 pay transactions, 100 DTS vouchers, resulting in 90% Unit Readiness ISO MOB, o augmented the Commander's personal security detail; increased security for senior leaders operating in forward areas during NTC force on force battle periods, o earned a reputation for reliability and competence; built a level of trust among Soldiers of each unit that fell under 25TH CAB for repairs and services, o surpassed her peers in training and additional duties; selected to prioritize training and mentor new Soldiers, o established critical relationships with senior leadership; expanded access to support and resources to accomplish critical tasks, o performed all tasks to the fullest, accomplishing all tasks with superior results; extremely competent NCO, o salvaged parts for two mission critical STTs; resulted in 100% equipment validation and mission success during CSTX 86-19-03, o obtained certification as a tactical commander of 11 military vehicles; improved unit mobility and ensured additional manning resources were available, o demonstrated the ability to make sound decisions in the absence of the Platoon Sergeant; assign more responsibility, o showed a strong drive and concern for the health and welfare of all Soldiers; forged a team dedicated to readiness, o modified NSN repair parts to work on TPE Gators and Polaris when civilian parts were unavailable; prevented conditions from limiting the mission, o used all available resources and support to eliminate delays in GCSS-Army processing; sustained organizational aviation maintenance capabilities, o enforced man hour tracking of direct labor hours on Unit and Support Maintenance mission operations; poised unit for additional manpower allocation, o performed extensive cost benefit-analysis for four training events; support gained approval from the Protocol Office, o achieved 100% of assigned recruiting mission during FY 18 in only 9 months; currently holds a 136% mission rating, o increased accessions by 200% at Tuscaloosa County HS and turned it into the highest producing high school in the team area, o empowered subordinate NCOs to complete tasks; achieved success with limited resources, on time and with accuracy, o planned and supported transportation operations within the NCR; readily supported over 30,000 customers over a variety of circumstances, o orchestrated the preparation and movement of over $10,000,000 in equipment to a forward deployed location; key to mission sustainment, o shared his extensive gunnery knowledge and skill with his crew; crew achieved a qualification rating in their first HMMWV gunnery, o assisted leadership with inspection of all unit sensitive items resulting in 100% accountability, o employed one vehicle, two Air Defense workstations and section equipment valued in excess of $120,000; maintained section readiness at 90%, o enforced safety during all ranges, training events and vehicle operations; resulted in zero injuries, o selected to be RSO for M249 night fire range; conducted PMI and achieved 90% of Soldiers qualifying on their assigned weapon, o maintained accountability of three HMMWVs with associated BII, weapons, and equipment valued in excess of $1,000,000, o synchronized PBUSE/ARIMS supply management files for over 185 LIN valued over $65M, o made sound and timely decisions in the absence of orders and took responsibility for herself and her Soldier, o achieved mission success with little or no guidance; consistently performed at high level, o demonstrated rare technical and tactical knowledge; selected for promotion, o earned a Commendable rating for TRANSEC key control during Battalion Command Inspection Program, o accomplished all tasks assigned with total accuracy, o completed 9 semester hours of college towards a Bachelors Degree in Criminal Justice, o certified over 125 equipment items, key to laboratory's 3 day backlog, lowest backlog in 6 years, o achieved commendable rating as unit security manager on Battalion Command Inspection Program, o awarded AAM by DC for outstanding administration of unit's NCO-ER program, o achieved Senior Instructor level at the USAOC&S ahead of peers, o achieved superior results when challenged with major responsibilities and limited resources, o advanced through duty positions as Survey Team Chief, Reconnaissance NCO, and ultimately Operations NCO during his assignment with the 3rd CST, o orchestrated an efficient maintenance plan which recovered 15 UH60A aircraft upon redeployment from OEF and OIF, o reduced Qualified Not Enlisted rate from 10 percent to all time low of 2.8 percent, o revised the company Field Sanitation Program and SOP, raised the inspected area from black to green, o served as Primary Key Custodian; ensured security, accountability and around the clock emergency access to all platoon equipment without a single incident, o established a training program within the squad that increased technician skills and decreased NMC vehicles by 40%, o delivered over 2M gallons of JP-8 aviation fuel to 110K aircraft annually; maintained impressive 15-minute average response time, o cleared over 2,000 miles during route clearance missions; detected two IEDs and safed, prevented casualties, o overcame obstacles to mission accomplishment; arranged training, obtained personnel, met mx requirements ahead of schedule, o achieved success when challenged with limited resources; coordinated with other post agencies to share workload, delivered training aids in time for planning conference, o developed a plan to turn in over $60,000 of serviceable CLIX service and repair parts to the SSA; created a more efficient and clean parts bin, o charged to build Route Wanna checkpoint and reconstruct the road between two villages; completed 2 weeks ahead of schedule, enabled supply access for AUP to assist 200 villagers, o failed to complete multiple CBRN tasks issued by the battery commander; counseled numerous times to complete his duties within the suspense provided, o required supervision to work effectively, needs to develop self-discipline and learn to work efficiently when independent, o worked well under supervision but needs to develop self-discipline and learn to work independently, o ignored daily taskings; lack of records led to multiple write ups during QA inspection, o was consistently late on all training milestones; 30 days behind on SSD-2; threatens Section readiness, o overestimated Sections' capabilities; failed to deliver during CAPEX; caused revision of training standards and evaluation, o turned down opportunities for new experience and professional growth; not progressing or advancing in responsibility, o was uncooperative when corrected and displayed a consistent lack of interest in Section goals, o did not support organizational morale events; weakened camaraderie and unit cohesion, o cannot be depended on and is frequently late for shift; recommended for reclassification, o reported to work under the influence of alcohol; unable to execute his duties and breached safety protocols, o couldn't be relied upon to maintain production rate in the absence of supervision, o was and is negligent in meeting his responsibilities causing numerous obstacles to mission accomplishment, o failed to understand the importance of his duties, took advantage of every opportunity to avoid responsibility, o failed to identify critical mistakes which reduced productivity and wasted valuable time and unit funds, o struggled to meet the general expectations and internal suspenses directed by the commander, o accomplished all tasks to the minimum standard. E.g: -This is the second time the NCO is on weight control program within the last 12 months[/toggle]. I enjoy giving back and helping my peers become better leaders. I made few changes in my OER after reading your post. Drove 15,000 accident free miles without. litwin funeral home obituaries MOS 56A - Command and Unit Chaplain; MOS 56M - Chaplain Assistant; MOS 56X - Chaplain Candidate. 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. He did an amazing job creating a technically and tactually proficient company that is motivated, trained, disciplined and capable of completing any deployment. Writing an NCO evaluation report (NCOER) is an annual requirement in the Army. 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. Army leaders recognize that organizations, built on mutual trust and confidence, accomplish missions. Intellect, Leads, Achieves, and Develops. describes two models and offers examples. CPT Tyson is an experienced, confident, loyal and ultimate team-player and leader who always does whatever it takes to make sure the mission is done and done right. Ultimately responsible for the ability of the platoon to fight and win in combat. Its going to be a referred OER by default due to the officer not having an APFT (pre-COVID). But opting out of some of these cookies may affect your browsing experience. From the ees landing page, click on the edit oer support form button. I also recommend reading more of this blog. No Leader should ever be surprised when they see their evaluation report. Properly completed these forms provide you a current status of what type of evaluation report you will receive. You should make your raters job as easy as possible. NCOER/OER Bullets examples. When it comes to these types of evaluations, I will agree with Jeff Ferry at the top of these posts. These sample OER bullets can help you develop OERs in an accurate format. Army leaders recognize that organizations, built on mutual trust and confidence, accomplish missions. To some of you, that might sound crazy. Drove 15,000 accident free miles without. Achieves NCOER Bullet Comments. Promote to 1LT immediately, ahead of her peers. Thanks to Chuck for providing such a great blog. I suggest bookmarking it and finding time to visit and read 1 or 2 posts daily. To contribute examples, enter them below. You must justify through detail why you think an officer deserves an outstanding rating. Great post. What are your thoughts? Unlimited potential. Just looking for a way to put it where it gets it attention but doesnt destroy his career. Required maximum supervision to produce marginal results. For example, assuming there is nothing unusually good or bad to say about an officer, what have you put down for Character and . 937 0 obj <>/Filter/FlateDecode/ID[<4D09B24052376846B6A9FD8FD1BBC695>]/Index[929 19]/Info 928 0 R/Length 59/Prev 984779/Root 930 0 R/Size 948/Type/XRef/W[1 2 1]>>stream In order to determine the perceptions of Army Officers in the field concerning this OER, a sample of officers in the grades of 0-3, 0-4, and 0-5 from the three Army installations in Central California was . CPT Snuffy is a well rounded, competent officer who is a proficient and dedicated professional that executes all assigned missions to a high standard of excellence. by example are his priorities. Cultivated a mindset to get better every day; encouraged subordinates to introduce ideas for improving the operating efficiency of the organization. If you arent proactive throughout the entire OER process, you are setting yourself up for failure and disappointment. If you could submit one or more of your Army OER Bullets and OER Comments, I would appreciate it. Now that Ive given you my advice about managing your OER, here are some sample OER bullets and OER comments. April 20th, 2018 - http www part time commander com sample army oer bullets and oer comments Here are some sample Army OER Bullets and Comments Learn what you should includ May 4th, 2018 - Read and Download Army Oer Rater Comments Examples Free Ebooks in PDF format ADDITION MYSTERY Thanks. - Achieves. Every member of the army, military or civilian, is part of a team and functions in the. In January 2009, he deployed his company to Washington DC in support for the 56th Presidential Inauguration and successfully operated a Traffic Control Point. NO REFERENCE to pregnancy will be made in the NCOER). Within these pages, I have compiled a list of sample NCOER bullets to aid in your NCOER preparation. However, you know your boss better than I do, so use your own judgement. We also use third-party cookies that help us analyze and understand how you use this website. Provides one on one training to soldiers exhibiting difficulty. Now that I've given you my advice about managing your OER, here are some sample OER bullets and OER comments. The new Army OER form requires bullet comments for the following sections: - Character. As her Company Commander I am honored to serve with her. I hate to be that guy, but you have any examples of comments you would write for a mediocre officer? The progress or lack of progress in a weight control program will be indicated. Army oer character bullets examples - effectively managed his section by ensuring 100% of his Soldiers completed SSD level 1 before attending WLC. Drove 15,000 accident free miles without. HELP! Advice on bullet points for new Army NCOER system? o developed a sensitive item tracker spreadsheet . In my new position, I review evals all day. [toggle title="Bullets: Click Here to Open/Close"] platoon captured number one and two of the brigades high value targets during recent deployment, prioritized safety in all operations, including x small arms ranges and x field exercises; led to the company earning the Army Safety Streamer and no AGARs, earned Drill Sergeant of the Cycle honors four times during rated period, motivates subordinates to exceed the standards; consistently ensures subordinates are credited for their accomplishments, cultivated a mindset to get better every day; encouraged subordinates to introduce ideas for improving the operating efficiency of the organization, provided the necessary top cover to eliminate distractions in his unit; allowed subordinates the time and opportunity to excel, deployed/redeployed S3 section with zero accidents/incidents and no loss of equipment, recognized for his exemplary performance by the Commander, Operations Group in the final AAR during NTC Rotation xx-xx, his attention to detail improved over xx% of the annual brigade CIP areas; 100% of the previous "needs improvement" areas were fixed, emphasis on Soldier development resulted in x distinguished honor graduate(s), x Soldiers recognized on the Commandant's List, and the Brigade NCO of the Year, earned the Army Senior Instructor Badge/Army Master Instructor Badge; completed more than 400/880 hours of instruction over mandated requirements, as deputy commandant, led his SGLs to earning an Institute of Excellence rating though determination, drive, and the passion for excellence, managed world-class leadership training for xx AC and RC NCOs resulting in a competent and adaptive NCO corps exceeding the needs of a developing Army, received Commanding Generals three star award for outstanding performance during JRTC xx-xx, her superior planning, organization, and coordination led to the most successful unit deployment and redeployment to receive the Armys Deployment Excellence Award, planned and coordinated the battalion truck rodeo which became a brigade standard; cited as key to improved vehicle operators and accident decline within the brigade, improved the Armys readiness; trained over 3,000 Soldiers, NCOs, and Officers across three continents on CMDP during AAME evaluations, ensured unit completed all RESET operations on 1,564 pieces of equipment post deployment; resulted in the unit being mission ready 90 days ahead of schedule, provided solutions for systemic faults identified across the BCTs 200 communications devices; resulted in new software upgrades which improved communications capabilities by 50%, managed five BCTs 026 and CJME reports daily and worked to coordinate CL IX parts flow resulting in an average overall OR rating of 97%, maintained 100% accountability of all assigned property with a value more than $xM; filled $xxx worth of shortages through reuse agencies, resourced a $xxK project with a private sector host at no cost to the organization to enhance training selection for the future Soldier, always mission ready, thinking outside of the box; capable of turning any mission into a great successclearly head and shoulders above his/her peers, acknowledged for resourcefulness in going beyond expectations; performs at level(s) above grade, is a reliable source that the chain of command & NCO support channel can depend on to get the most demanding, difficult, and challenging tasks done, completed _____ course with an average score of 95% or better, platoon captured number one and two of the brigades high value targets during recent deployment, prioritized safety in all operations, including three small arms ranges and three field exercises; led to the company earning the Army Safety Streamer and no AGARs, motivates subordinates to exceed the standards; consistently ensure subordinates get credit for their accomplishments, direct influence in the unit being awarded the Henry A. Knox award as the most proficient FA Battery for 2014, focus on safety and doing the right thing facilitated the Battalion receiving the Army Safety Streamer for FY15, conducted over 1000 hours of error-free Counter-Fire warnings using the to theater AORs; by far the highest mission rate in the command, achieved an Operational Readiness Rating (OR) of 85% or higher for the year, completed a 500HR Phase Maintenance Inspection 10 days under established Battalion standards or less, completed a 250HR Inspection 2 days under established Battalion standards, received commendable rating during OIP Inspection, personally recognized by for exceptional leadership and coordination of a DART and PRC missions, progressed three FIs, six CEs to RL1, and 22 CEs to RL2 at the company level with limited FIs, all while supporting combat operations in multiple locations in OEF, earned top company in the battalion during Panther Thunder gunnery; qualified all vehicles with a company average of 877, earned the prestigious Draper Armor Leadership Award for best Cavalry Troop in the 1st Cavalry Division, recognized for his exemplary performance by the Commander Operations Group in the final AAR during NTC Rotation 15-1, recognized as the top platoon sergeant in the battalion and selected for Project Warrior to serve as an OC/T at NTC to pass his knowledge and experience throughout the force, performance clearly merits the recognition as one of the best AIT Instructors in the Regimental Signal Corp, ranks first of seven AIT that I Senior Rate, his attention to detail resulted in improvement in over 80% of the areas judged on the annual Brigade CIP; 100% of the previous "needs improvement" areas were fixed, emphasis on Soldier development resulted in one distinguished honor graduate, six Soldiers recognized on the Commandant's List, and the Brigade NCO of the Year, selected by the Military Police Regimental Command Sergeant Major from a world wide selection process to serve as a Small Group Leader for ALC, exhibited impeccable foresight and long term planning abilities through development of three individual MWD training plans resulting in 20% certification increase, inducted into the Sergeant Audie Murphy Club during rated period, earned the Army Master Instructor Badge; completed over 880 hours of instruction in addition to all the mandated requirements, earned the Army Senior Instructor Badge; completed over 400 hours of instruction in addition to all the mandated requirements, his/her high standards of training resulted in the highest military working dog certification percentage in (Brigade or ACOM), trained and led a team of three correctional specialist to compete and win the annual Military Police Warfighter Challenge, essential in his company winning the JP Holland award for the best MP company in the Army, personally selected to serve on two Army level Tiger Teams and the MWD Critical Task Selection Board; HQDA, HRC and USAMPS all consider him a SME, mentored and guided his company as a First Sergeant to compete and win the Army Corrections Command Brigadier General Barr Award for best Detention Company, supervised eight HUMINT teams and two LLVI teams resulting in the production of 4000 SIGINT reports, 1500 HUMINT reports and the prosecution of 35 HVTs, developed and enforced a HUMINT SOP and long-range training plan including MOS enhancing courses; set the standard for BCT HUMINT training, completed online _________course, resulting in an average score of 95% or better, disbursed $_____with no loss, over a ___period, achieved an interest penalty of ____exceeding the DA Joint Reconciliation Program goals of 95%; saved $_____on contractual discounts, coached team to place first in Post Tournament, commended by the _______ for weekly consolidation, review, and timely submission of the Division PERSTAT; over _______ Soldiers accounted or at any time, as Deputy Commandant he led his SGLs to earning an Institute of Excellence rating though determination, drive and the passion for excellence, managed world-class leadership training for 220 AA and RC NCOs resulting in a more competent and adaptive NCO corps that exceeds the needs of a developing Army, re-designed the NCOA training classroom environment incorporating the latest technologies, saving time needed in learning new entertainment concepts by 1 week, inspired and trained his team to compete as the School of Music Army 10 Miler team, team finished in 19th place overall in the team category, one of only XX to earn the master recruiter badge for FY XX, the capstone of USAREC awards; placed among the elite XX% of the command; enhanced the face of USAREC, chosen over XX NCOs by the Division CSM to serve as the Retention Operations NCO for the 82nd Airborne Division due to (his/her) exemplary FY XX retention rates, assessed (his/her) battle space to obliterate organizational goals; earned commands preeminent reenlistment award; overachieved XX% for FY XX, planned and coordinated the battalion truck rodeo that is now a Brigade standard His rodeos have been cited as the key to vehicle operator improvement and accident decline within the brigade, provided crucial EOD support to the U.S. Secret Service on multiple missions for the protection of POTUS and heads of State during United Nations General Assembly (UNGA), issued over $2.5M worth of ammunition to three Batteries at six FOBs and COBs across 20 miles of austere terrain in Afghanistan without incident or loss of accountability, tracked and processes over 5500 Class V transactions valued at over $65M during OEF with zero errors, maintained 100% accountability of all assigned property with a value over $1M; filled $120K worth of shortages through reuse agencies, prevented fraud, waste and abuse with stringent tracking of over $130K worth of Class IX parts, received a 100% on bi-weekly Reconciliation Reports, managed the Battalion NTV contract valued at over $750K; acted as sole Battalion liaison with local TMP and ITO office in a deployed environment, resources a 25K project with private sector host at no cost to the organization to enhance training selection for the future Soldier, provided the Army Solution to retrograde of equipment that saw a 100% increase of accountability and return to inventory; $5.8B in assets, developed, coordinated and executed the III Corps wayward equipment roundup; resulting in the reestablishment of $28M in missing equipment, produced the Distinguished Honor Graduate for the last 10 cycles, Soldier is always mission ready, thinking outside of the box.
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