Sample Battalion S3 or Brigade S3 OER Support Form OFFICER EVALUATION RECORD. There are other concerns so the best I can rate him is Capable. He did an amazing job creating a technically and tactually proficient company that is motivated, trained, disciplined and capable of completing any deployment. 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. Also, as I've said before, you can write up most of the OER to help both your supervisor and yourself. SFC _____ ranks in the top 15% of sergeants first class I rate. Attached is an oer narrative guide and ncoer bullet guide (also posted on s1net; Feel free to use this as your own template, and tweak whatever you need to. NCOER Bullets - Achieves To contribute examples, enter them below. Its going to be a referred OER by default due to the officer not having an APFT (pre-COVID). 1LT Edwards was vital to the success of our unit. Thanks for your contributions! From the ees landing page, click on the edit oer support form button. without loss or damage, conducted 2 high profile Post Blast Analyses, assisted OSI with investigation, corrected deficiencies in TTPs and patrols within Bagram AO, enrolled in bachelors degree program; completed nine college semester hours with a 4.0 GPA and received an Associates Degree, conducted over 600 hours of CARCO; provided EOD support to CF maneuver elements, ensured movement within the Bagram Ground Defense Area (BGDA), maintained 100% ready status of $2.5 million worth of assigned team gear and theater provided equipment, allowed for rapid response within the BGDA, selected above 60 peers and more senior NOCs to serve as the Battalion Operations Sergeant Major (Far Exceeded Standard), multi-skilled leader capable of communicating influence of a common vision among others outside the Chain of Command (Far Exceeded Standard), maintained accountability of BN fleet of GSA vehicles and BN HQ and Team buildings, exceeding $2.5 million in property (Far Exceeded Standard)[/toggle], The APFT must be within 12 months of the THRU date, but. The Evaluator: The Comprehensive Guide For Preparing Army NCOERs/OERs Attached is an oer narrative guide and ncoer bullet guide (also posted on s1net; Its role is extremely important, and is one. You also have the option to opt-out of these cookies. HELP! For example, good leaders develop soldiers, and by . They are a wealth of knowledge! CMF 42 Human Resources and Band NCOER Examples - ArmyWriter.com They have a lot on their plate. NCOER ***( For pregnant NCOs who have not taken the APFT within the last 12 months due to pregnancy, temporary profiles, and/or convalescent leave. Apologies for the wonky formatting, it pasted oddly. NCOER/OER Bullets examples. For each performance evaluation, professionalism, attributes, and competencies bullets listed in PART IV of the NCOER, I have categorized each of the bullets into what I consider as . Every member of the army, military or civilian, is part of a team and functions in the. The new Army OER form requires bullet comments for the following sections: - Character. SFC _____ consistently exceeds expectations and is widely trusted to accomplish the mission. If you got 'em, they can be shared by using the form below. If you arent proactive throughout the entire OER process, you are setting yourself up for failure and disappointment. Instead, these examples are intended to get you, the Rater, to break your writers block and create unique bullets for your NCO. Simple ways to help your rater prepare your Officer Evaluation Report. Over 1,000 Rater and Senior Rater bullets for NCOERs and OERs. failed to properly manage personal finances; resulted in revocation of security clearance which reduced maintenance capabilities due to lack of supervision. [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.
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