DSN 530-XXXX. My name is Gunnery Sergeant DeKinderen, Todd M., the 1st Marine Expeditionary Force (I MEF) G-3 Headquarters SNCOIC. In this case, a middle third officer may have the right skills and experiences to supersede a top third officer. Throughout this period of time, I had the opportunity to witness his work ethic, professionalism, and ability to lead. 1. LCpl Trejo was soon promoted to Corporal, then shortly met me at the rank of Sergeant, and eventually being promoted to his current rank of Staff Sergeant. Field Grade Officers (O-5 through O-6): To achieve O-5 takes approximately 16 to 22 years time-in-service. I call upon him frequently during unit PT sessions to assist others with their running and endurance. Since, traditionally "companies" are commanded by captains and assisted by lieutenants serving as their executive officers (second-in-command) and platoo. EDIPI: 1298475886/USMC. Combat training center and joint assignments represent the next target. He was not afraid to admit when he lacked knowledge of certain procedures or tasks; knowing I had the most experience on the trail in our company, SSG Deleon would come to me for guidance or advice to ensure he didn't look unprofessional in front of the Trainees. His interactions with me, and those I have witnessed with other superiors, are always with good military bearing and keen attention to customs and courtesies. Assignment officers have an obligation to place the best officers in the right organizations to benefit the Army. Every officer possesses certain talents that benefit the organization. If, for example, someone is being prosecuted for dereliction of duty, a character statement on that person's behalf should include information describing your experience with that person's earnest dedication to his assigned responsibilities. DA Form 2166-8 for NCOER DA Form 2166-9-1A. It is a sign of lazy leadership if your leaders cant perform the duties expected of them, especially when properly evaluating and rating the soldiers/officers beneath them. Platoon Sergeant, FROM: GUNNERY SERGEANT DEKINDEREN, TODD M. 1271676243/1833 USMC, SUBJECT: CHARACTER STATEMENT FOR STAFF SERGEANT TREJO, MARIO I currently senior rate 23 Army Officers in this grade. This assertion, along with Army Regulation (AR) 623-3: Evaluation Reporting System (ERS), implies that character is the foremost leadership requirement: The Army Values, empathy, warrior ethos, and discipline are critical attributes that define a leader's character and apply across all grades, positions, branches, and specialties. # 1: S4 Officer What are the best practices for VA Benefits? The Army rolled out a new support form. If the person who needs the character statement was accused of reckless behavior, you should emphasize aspects of his or her behavior that demonstrate a serious regard for the safety and welfare of others. I encourage officers to perform well regardless of the assignment, and to trust the organization to keep them on a path of progression. No choice when you have to rate / are rated by someone you don't even know. He doesn't like confrontations and will avoid them if at all possible. The documents hosted in the ACO Learning Center come from various sources. However, if someone strives to become a battalion commander, previous senior rater comments will carry enormous weight during the selection process. This is important. Your narrative is important, and developing a proper network will aid in transmitting your goals and desires. Size:80.42 KB. Third, it provides an underlying logic or set of business rules. Sample Army OER Bullets & Comments. Not once did he complain about making telephone calls, visiting high schools, or area canvassing the streets and Subways of Brooklyn, NY. The preparation of lawful paperwork can be costly and time-ingesting. Senior Rater Bullet Comments; what is best for promotion boards? During my time at HRC, I learned many things about field-grade officer career progression that I want to share. For the most part, an officer's immediate advocates should be from his or her current chain of command. It's a pain in the ass, and nobody reads them, but you have to do them. What is the form number OER for Company grade officers? LEAD. He completes all tasks I ask of him and has often shown initiative and motivation with other tasks. Happens frequently in the TPU. From an assignments perspective, the goal is to match the right skills and experiences to the right position. He holds a master's degree from the School of Advanced Military Studies. They have a total of 22 years in Major key development positions . - Develops. The number one rule is that as your performance changes, so should your future goals. Body. Officers may have promotion to lieutenant colonel basically locked, but the probability of being selected for battalion command may be lower. Contact editor@armywriter.com Disclaimer, non-confrontational, calm, patient, cooperative, dependable, thoroughly follows instructions, fair, competent leader, responsible, mature, good listener, good communicator, counselor, determined, driven, persevering, diligent, works independently, without supervision, has initiative, involved, invested, committed, loyal, devoted. He has not received any kind of discipline here in our work center, not even a verbal counseling. In regards to this situation, I can tell you that this was a one-time mistake and out of character for her. Assignment officers need time to work on special circumstances that require external coordination, such as by-name requests, nominations, and accommodations for enrollees in the Exceptional Family Member Program, and Married Army Couples Program. Approximately 51 percent of the officers who enter these types of assignments will not exit them in the same performance tier. Contributions are moderated and will not show up until reviewed. For example, a central theme of respect for authority and a natural willingness to follow orders would be supported by additional positive attributes of dedication to duty, an understanding of the need for order, and a positive attitude. By Lt. Col. Charles L. MontgomeryJune 19, 2018. Answer (1 of 5): "Company grade" officers are junior executives in the grades of lieutenants (second and first) and captains (O-1 through O-3). DA Form 67-10-2. When it came to Recruiting, LCpl Trejo was very motivated and impressive. Expressing a willingness to go further in defense of the subject by providing a phone number or offering to show up at any hearing will double the letter's effectiveness. Verify. The main report includes supporting DA Form 67-10-1A, which contains administrative data and an explanation for submitting a Field Grade Plate Officer Evaluation Report. o expressed himself in an open and candid manner; facilitated teamwork. Furthermore, I served with CW3 Texas-Ranger in Fort Hood, TX, and Bagram, Afghanistan. It is my belief that people of her character and work ethic are too rare to risk losing over a one-time, out-of-character incident and I earnestly recommend suspending any punishment. new year new NCOER program this helps a lot! Every resource available on OER Commons contains an . Often officers place a high priority on joint assignments; however, there are risks associated with receiving jobs for which only "the best" are assigned. Normally must serve 90 days. Leading includes inspiring others to take the journey with you. Once a space is open and a validated requisition is created, it is up to the assignment officer to find the best qualified officer. The Assignment Interactive Module II allows complete transparency for units and individual officers. His drive and motivation played a key role in the accomplishment of the Unit's mission: taking civilians, turning them into Infantrymen and training them to be the Force's future leaders. Of course, along with this focused description, you should also include your subject's other positive attributes. In my professional opinion as one of his mentors, and as a witness of SSG Deleon's moral character, I truly believe that he is an asset to the United States Army. My most humble request is that you allow him to continue service. This approach should include preparing for promotion to lieutenant colonel, competing for the centralized selection list, and commanding a battalion, if desired. Performance is everything. I aware of the pending review of CW3 Texas-Ranger s advancement to CW4 due to an investigation while he was assigned as a Drill Sergeant. Although we have screened every document for quality control, there likely exist errors in content and typography. o is a motivated troop but needs further guidance in o has unlimited potential but requires more experience before o must realize the importance of finishing assigned tasks without supervision, o failed to use time wisely, consistently failed to complete duty assignments, o frequent unwillingness to cooperate in working toward unit goals affected readiness, o failed to fulfill his leadership's intent for positive and appropriate EO practices, o needed to be consistent with leadership style and maintain formality when in presence of Soldiers, o an excellent technician but needs to work on tact and communication skills, o understood his role as a senior leader but failed to contribute to the mission, o failed to keep track of the Soldiers under his supervision, o sometimes requires supervision on how to talk to Soldiers, o demonstrated poor judgement without consideration of results, o has good potential but requires more experience applying daily soldier leadership skills, o good Soldier, but fails to self improve by applying sound personal management skills, o demonstrated a serious lack of integrity and poor judgment without consideration of results, o compromised integrity by submitting altered documents; poor example to subordinates, o encouraged soldiers to advance by cheating for each other, poor example. He would continuously arrive early, stay as late as he needed to ensure the daily tasks were met, and to prepare for the next day. He is easily in the top three junior NCOs that I have had the pleasure of working with. You must justify through detail why you think an officer deserves an outstanding rating. Witnessing CW3 Texas-Ranger s superior leadership and mentorship qualities in such a diverse environment, certainly groomed me into the Leader I am today. 04-PUB NOT RELEASABLE TO FOREIGNERS (NOFORN) 42-ITEM ONLY PRODUCED IN ELECTRONIC MEDIA. 43. 4.3. Hard work is only part of achieving your goal; developing a solid network is another. I am going to make some assumptions here based on the question and it being the first using the field grade OER template. Officers must understand how their assignment officers assess them in relation to their peers. The Master Sergeant apparently thought we were assigned to his work detail and blasted us with insults and even put his hand on SPC Morrison's shoulder as if he was going to arrest him. Fill oer support form character bullets: Try Risk Free. HRC intends to publish responses, which PPTO will forward when available. The final pages of the OER Support Form defines them for the Army. In my professional opinion, SSgt Trejo has always confidently displayed what it means to be a U.S Marine. Raters and SRs should do their work. The DA Form 67-10-2 evaluates an applicant's ability to perform duties and assesses their character. Use plain bond paper and the official memorandum format. I am SSG Ricky Bobby and am writing on behalf of CW3 Walker Texas-Ranger. Officers' personal assignment considerations are the last aspect in the assignments process. Form Popularity oer support form examples. In fact, I once heard our Maintenance NCO praise him at a meeting with the NCOIC, saying he wished he had more Soldiers like him. Family considerations should carry enormous weight during the assignments process. However, officers must understand that not all advice is relevant. The new Army OER form requires bullet comments for the following sections: - Character. Provide narrative comments which demonstrate performance regarding field grade competencies and attributes in the Rated Officer's current duty position. FIELD GRADE PLATE (04 For use of this form, a. Rated officers or NCOs should not write their own evaluations, period. Over 1,000 Rater and Senior Rater bullets for NCOERs and OERs. Intermediate Rater Qualifications. My Name is SFC Ryan P. Fasano. This is important. Usually, when things get to the point where character references are requested, the person is in potentially serious trouble and his career is on the line. CW3 Texas-Ranger fortified the image of the Leader I knew him as during AIT, as he continuously mentored Soldiers at all echelons. Talent management must be viewed holistically. At the conclusion of your Army career, your family is going to remain the most important aspect of your life. Commanders for cause or misconduct without Field Grade LDAP consultation (Ch 3-6 i.1.a) o Updated Pre Command Course (PCC) attendance guidance (Ch 3-6 i.1.a note) o Updated the Officer Career Management Board convene date and added AMEDD OCMB (Ch 4-3) o Added a sixth consideration for AGR promotion (Ch 4-4 d) Each attribute/competency is broke down by level of rater box check that . top 1%, 3%, 5%, etc. Being a leader is where SSG Deleon shined the most. SSG Deleon made me aware of the pending investigation due to possessing a substantial amount of ammunition the he had taken from ranges and training events. Footnotes. Senior leaders play a critical role in managing talent across the organization, and your reputation will make the difference during the process. 3. o motivated and challenged peers through leadership by example. As an officer's performance changes, so does the five-year plan. Ensuring family peace is an enduring priority. Section 6. 15 Rater Assessment: Field Grade Form Narrative comments focused on performance in line with field grade competencies and attributes Limited to 5 lines of text Performance based assessment; no comment on potential d2. TO BEGIN THE OER, CLICK ON THE "RATED SOLDIER TAB" AT THE TOP OF THE OER SHELL AND COMPLETE BLANKS AS REQUIRED USING INFO BELOW: ----- (Admin Data - Rated Soldier Tab) RATED OFFICER: VO, SON L . Contributions are moderated and will not show up until reviewed. Occasionally Soldiers get into trouble and become subject to some form of formal punishment where he is judged by members outside the unit. I can be reached at ryan.p.fasano.mil@mail.mil or 719-964-8004. It is imperative that officers communicate with their assignment officers early, especially if they are in the next movement cycle. Does anyone besides me still think it is outrageous that OERs/NCOERs are sometimes filled out and written by the the person who's ER it is. All validated requisitions are important, and someone will fill the requirement. Each officer has a specific YMAV or DEROS that identifies when they are eligible to move. The fundamental purpose of the MER is to give commanders and human resources professionals the ability to formally advocate for the skills, experience, and knowledge required to accomplish specific missions. It must directly describe traits that support the person's character and counters the alleged bad behavior. Because he or she is being judged by strangers who don't know him, character statements will be required for his defense. I know of a couple of conflicts with his coworkers/peers. I will have honorably served for 15 years come June 2021. The reader will automatically assign a certain level of credibility to the letter based on the relationship. o constantly ensured candid and respectful treatment of others, forging a shop of harmony and cohesiveness, o selected from among peers to moderate DOD Dignity and Respect initiative for 41IBCT; facilitated shared understanding and inclusion throughout brigade, o supported the Army's SHARP and EO Programs; ensured assigned Troopers attended all mandatory unit SHARP and EO training resulting in zero incidents, o displayed the ability to adapt and make educated decisions during difficult situations relying on intuition, knowledge, and experience, o ensured Soldiers under her supervision were treated equitably; supported the Army's Equal Opportunity Program consistently, o contributed to a positive and productive environment and enforced SHARP policies, o synchronized the consistent delivery of over 25,000 lines of medical supplies valued in excess of $8 million, o trained and cared for soldiers and their families; efforts evident by Section's unprecedented progress, o committed to the advancement of the Army, mission accomplishment, unit and subordinates, o innovative and determined in pursuit of goals of the Army, o encouraged and accepted criticism to identify areas needing attention and addressed them; strong leader, o stayed after hours to ensure all equipment and COMSEC was packed but credited team for success of Ft Bliss joint exercise, o addressed peers and subordinates with respect; facilitated communication up and down the chain of command, o assisted new Soldiers until they established themselves in the unit; promoted harmony and efficiency from the beginning, o placed unit mission and soldier welfare first, o implemented Battalion program to mow yards of deployed Soldiers; instilled sense of family and reduced stress, o projected self-confidence, authority, and enthusiasm during Physical Training sessions, o showed concern for Soldiers; balanced placing the mission first while ensuring Soldiers personal needs were met, o sought challenges and professional growth no matter the difficulty, o expressed exceptional pride in his soldiers, his job, and the Army, o offered advice but loyal to final decisions made by superiors, o exhibited pride in the unit; believes in team building and force multiplication, o displayed uncompromising passion for mission accomplishment, o served as a Soldier first, proud to serve, resolute in his duty, o had a pride in service and a sense of duty that inspired his peers, o inspired and motivated Soldiers to meet and emulate the same high standards he maintained, o exhibited the highest standards of loyalty, integrity and personal behavior at all times, o is utterly dependable under all circumstances, o possessed strong moral principles and personal values, o versatile; always accepted assignments within or outside her MOS to support the entire mission, o was relied on to successfully complete all assignments, o exhibited the deepest commitment to Army values while lifting others to meet that standard, o completed all assignments on time or identified reasons for delay; is the foundation of our Section effectiveness and unit readiness, o demonstrated the highest of standards of conduct on and off duty, o refused to take advantage of his position as Platoon Leader; worked and trained along side platoon members to build a cohesive team, o encouraged coworkers in training Soldiers on radio procedures; reduced comm failures and subsequent mission delays by 50%, o displayed stong character, pride and professionalism, o coached new Soldiers until they established themselves in the work center; exploited only opportunity to get started on the right foot, o participated in every community service event; is an asset any unit would value, o included all Soldiers in section and maintenance plans; encouraged teamwork and improved efficiency and morale, o overcame all challenges; not afraid to fail, o placed Army, mission and subordinates above personal interest, o stood behind principles and convictions; outwardly determined and loyal, o participated in all Post police calls; simultaneously demonstrated followership and leadership; resisted NCO privilege, o is a professional Soldier 24 hours a day, o epitomized selfless-service by placing the needs of his Soldiers and unit above his own, o established a workplace climate that fostered dignity and respect for all Soldiers in the platoon; supported the Army SHARP and Equal Opportunity programs, o surveyed all platoon members to ensure all had cold weather gear; arranged supply issue for ARNG Soldiers, facilitated team success, o showed unyielding loyalty to the unit, peers, subordinates, and the MEDEVAC mission, o inspired self-improvement in subordinates through sterling personal example, o involved in every aspect of the mission; was a positive influence on team members, o invested an enormous amount of effort and time to establish relationships with Soldiers during an extremely tough deployment; yielded enduring loyalty and pride, o demonstrated moral courage, stood up for what is right, o sought new and difficult challenges and responsibilities; poised for advancement, o trusted by his superiors to lead the platoon and make the right decisions, o paid attention to the needs of the squad/platoon personnel during training, o demonstrated the highest standard of loyalty to superiors and the organization, o worked until the mission was completed; a dependable asset that is the definition of readiness, o upheld the Army Values by enforcing standards and discipline among the junior enlisted, o her professional conduct is above reproach, o maintained professionalism in every aspect of her performance during the rated period, o lived by and strongly upheld all the Army Values; had unquestionable loyalty and dedication to the Army's mission, unit, superiors and subordinates, o put the Army, the mission and subordinates first before own personal interest, o her personal integrity is unquestionable, o preserved momentum when those around him falter, o lived the warrior ethos and never wavered during times of adversity while serving on a combat tour, o made honor her top priority; is the organization's daily embodiment of professional pride, o worked efficiently with superiors and is selflessly committed to the unit's mission, o invested effort and time to establish relationships with Soldiers; established or followed-up on career and personal goals; dramatic improvement in morale, o honest and assertive; displayed the courage and tenacity to stand up for what was right, o executed all missions effectively and reached all goals, regardless of difficulty, o assisted other units; put the welfare of the mission above his own personal needs, o assumed HR duties in the absence of an MOS-qualified HR Specialist; kept admin functions running for 120 days in addition to regular duties, o faced demanding challenges with conviction and high sense of professionalism, o focused on mission accomplishment and consistently achieved superior results, o refused to follow the example of SSG who stole test equipment and mailed it home while packing up abandoned communications det; demonstrated integrity, o welcomed all new arrivals and helped them integrate into daily operations; key factor in shop harmony and efficiency, o supported SHARP directives; corrected Soldiers when questionable comments were made that might offend other Soldiers, o expressed himself in an open and candid manner; facilitated teamwork, o volunteered to attend, prepare for and secure recognition as the Soldier of the month; validated Platoon leadership methods, o possessed situational awareness and initiative; kept the Section on track in the absence of leadership, o promoted a climate in which people are treated with dignity and respect regardless of their age, creed, gender, sexual orientation, or religious beliefs, o exemplified the Army SHARP, EO and EEO principles through word and deed; served as an example for seniors, peers and subordinates to emulate, o dependable; is reliable and trustworthy when given an assignment, o volunteered off-duty time for weapon and mask draw to ensure effective range and AWT training, o met even the most difficult technical, professional and leadership challenges with measured determination; earned the respect of both peers and leadership, o moral leader; discouraged rampant abuse of government program by those fraudulently applying for VA disability, o set the example of a professional Noncommissioned Officer, o delayed college enrollment to cover manning deficiency; cooperative team player who puts service before self, o worked without complaint during the heavy workload generated by troop mobilizations, o delivered consistent, reliable performance in garrison and under austere conditions, o possessed unselfish dedication to duty and quality maintenance, o fostered a positive work environment for all staff; enforced strict adherence to SHARP, EO, and EEO programs with zero incidents, o placed his Paratrooper's needs above his own; devoted to the team concept, o supported and encouraged allegiance to mission, o based all decisions on Army values and principles; a diligent NCO whose courage and resolve embody the spirit of the profession of arms, o portrayed the highest standards of loyalty, duty, and selfless service, o worked relentlessly to accomplish the mission, o motivated NCO; vigorously prosecuted personal and professional objectives, o anticipated required actions and took the initiative to complete them; reduced operational delays to zero and eliminated follow-up corrections, o guided team to unify their efforts and increase their effectiveness, o is the only Soldier who asks if there is anything that needs to be done when arriving on shift; lowest ranking but most mature and productive team member, o sustained operations; made significant and continuous positive contributions on a daily basis, o remained flexible and cooperative under any condition, o influenced her peers; increased collective devotion to duty, o volunteered to assist in the battery self-help project; contagious enthusiasm revitalized shop morale and resulted in 100% participation, o supported and defended the NCOIC's orders; prevented negative morale and maintained productive work environment, o handled situations firmly and fairly; unequaled in promoting harmony and teamwork, o devoted to mission accomplishment and the personal and professional development of his Soldiers, o spent her time preparing and studying; knowledge of the supply system enabled her to better support the command, o gained the respect of others through honesty and integrity, o demonstrated unwavering commitment to the unit, peers and mission, o attained results regardless of the mission or tasks, o attended the Applied Suicide Intervention Skills Training course; supported the Army SHARP and EO programs, o praised troubleshooting success by junior Soldiers; groomed experienced and capable technicians and mechanics, o mentored new Soldiers until they established themselves in the work center; forged an integrated climate of morale, productivity and readiness, o reinforced SHARP, EEO programs; displayed respect in a challenging multinational environment, o embodied the highest standards of loyalty, integrity and personal behavior continuously, o upheld the Army Equal Opportunity and SHARP Program, o displayed a level of loyalty seldom seen in others of his rank and stature, o enforced adherence to regulations and standing OIs, o monitered Soldier welfare closely; personal needs and goals were secondary to Soldiers' needs and mission accomplishment, o chose the right course of action; possessed the moral courage to do what is right, o exemplified the "Be, Know and Do" leadership philosophy; a truly dedicated professional, o acted with sincerity in ambitions and objectives, o is a committed NCO that lives by "Mission first, Soldiers always"; provided assistance on any occasion, o volunteered to participate in and support Change of Command, 2 parades, and post cleanup; enhanced Army image, o exhibited an unwavering devotion to his job and his responsibilities to his team members, o recognized efforts of all detachment members; encouraged increased participation in det training and readiness.
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