# 1: S4 Officer To improve his unit readiness, CPT Smith increased his unit strength from 85 to 101 a 20% increase. Provides an overview of the new Army regulation, citing paragraphs and page numbers in the regulation. Its your job to manage your own Army OER and to manage your own career. Rated NCO successfully achieves and maintains the required Army standards and organizational goals of leader competencies and attributes; effectively meets and enforces the standard for the unit and those in his/her charge; succeeds by taking appropriate initiative in applying the leader competencies and attributes; results have a positive impact on the mission, their Soldiers, the unit, and . be made to the following (if verified) in Part IV, V, VI or any OER enclosure when substantiated by a completed command or other official investigation (for example, CDR's or Commandant's Inquiry, AR 15-6 investigation, EO investigation, police report, and/or investigations by official military or civil authorities): Writing Effective Self-Accomplishment Reports and Evaluations . Now that Ive given you my advice about managing your OER, here are some sample OER bullets and OER comments. Army NCOER Achieves Bullets Performance Measures These comments will benefit someone writing an OER for someone else or for someone preparing their own OER and/or OER Support Form. If you got 'em, they can be shared by using the form below. PDF Guide to Writing Effective Performance Objectives, Self Accomplishments HELP! If a NO entry (failing HT/WT and or tape), comments on the reason for noncompliance. [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.