Letter Of Continuity Ncoer

The Essential Guide to the NCOER Letter of Continuity

Are you a Soldier tasked with writing or reviewing a Letter of Continuity for an NCOER (Non-Commissioned Officer Evaluation Report)? Navigating the intricacies of this crucial document can be daunting. This comprehensive guide will demystify the process, providing you with everything you need to know to craft a compelling and accurate Letter of Continuity for your NCOER. We’ll cover its purpose, key components, best practices, and common pitfalls to avoid. Let’s dive in!

What is a Letter of Continuity in an NCOER?

A Letter of Continuity for an NCOER is a supplemental document that provides essential context and information when a rater's observation period is interrupted. This interruption can occur due to a variety of reasons, including:

Change of Rater: A Soldier is assigned a new rater mid-rating period.
Deployment: The rated Soldier or rater is deployed.
Temporary Duty Assignment (TDY): The rated Soldier or rater is on temporary duty.
Medical Emergency: A medical emergency affecting either the rated Soldier or rater.


This letter ensures a seamless transition in the evaluation process, providing the new rater with the necessary background information to accurately assess the Soldier’s performance during the entire rating period. Without a Letter of Continuity, gaps in the evaluation could lead to inaccuracies and potentially unfair ratings.

Key Components of a Powerful Letter of Continuity

A well-written Letter of Continuity should include the following essential elements:

Header Information: Clearly identify the rated Soldier (name, rank, SSN), the rater, and the reporting senior. Include the date and the specific reason for the continuity.
Summary of Performance: Provide a concise summary of the Soldier's performance during the previous rater's observation period. This should highlight key accomplishments, strengths, and areas needing improvement. Avoid simply restating information already present in the NCOER itself; focus on providing context.
Specific Examples: Support your summary with concrete examples of the Soldier’s performance. Quantifiable results are highly effective (e.g., "Increased unit efficiency by 15%").
Transition Details: Clearly explain the circumstances leading to the change in raters and the length of the previous rater's observation period.
Recommendation: Offer a clear and concise recommendation for the Soldier’s overall performance based on your observation. This should align with the previous rater's assessment where applicable.
Contact Information: Include contact information for the previous rater (if appropriate) to allow for further clarification if needed.

Best Practices for Writing an Effective Letter of Continuity

Be Concise and Focused: Avoid unnecessary details. Stick to the facts and focus on relevant information.
Maintain Objectivity: Use factual language and avoid subjective opinions or personal biases.
Use Strong Verbs: Employ active voice and strong verbs to convey the Soldier’s accomplishments effectively.
Proofread Carefully: Ensure the letter is free of grammatical errors and typos. A polished document demonstrates professionalism.
Maintain Consistency: Ensure the Letter of Continuity aligns with the previous rater's assessment. Significant discrepancies require careful explanation.
Seek Guidance: If unsure about any aspect of the process, seek guidance from your chain of command or personnel specialist.

Common Mistakes to Avoid in a Letter of Continuity

Vague Statements: Avoid vague or generalized descriptions. Use specific examples to illustrate your points.
Inconsistencies: Ensure the letter aligns with previous assessments of the Soldier. Contradictory information weakens the overall evaluation.
Subjectivity and Bias: Maintain objectivity; avoid personal opinions or judgments.
Poor Formatting: A poorly formatted letter reflects negatively on the writer and the evaluation process.
Missing Key Information: Ensure all necessary information (dates, names, ranks, etc.) is included.

Conclusion

The Letter of Continuity is a critical component of the NCOER process. By understanding its purpose, key components, and best practices, you can ensure a fair and accurate evaluation of the Soldier's performance. Remember, clarity, objectivity, and precision are key to creating a compelling and effective Letter of Continuity. Paying close attention to detail will help avoid potential issues and contribute to a successful NCOER.

FAQs

1. Can I submit the Letter of Continuity electronically? This depends on your unit's specific procedures. Check with your personnel office for guidance on acceptable submission methods.

2. What if the previous rater is unavailable? Contact your personnel office or chain of command for guidance on handling this situation. You may need to rely on available documentation.

3. How long should a Letter of Continuity be? Aim for brevity and clarity. A concise, well-written letter is more effective than a lengthy, rambling one. Generally, one page is sufficient.

4. What happens if I miss the deadline for submitting the Letter of Continuity? Late submissions can negatively impact the NCOER process. Contact your chain of command immediately if you anticipate a delay.

5. Can I refer to previous performance reviews in the Letter of Continuity? While you can reference previous performance trends, the primary focus should be on the Soldier's performance during the specific period covered by the previous rater. Avoid simply summarizing past evaluations.


  letter of continuity ncoer: From One Leader to Another Combat Studies Institute Press, 2013-05 This work is a collection of observations, insights, and advice from over 50 serving and retired Senior Non-Commissioned Officers. These experienced Army leaders have provided for the reader, outstanding mentorship on leadership skills, tasks, and responsibilities relevant to our Army today. There is much wisdom and advice from one leader to another in the following pages.
  letter of continuity ncoer: Department of Defense Dictionary of Military and Associated Terms United States. Joint Chiefs of Staff, 1979
  letter of continuity ncoer: Army Leadership and the Profession (ADP 6-22) Headquarters Department of the Army, 2019-10-09 ADP 6-22 describes enduring concepts of leadership through the core competencies and attributes required of leaders of all cohorts and all organizations, regardless of mission or setting. These principles reflect decades of experience and validated scientific knowledge.An ideal Army leader serves as a role model through strong intellect, physical presence, professional competence, and moral character. An Army leader is able and willing to act decisively, within superior leaders' intent and purpose, and in the organization's best interests. 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 role of leader and subordinate. Being a good subordinate is part of being an effective leader. Leaders do not just lead subordinates--they also lead other leaders. Leaders are not limited to just those designated by position, rank, or authority.
  letter of continuity ncoer: A Historical Review and Analysis of Army Physical Readiness Training and Assessment Whitfield East, 2013-12 The Drillmaster of Valley Forge-Baron Von Steuben-correctly noted in his Blue Book how physical conditioning and health (which he found woefully missing when he joined Washington's camp) would always be directly linked to individual and unit discipline, courage in the fight, and victory on the battlefield. That remains true today. Even an amateur historian, choosing any study on the performance of units in combat, quickly discovers how the levels of conditioning and physical performance of Soldiers is directly proportional to success or failure in the field. In this monograph, Dr. Whitfield Chip East provides a pragmatic history of physical readiness training in our Army. He tells us we initially mirrored the professional Armies of Europe as they prepared their forces for war on the continent. Then he introduces us to some master trainers, and shows us how they initiated an American brand of physical conditioning when our forces were found lacking in the early wars of the last century. Finally, he shows us how we have and must incorporate science (even when there exists considerable debate!) to contribute to what we do-and how we do it-in shaping today's Army. Dr. East provides the history, the analysis, and the pragmatism, and all of it is geared to understanding how our Army has and must train Soldiers for the physical demands of combat. Our culture is becoming increasingly ''unfit, due to poor nutrition, a lack of adequate and formal exercise, and too much technology. Still, the Soldiers who come to our Army from our society will be asked to fight in increasingly complex and demanding conflicts, and they must be prepared through new, unique, and scientifically based techniques. So while Dr. East's monograph is a fascinating history, it is also a required call for all leaders to better understand the science and the art of physical preparation for the battlefield. It was and is important for us to get this area of training right, because getting it right means a better chance for success in combat.
  letter of continuity ncoer: US Army Physician Assistant Handbook , 2018 The Army physician assistant (PA) has an important role throughout Army medicine. This handbook will describe the myriad positions and organizations in which PAs play leadership roles in management and patient care. Chapters also cover PA education, certification, continuing training, and career progression. Topics include the Interservice PA Program, assignments at the White House and the Old Guard (3d US Infantry Regiment), and roles in research and recruiting, as well as the PA's role in emergency medicine, aeromedical evacuation, clinical care, surgery, and occupational health.--Amazon.com viewed Oct. 29, 2020.
  letter of continuity ncoer: Psyop U. S. Army, 2021-11 Written as a Top Secret US Army procedural manual and released under the Freedom of Information act this manual describes the step-by-step process recommended to control and contain the minds of the enemy and the general public alike. Within these pages you will read in complete detailed the Mission of PSYOP as well as PSYOP Roles, Policies and Strategies and Core Tasks. Also included are the logistics and communication procedures used to insure the right people get the right information.
  letter of continuity ncoer: The Sergeants Major of the Army , 2010
  letter of continuity ncoer: Twenty-Seven Articles T. E. Lawrence, 2011-04-02
  letter of continuity ncoer: The NCO Journal , 1996
  letter of continuity ncoer: Army Regulation AR 600-20 Army Command Policy July 2020 United States Government Us Army, 2020-07-26 This major revision to United States Army publication, Army Regulation AR 600-20 Army Command Policy July 2020, prescribes the policies and responsibilities of command, which include the Army Ready and Resilient Campaign Plan, military discipline and conduct, the Army Military Equal Opportunity (MEO) Program, the Army Harassment Prevention and Response Program, and the Army Sexual Harassment/Assault Response and Prevention (SHARP) Program.This regulation implements DoDI 1020.03, DoDI 1300.17, DoDI 1325.02, DoDI 1325.06; DoDI 1342.22; DoDI 5240.22, DoDI 5240.26, DoDI 5505.18; DoDI 6495.02; DoDI 6495.03, DoDD 1350.2, DoDD 6495.01, DoDD 5205.16 and DoDD 7050.06. Also, it prescribes the policy and responsibility of command, which include the Army Ready and Resilient Campaign Plan, military discipline and conduct, the Army Equal Opportunity Program, and the Army Sexual Harassment/Assault Response and Prevention Program. The 30-day advanced publication requirement has been waived because the revision implements previously published law, DoD directives and instructions, and Army directives that need to be consolidated and communicated to the field as soon as possible. This regulation applies to the Regular Army, the Army National Guard/Army National Guard of the United States, and the U.S. Army Reserve, unless otherwise stated. It also applies to all assigned, attached, or operationally controlled U.S. Army Corrections Command personnel, and all Army Corrections System prisoners incarcerated in Army Corrections System facilities. Chapters 6 and 7 and appendix E apply to members of the Army National Guard of the United States when on active duty Title 10 orders, for 30 days or more. In all other cases, members of the Army National Guard are governed by regulations issued by the Chief, National Guard Bureau consistent with Chief, National Guard Bureau's authorities under 32 USC 110, 10 USC 10503, and DoDD 5105.77. It also applies where stated to Department of the Army Civilians. Portions of this regulation that prescribe specific conduct are punitive, and violations of these provisions may subject offenders to nonjudicial or judicial action under the Uniform Code of Military Justice. The equal opportunity terms found in the glossary are applicable only to uniformed personnel. AR 690-600 and AR 690-12 contains similar terms that are applicable to Department of the Army Civilians.
  letter of continuity ncoer: Army Leadership Department of the Army, 2012-09-15 Competent leaders of character are necessary for the Army to meet the challenges in the dangerous and complex security environment we face. As the keystone leadership manual for the United States Army, FM 6-22 establishes leadership doctrine, the fundamental principles by which Army leaders act to accomplish their mission and care for their people. FM 6-22 applies to officers, warrant officers, noncommissioned officers, and enlisted Soldiers of all Army components, and to Army civilians. From Soldiers in basic training to newly commissioned officers, new leaders learn how to lead with this manual as a basis. FM 6-22 is prepared under the direction of the Army Chief of Staff. It defines leadership, leadership roles and requirements, and how to develop leadership within the Army. It outlines the levels of leadership as direct, organizational, and strategic, and describes how to lead successfully at each level. It establishes and describes the core leader competencies that facilitate focused feedback, education, training, and development across all leadership levels. It reiterates the Army Values. FM 6-22 defines how the Warrior Ethos is an integral part of every Soldier's life. It incorporates the leadership qualities of self-awareness and adaptability and describes their critical impact on acquiring additional knowledge and improving in the core leader competencies while operating in constantly changing operational environments. In line with evolving Army doctrine, FM 6-22 directly supports the Army's capstone manuals, FM 1 and FM 3-0, as well as keystone manuals such as FM 5-0, FM 6-0, and FM 7-0. FM 6-22 connects Army doctrine to joint doctrine as expressed in the relevant joint doctrinal publications, JP 1 and JP 3-0. As outlined in FM 1, the Army uses the shorthand expression of BE-KNOW-DO to concentrate on key factors of leadership. What leaders DO emerges from who they are (BE) and what they KNOW. Leaders are prepared throughout their lifetimes with respect to BE-KNOW-DO so they will be able to act at a moment's notice and provide leadership for whatever challenge they may face. FM 6-22 expands on the principles in FM 1 and describes the character attributes and core competencies required of contemporary leaders. Character is based on the attributes central to a leader's make-up, and competence comes from how character combines with knowledge, skills, and behaviors to result in leadership. Inextricably linked to the inherent qualities of the Army leader, the concept of BE-KNOW-DO represents specified elements of character, knowledge, and behavior described here in FM 6-22.
  letter of continuity ncoer: Life as a Private Todd C. Helmus, S. Rebecca Zimmerman, Marek N. Posard, Jasmine L. Wheeler, Cordaye Ogletree, Quinton Stroud, Margaret C. Harrell, 2018 Who joins the Army, why, and how satisfied are they with their decisions? This study's portrayal of U.S. Army privates could serve as an educational tool for Army senior leadership, junior officers, noncommissioned officers, and prospective recruits.
  letter of continuity ncoer: AR 350-1 Army Training and Leader Development Headquarters Department of the Army, 2017-08-27 Army Regulation 350-1 is the keystone training regulation for all US Army units. This regulation is the source reference for all training conducted within units across the US Army. This continent 6x9 paperback is designed with commanders, executive officers, and company grade NCOs in mind for portability and ease of use.
  letter of continuity ncoer: National Guard Public Affairs Guidelines United States. National Guard Bureau, 1978
  letter of continuity ncoer: Army Training and Leader Development Department Army, 2012-12-06 This regulation prescribes policies, procedures, and responsibilities for developing, managing, and conducting Army training and leader development.
  letter of continuity ncoer: Training Units and Developing Leaders (ADRP 7-0) Department Army, 2012-11-16 Army Doctrine Reference Publication (ADRP) 7-0, Training Units and Developing Leaders, augments fundamental principles discussed in Army Doctrine Publication (ADP) 7-0, Training Units and Developing Leaders. Both ADP 7-0 and ADRP 7-0 support the doctrine established in ADP 3-0 and ADRP 3-0. Army units will face a complex operational environment shaped by a wide range of threats, allies, and populations. Rapid advances in communications, weapons, transportation, information technologies, and space-based capabilities make it a challenge to just stay even with the pace of change. Because Army units face a wide mix of challenges-from strategic to tactical-they must develop leaders to conduct unified land operations anywhere in the world in any operation across the conflict continuum. Army training prepares units and leaders to be successful through challenging, realistic, and relevant unit training and leader development at home station, at the combat training centers, and in the schoolhouses.
  letter of continuity ncoer: Domestic Support Operations , 1993
  letter of continuity ncoer: Annual Historical Summary Defense Documentation Center (U.S.), Defense Documentation Center (U.S.)., 1968
  letter of continuity ncoer: Army Leadership (ADRP 6-22) Department Army, 2012-09-28 Army doctrine reference publication (ADRP) 6-22 expands on the leadership principles established in Army doctrine publication (ADP) 6-22. ADRP 6-22 describes the Army's view of leadership, outlines the levels of leadership (direct, organizational, and strategic), and describes the attributes and core leader competencies across all levels. The principal audience for ADRP 6-22 is all leaders, military and civilian. Trainers and educators throughout the Army will also use this publication. Commanders, staffs, and subordinates ensure their decisions and actions comply with applicable United States, international, and, in some cases, host-nation laws and regulations. Commanders at all levels ensure their Soldiers operate in accordance with the law of war and the rules of engagement (see Field Manual [FM] 27-10). ADRP 6-22 uses joint terms where applicable. Selected joint and Army terms and definitions appear in both the glossary and the text. For definitions shown in the text, the term is italicized and the number of the proponent publication follows the definition. The use of the term influence throughout this publication reflects the definition of common English usage the act or power of producing an effect without apparent exertion of force or direct exercise of command, as distinct from the usage outlined in FM 3-13. It is contrary to law for DOD to undertake operations intended to influence a domestic audience; nothing in this publication recommends activities in contravention of this law. ADRP 6-22 applies to the Active Army, Army National Guard/Army National Guard of the United States, and United States Army Reserve unless otherwise stated.
  letter of continuity ncoer: Using Unit Supply System United States. Department of the Army, 1982
  letter of continuity ncoer: Joint Vision 2020 , 2000 Joint Vision 2020 is the conceptual template for how we will channel the vitality of our people and leverage technological opportunities to achieve new levels of effectiveness in joint warfighting.
  letter of continuity ncoer: The GAMe Robert D. Shadley, 2013-04-01 Aberdeen Proving Ground, Maryland, 1996: The U.S. Army's most extensively reported sexual abuse scandal on record is uncovered by Major General Robert Shadley. Known as GAM, or Game ala Military, an entire network of senior male instructors is in competition to sexually assault and exploit the young female trainees in their charge. Immersed in a battle unlike anything he'd been trained to fight, Shadley must unravel the game, bring the players to justice, and get help for a record number of victims. Now retired, Major General Shadley continues to advocate for the estimated 19,000 military service members who are sexually assaulted each year. In this gripping story, he sheds light on a problem that's still sadly far from being solved, and provides lessons in real leadership through crisis.
  letter of continuity ncoer: Godoberi A. E. Kibrik, Sergeĭ Georgievich Tatevosov, Alexander Eulenberg, 1996
  letter of continuity ncoer: Annual Command History United States. Army Materiel Command, 1995
  letter of continuity ncoer: Construction Equipment Supervisor United States. Department of the Army, 1979
  letter of continuity ncoer: Leader Development (FM 6-22) Headquarters Department of the Army, 2019-09-17 Army leaders are the competitive advantage the Army possesses that technology cannot replace nor be substituted by advanced weaponry and platforms. Today's Army demands trained and ready units with agile, proficient leaders. Developing our leaders is integral to our institutional success today and tomorrow. It is an important investment to make for the future of the Army because it builds trust in relationships and units, prepares leaders for future uncertainty, and is critical to readiness and our Army's success. Leader development programs must recognize, produce, and reward leaders who are inquisitive, creative, adaptable, and capable of exercising mission command. Leaders exhibit commitment to developing subordinates through execution of their professional responsibility to teach, counsel, coach, and mentor subordinates. Successful, robust leader development programs incorporate accountability, engagement, and commitment; create agile and competent leaders; produce stronger organizations and teams...
  letter of continuity ncoer: From Reveille to Retreat, the Journey of a Lifetime The United States Army, Karen Bailey, Wendy Brzezinski, 2015-02-28 From Reveille to Retreat, the Chaplain spouse authors have culminated years of experience to offer you a glimpse into the world of the Chaplain spouse from walking onto post for the first time to retirement. Through their insightful and poignant sharing, they have brought together a vast wealth of knowledge, filled with information, stories, humor, and sage advice. The Chaplain spouses of the Chaplain Corps have shared their hearts with you.
  letter of continuity ncoer: The U.S. Army Leadership Field Manual The Center for Army Leadership, 2004-03-21 How the world's most dynamic organization prepares its leaders for battle, with valuable insights for today's business arena For mor than 50 years, The U.S. Army Leadership Field Manual has provided leadership training for every officer training program in the U.S. Army. This trade edition brings the manual's value-based leadership principles and practices to today's business world. The result is a compelling examination of how to be an effective leader when the survival of your team literally hangs on your decisions. More than 60 gripping vignettes and stories illustrate historical and contemporary examples of army leaders who made a difference. The U.S. Army Leadership Field Manual also provides: A leadership approach based on the army's core principles of Be, Know, Do Hands-on lessons to enhance training, mentoring, and decision-making skills Chapters that focus on the different roles and requirements for leadership
  letter of continuity ncoer: Sexual Assault in the Military U. S. Commission on Civil Rights, 2016-04-28 The U.S. Commission on Civil Rights chose to focus on sexual assault in the U.S. military for its annual 2013 Statutory Enforcement Report. This report examines how the Department of Defense and its Armed Services-the Army, Navy, Marine Corps, and Air Force (the Services)-respond to Service members who report having been sexually assaulted (victims) and how it investigates and disciplines Service members accused of perpetrating sexual assault (perpetrators). This report also reviews how the military educates Service members and trains military criminal investigators and military lawyers about sexual assault offenses. The topic is both relevant and timely, as Congress is currently considering ways to address this issue. The Commission has authority to examine questions related to sexual assault in the military because the issues involve both sex discrimination and the denial of equal protection in the administration of justice.
  letter of continuity ncoer: The United States Court of Military Appeals United States. Court of Military Appeals, 1965
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