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NCOER Letter of Continuity: A Comprehensive Guide
Are you an Army leader tasked with writing a NCOER (NCO Evaluation Report) letter of continuity? This seemingly simple document can be surprisingly complex, requiring careful attention to detail and a precise understanding of Army regulations. This comprehensive guide will equip you with the knowledge and structure needed to craft a professional, accurate, and impactful NCOER letter of continuity, ensuring a seamless transition in the rating process. We’ll cover everything from the purpose and essential components to best practices and common pitfalls, providing you with a clear pathway to success.
Understanding the Purpose of an NCOER Letter of Continuity
The NCOER letter of continuity serves as a vital link, maintaining the integrity and accuracy of a soldier's performance evaluation when a rater change occurs mid-rating period. It bridges the gap between the previous rater and the new one, ensuring a consistent and fair assessment of the rated soldier's performance. This critical document prevents any breaks in the evaluation process and avoids potential inconsistencies or biases. Its main purpose is to provide the new rater with all the necessary information to continue the evaluation accurately and objectively.
Essential Components of a Well-Written NCOER Letter of Continuity
A successful NCOER letter of continuity needs to contain several key pieces of information:
#### 1. Identifying Information:
Dates: Clearly state the start and end dates of both the previous rater's observation period and the new rater's observation period. This provides context for the overall rating period.
Names and Ranks: Include the full names and ranks of the rated NCO, the previous rater, and the new rater. Accuracy is paramount here to avoid any confusion.
Unit Designations: Specify the units in which the rated NCO served under each rater.
#### 2. Summary of Performance:
Concise Overview: Provide a brief, yet comprehensive summary of the NCO's performance during the previous rater's observation period. This shouldn't be a verbatim repetition of the previous rater's comments but rather a concise synthesis.
Key Accomplishments: Highlight significant accomplishments, contributions, and notable achievements during this period.
Areas for Improvement: Objectively mention any identified areas where the NCO needed improvement and the steps taken to address them. Focus on facts and observable behaviors.
#### 3. Transition and Continuity:
Rationale for Change: Briefly explain the reason for the rater change. This should be factual and professional, avoiding any subjective opinions.
Overlap Period: Describe any overlap period between the previous and current rater. This helps the new rater understand the context of their observations.
Continuity of Observations: Emphasize the continuity of performance observations from the previous rater's period to the new rater's period.
#### 4. Supporting Documentation:
Reference to Previous Reports: Mention any relevant supporting documents, such as previous performance evaluations or other relevant records.
Attached Documents: If any documents are attached, list them explicitly.
Best Practices for Writing an Effective NCOER Letter of Continuity
Use Clear and Concise Language: Avoid jargon and overly technical language. Maintain a professional and objective tone throughout.
Focus on Observable Behaviors: Base your observations on concrete evidence and avoid subjective opinions or personal biases.
Maintain Consistency: Ensure that your summary aligns with the previous rater's assessment, highlighting the continuity of the evaluation process.
Proofread Carefully: Thoroughly proofread your letter for any grammatical errors, typos, or inconsistencies before submitting it.
Common Pitfalls to Avoid
Inconsistent assessments: Significant discrepancies between the previous and new rater's assessments can negatively impact the overall evaluation.
Lack of detail: Failing to provide sufficient detail in the summary of performance can leave the new rater with an incomplete picture of the NCO's abilities.
Subjective opinions: Including subjective opinions rather than objective observations can undermine the credibility of the letter.
Poor organization: A poorly organized letter can confuse the new rater and make it difficult to understand the NCO's performance.
Conclusion
Creating a thorough and accurate NCOER letter of continuity is crucial for ensuring a fair and consistent evaluation of an NCO's performance. By following the guidelines outlined above, you can create a document that effectively bridges the gap between raters, maintaining the integrity of the evaluation process and providing a clear picture of the soldier's capabilities. Remember, precision and objectivity are key to a successful NCOER letter of continuity.
FAQs
1. What happens if I forget to submit a letter of continuity? Failure to submit a letter of continuity can result in delays in the evaluation process and potential inconsistencies in the final rating.
2. Can I include personal opinions in the letter of continuity? No, the letter should focus solely on objective observations and documented performance.
3. How long should a letter of continuity be? While there's no strict length requirement, aim for brevity and clarity; a well-structured letter can be completed within a page.
4. What if the previous rater's assessment was significantly negative? Even with negative assessments, the letter should maintain objectivity and focus on factual observations. Highlight any progress or improvements made by the NCO.
5. Who should I consult if I have questions about writing a letter of continuity? Your chain of command or your unit's S1 shop are excellent resources for guidance and clarification.
| ncoer letter of continuity: 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. |
| ncoer letter of continuity: Department of Defense Dictionary of Military and Associated Terms United States. Joint Chiefs of Staff, 1979 |
| ncoer letter of continuity: 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. |
| ncoer letter of continuity: 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. |
| ncoer letter of continuity: 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. |
| ncoer letter of continuity: 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. |
| ncoer letter of continuity: 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. |
| ncoer letter of continuity: The Sergeants Major of the Army , 2010 |
| ncoer letter of continuity: The NCO Journal , 1996 |
| ncoer letter of continuity: 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. |
| ncoer letter of continuity: National Guard Public Affairs Guidelines United States. National Guard Bureau, 1978 |
| ncoer letter of continuity: Twenty-Seven Articles T. E. Lawrence, 2011-04-02 |
| ncoer letter of continuity: 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. |
| ncoer letter of continuity: 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. |
| ncoer letter of continuity: 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. |
| ncoer letter of continuity: 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. |
| ncoer letter of continuity: 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. |
| ncoer letter of continuity: Annual Historical Summary Defense Documentation Center (U.S.), Defense Documentation Center (U.S.)., 1968 |
| ncoer letter of continuity: Domestic Support Operations , 1993 |
| ncoer letter of continuity: Using Unit Supply System United States. Department of the Army, 1982 |
| ncoer letter of continuity: 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. |
| ncoer letter of continuity: 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... |
| ncoer letter of continuity: Annual Command History United States. Army Materiel Command, 1995 |
| ncoer letter of continuity: Godoberi A. E. Kibrik, Sergeĭ Georgievich Tatevosov, Alexander Eulenberg, 1996 |
| ncoer letter of continuity: 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. |
| ncoer letter of continuity: Construction Equipment Supervisor United States. Department of the Army, 1979 |
| ncoer letter of continuity: 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 |
| ncoer letter of continuity: Operations (ADP 3-0) Headquarters Department of the Army, 2019-09-27 ADP 3-0, Operations, constitutes the Army's view of how to conduct prompt and sustained operations across multiple domains, and it sets the foundation for developing other principles, tactics, techniques, and procedures detailed in subordinate doctrine publications. It articulates the Army's operational doctrine for unified land operations. ADP 3-0 accounts for the uncertainty of operations and recognizes that a military operation is a human undertaking. Additionally, this publication is the foundation for training and Army education system curricula related to unified land operations. The principal audience for ADP 3-0 is all members of the profession of arms. Commanders and staffs of Army headquarters serving as joint task force (JTF) or multinational headquarters should also refer to applicable joint or multinational doctrine concerning the range of military operations and joint or multinational forces. Trainers and educators throughout the Army will use this publication as well. |
| ncoer letter of continuity: 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. |
| ncoer letter of continuity: 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. |
| ncoer letter of continuity: The United States Court of Military Appeals United States. Court of Military Appeals, 1965 |
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The SOP/Continuity Book should also have the emergency contact numbers for Military Police, Protocol Office, and Department of Public Works (DPW) readily available. ... and last NCOER. …
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Managing Enclosures (UPDATED) - Human Resour…
Note: A Letter of Referral can only be attached when negative comments are on the evaluation, as noted by a “YES” response for negative comments by Rating Officials. U.S. Army Human …
UNITED STATES MARINE CORPS - Marine Corps Air G…
The letter of continuity will be prepared in letter format with a proposed SOA enclosed, citation, and forwarded under separate cover to the individual’s new reporting senior. Enclosure (5) …
Unit Movement Officer (UMO), Part III, Appendix A …
7. Maintain an updated UMO turn-over or continuity folder. 8. Ensure unit cargo is marked and cleared for movement IAW Appendix H and DTR Part II, Cargo Movement. 9. Help …
Example Letter Of Continuity Army Ncoer (20…
Ncoer Letter Of Continuity - netsec.csuci.edu Understanding the Purpose of an NCOER Letter of Continuity The NCOER letter of continuity serves as a vital link, …
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Mar 26, 2024 · 2 2 Example Letter Of Continuity Army Ncoer 2021-08-14 from World War II through Operation Iraqi Freedom focusing on deep maneuver in terms of time, space and purpose.
INFORMATION PAPER SUBJECT: Relief for Cause 1…
Letter 15, date 18 April 2006). II. Colonels or lieutenant colonels in command positions and CSMs will not be relieved until the appropriate USAREUR major subordinate …
