end of tour nam write up

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The Marine Corps has a ‘participation award’ problem

It's the season of participation trophies, although the preferred nomenclature is the “end of tour” award.

By Brent Kreckman | Published Dec 10, 2021 11:59 AM EST

• Military Life

It’s that time of year again for the devil dogs across the country. For the past few months, tailor shop lines were out the door, inspections of uniforms only worn a handful of times popped up repeatedly on the training schedule, and the inevitable comparison, perhaps judgment for some, of “chest candy” began in earnest. For the newest Marines, it’s as simple as putting a National Service Defense medal next to a Global War on Terrorism medal in the proper order. But for those having recently changed duty stations or units, there is the scramble to update their awards “stack” with all the new participation trophies the Marine Corps doled out. Although I think the preferred term is the “end of tour” award.

In fact, the Pentagon is so aware that the majority of awards are given at the end of a tour with a unit that they issue an administrative message to warn us all. This year it came out in February, titled “ MILITARY AWARDS GUIDANCE FOR THE 2021 PERMANENT CHANGE OF STATION SEASON .” This is how commonplace, for what was long considered the most stringent service branch regarding awards, it has become to give Marines the ol’ “atta boy” or a “thanks for coming out” or even the occasional, “good job not getting fired” award. Come moving season each year, company-grade officers, noncommissioned officers, and Staff Sergeants alike will get their Navy Achievement Medals. Field grade officers, gunnery sergeants, and “Tops” will get their Navy Commendations. Commanders and Sergeants Major will get their Meritorious Service Medals standing in front of their whole unit on the way out the door. And of course, those with eagles or stars on their collars will receive Legions of Merit or Distinguished Service Medals. You can almost picture the Birthday Balls and Marines squeezed into their Dress Blues with their fresh new medals, double-fisting Coors Lights, walking into a ballroom, taking a look at each other’s “stack,” and saying… “Meh.”

It may be a colorful and generic description, but there’s a vein of truth that Marines all tacitly know. The truth is that many awards don’t mean much anymore to the average Marine. 

Do any awards matter?

Not all awards are meaningless, of course. That same “stack” at a birthday ball could reasonably be dissected into four categories, two of which still hold strong value to Marines or serve a useful purpose. 

Second to none amongst Marines are the combat and valor awards. Medals of Honor, Navy Crosses, Silver Stars, Distinguished Flying Crosses, and any award with a “V” device automatically garner attention and deference from Marines. This is due to strict and tightly controlled requirements to earn such rare and combat-oriented awards. The Combat Action Ribbon has a similar effect, although there has been a diluting of its value in some circles due to a perceived loosening of awarding requirements during Operations Enduring Freedom and Iraqi Freedom. This feeling that the CAR was watered down comes from whole units being blanket issued the ribbon in theater or stories of an IED hitting one vehicle in a convoy and the entire convoy receiving it, rather than it being issued specifically to individuals involved in direct action against the enemy.

The next useful category could best be described as a visual resume. Campaign awards give other service members a condensed overview of where you have been and, to some degree, how long you have served. Our senior-most staff can still be seen with Operation Desert Shield medals, while many career-level Marines have OEF and OIF medals. A limited number of Marines continue to receive the Operation Inherent Resolve medal, while those Marines serving on MEUs may receive a Humanitarian Service Medal for conducting disaster relief. Additionally, you can tally the number of deployments someone has been on by the number of stars on their Sea Service Deployment ribbon or tell if they spent time in Korea by the Korean Defense Service Medal. Ultimately, these awards can give a Marine a sense of someone’s experience level or at least provide common ground when striking up a conversation.

The third category is an odd set of awards that are seemingly neutral in value: unit citations. These can be Presidential, Navy, and Meritorious Unit Citations or various joint awards. Assuming the award isn’t one of the dozens given to a Headquarters or Joint Staff that is patting themselves on the back, these awards can actually take years to approve and requires vigilant monitoring of MARADMIN “Awards Updates” for notification. Some MEUs find themselves receiving awards two or more years after disbanding. For example, according to MARADMIN 114/21 released on March 4, 2021, HMLA-269 is finally receiving a Meritorious Unit Commendation… from 2012 . This absurd awarding timeline coupled with a general desire to avoid awkwardly asking about someone’s ribbons relegates these awards to overall neutrality, possibly obsolescence.

Finally, we have the fluff awards. These awards are generally disregarded unless they have a special device, such as the “V” for valor, “R” for remote, or “C” device for effect in a combat area, indicating something out of the ordinary occurred to receive them. These include the NAMs, Navy Comm’s, MSMs, and every brand of medal using the words “Distinguished” or “Superior” in their title. These are the awards that have been so over-issued and watered-down that command photos of our highest officers could be mistaken for old Soviet generals . These are the participation trophies of the military and everyone knows it. But how did they become so diluted that they feel irrelevant?

Is it really a problem?

What would you think if you saw a staff noncommissioned officer or a field grade officer without a personal award? At first, it may seem odd. “How did that happen?” you might ask. Perhaps you may be more direct: “They must have pissed someone off” or “They must not be very good.” Those thoughts don’t come up because the person is actually bad at their job or has an off-putting personality, those thoughts arise because of a learned expectation. We expect that if you stay active duty long enough, you’re bound to eventually get an award. It’s not a question of if they performed well, it’s really just a matter of time and rank. I’d argue this expectation is so developed that matching specific awards with certain ranks is as predictable as following an MOS road map. 

This creates a perception that personal awards are less about doing specific noteworthy actions and more about crossing a career threshold without upsetting your superiors along the way. For instance, it has become all too common that if someone does their job adequately over a single tour, just summarize the highlights of their Fitness Reports, add some flourish to the wording, and submit it up the chain. Those individuals may have legitimate “Impact” award-worthy material in that same write-up, but their noteworthy actions get diluted among the rest of the material for their “End of Tour” award. Even more offensive, an individual could deserve a higher level award, but their unit’s awards board imposes its own restrictions on who can earn what. Most commonly, units restrict the maximum level of award an individual can receive based solely on their rank and not their merit. 

Perhaps some of this is unintentional. S-1 administrative shops across the fleet are perpetually swamped with policies, programs, pay issues, and other administrivia that are, quite frankly, more important than someone’s personal award. So it stands to reason, the most convenient method with the simplest deadline for ensuring people get awarded is to catch them as they are out-processing. Plus, adding multiple years to the window of the award ensures there is plenty of material to meet the minimum justification. An added kicker of convenience, particularly amongst officers, is that while an individual is writing the form containing a list of responsibilities and accomplishments for their final FITREP, they are perfectly poised, and sometimes asked, to write their own Summary of Action for an award. Now, the Reporting Seniors can more conveniently submit for awards without having to think too critically about what their Marines have done to actually deserve one. They don’t even have to consider the type of award if the unit policy limits awards based on rank. It’s just easier this way. The end result, the “Impact” awards for truly meaningful accomplishment become the drastic minority when compared to the “End of Tour” awards, at least by perception, and the value of personal awards overall continues to tank.

What do we do about it?

Some might say we can fix this by tightening the reins or modifying the awards themselves. For example, in 2017 with MARADMIN 665/17 , the Marine Corps added the “C” and “R” devices to better recognize combat-related activities but also chose to clarify Bronze Star criteria . Specifically, it stated that the Bronze Star is to be awarded to those who were “either personally exposed to hostile action, or [were] at significant risk of exposure to hostile action.” This clarification was largely thanks to the excessive issuing of the Bronze Star during OEF and OIF as an end of tour award across all branches, even if the individuals were not actually exposed to or at significant risk of enemy action. 

Specifically, between 2002 and 2004, the Marine Corps awarded 701 Bronze Stars, the Air Force awarded 2,425 in total, and the Army issued a ridiculous 17,498 Bronze Stars between the wars in Iraq and Afghanistan. For perspective, the Army is habitually more than double the size of the Corps; at its peak in 2009 the Corps had 203,000 Marines compared to the Army’s 549,000 soldiers. Yet the Army awarded 25 times more Bronze Stars than the Marines. By 2007 the Army would award more than 50,000 non-valor Bronze Stars and almost 1,700 Bronze Stars with a “V.”  While the Marine Corps is generally regarded as “stingy” with its combat awards when seeing those numbers, it’s obvious why the Marine Corps would attempt to modify and clarify its combat awards to prevent similar inflation.

However, that example falters as a method of how to fix personal awards since the Bronze Star maintains its original conditions-based restrictions. By simply enforcing and clarifying a very specific set of criteria, the Bronze Star’s clout can be restored and maintained. Non-valor personal awards, on the other hand, have had no such conditions-based requirement and as such are open to expansion and abuse, hence their propensity to be used for End of Tour, “feel good” purposes. If these awards are systemically problematic and prone to inflation, perhaps we shouldn’t be afraid to downsize or outright eliminate our excess and broken programs.

This year we saw the rollout of the Junior Enlisted Performance Evaluation System (JEPES) system for evaluating junior Marines in a far more objective manner than ever before. Implementing JEPES was a decisive step in eliminating the notorious issue of proficiency and conduct score inflation. Historically, whether scores were inflated was entirely up to individual commands and trusting that other commands were holding to the standard as well. Regardless of how well commands across the Corps maintained scoring standards, the concern for and stigma of inflation stuck until the system was eliminated. Like Pros and Cons, it’s time we scrap participation trophies from our culture and focus on awarding Marines truly deserving of recognition, not just because it’s PCS season.

If we are unable to police ourselves and award only to those truly outstanding individuals or for events that deserve accolades, then perhaps we should scrap them altogether. Eliminating excessive awards would alleviate unnecessary paperwork and time spent on awards boards, let alone the amount of time people spend actually writing and screening Summaries of Action and Citations for submission. In addition to lifting the burden on lower command administration, promotion and career boards would no longer be distracted evaluating individuals by how many personal awards they do or don’t have and instead focus on the actual performance of their duties. We, as an organization, are wasting valuable time on meaningless awards that could be better spent elsewhere.

If elimination of awards is too extreme or, more realistically, not feasible as they are governed by a higher Navy authority, then perhaps the next option is to restrict availability. Currently, NAMs are awarded by O-5 level commanders with no limits on quantity. By restricting commanders to a set number in a given fiscal year, it would force not only higher scrutiny by the awarding authority but an increase in the quality of submissions. For higher awards that already have limits on quantity, those restrictions could be tightened further. For instance, should every battalion or squadron commander receive a Meritorious Service Medal for successfully finishing a tour as a commanding officer? What would happen if Regiments or Groups had to recommend top commanders within a set timeframe? Regardless of the specifics, increasing restrictions on how many awards of a given type can be issued within a designated time frame would logically result in commands recognizing the true top performers and begin to return value to personal awards.

Ultimately, we need to honestly evaluate if the current processes of recognizing our Marines are truly value-added. But if the likes of Chesty Puller and Smedley Butler could excel through their careers with less than three non-valor personal awards from the U.S. Military, perhaps going through a career without three NAMs, a Navy Commendation, an MSM, and DSM isn’t too tall of an order. 

Capt. Brent “Wheeler” Kreckman is currently the Air Officer for 3rd Battalion, 3rd Marine Regiment with multiple deployments in Central Command and Pacific Command over his 12 years of active service. The opinions expressed are his and do not reflect or represent any official position of his commands, the US Marine Corps, or the Department of Defense.

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FITREP & Eval Writing Guide

The online Guide for getting the Performance Grades you Deserve.

Navy Writer

Navy eval, award, and other writing examples, navy commendation medal summary of action examples.

Avoid generalities and excessive use of superlatives. Present an objective summary, giving specific examples of the performance and the manner in which it was accomplished, together with the results and benefits derived. The amount of detail and supporting documentation required depends upon the circumstances and the nature of the award being recommended; in general, a single page will suffice. When additional space is required, add sheets of standard size paper; however, use continuation pages sparingly. Ref NAVSEAINST 1650.1H, 31 Jul 09.

Ref: SECNAVINST 1650.1H, Navy and Marine Corps Awards Manual

Ref: OPNAV 1650/3, Personal Award Recommendation

Researched and compiled all the information need to write the Standard Operating Procedure (SOP) for the procedure room in the ortho clinic, by collaborating with Dr. Tintle, Dr. Potter, and HM2 Macias. Outsourcing the cases from the MOR to the ortho clinic is a cost saving of $4,000 each procedure because the resources that are normally used in the MOR are vastly reduced and eliminates any additional delays. The process is expedited because general anesthesia is not needed to perform minor procedures.

FORCE HEALTH PROTECTION LEADING PETTY OFFICER AND COMMAND LIMITED DUTY COORDINATOR, CRYPTOLOGIC WARFARE GROUP SIX, FORT MEADE, MARYLAND FROM JUNE 2015 TO JUNE 2018. PETTY OFFICER JONES EXHIBITED EXCEPTIONAL LEADERSHIP TO 12 MULTI-SERVICE PROVIDERS AND 8 CORPSMAN THAT PROVIDED MEDICAL AND ADMINISTRATIVE SUPPORT TO 5,000 PLUS PERSONNEL COVERING 15 DIFFERENT COMMANDS. HIS PROFESSIONALISM INFLUENCED THE EXECUTION OF 3,500 PERIODIC HEALTH ASSESSMENTS, 15,000 VACCINATIONS, 800 DEPLOYMENT SCREENINGS, AND 785 MEDICAL REENLISTMENT APPROVALS WHICH RESULTED IN THE OVERALL MEDICAL READINESS IMPROVEMENT OF 84% TO 93%.

AS DECK DEPARTMENTS'S LEADING PETTY OFFICER, HE PROVIDED EXTRAORDINARY LEADERSHIP TO 58 PERSONNEL, KEEPING A RELENTLESS FOCUS ON PROFESSIONAL DEVELOPMENT DEVOTING COUNTLESS TIME AND ENORMOUS EFFORT TO SAILOR DEVELOPMENT, QUALIFYING 80 JUNIOR SAILORS IN UNDERWAY WATCHES, 14 CRANE OPERATORS, AND 25 CRANE SIGNALMEN, FOUR MASTER HELMSMEN. IN THE ABSENSE OF THE CCC HE MANAGED THE COMMANDS CAREER WAYPOINT SYSTEM SO NO SAILOR MISSED A LOOK. AS DECK DEPARTMENTAL CC HE WAS DIRECTLY RESPONSIBLE FOR 110 CAREER DEVELOPMENT BOARDS, 12 RE-ENLISTMENTS THE HIGHEST RETENTION RATE ONBAORD, AND 60 CAREER WAYPOINT APPLICATIONS, WITH AN 85 PERCENT APPROVAL RATE THAT RESULTED IN 10 ADVANCEMENTS TO PETTY OFFICER THIRD CLASS PETTY OFFICER. HIS COUNTLESS HOURS AS RPPO WERE DIRECTLY RESPONSIBLE FOR THE ORDERING AND TRACKING OF OVER $350,000 OF MISSION ESSENTIAL EQUIPMENT FOR FORT MCHENRY'S INSURV, MOB-S, AMW, SAR, AND AVIATION CERTIFICATIONS.

CDR Loza has demonstrated sustained performance while serving as the Chief Staff Officer for Naval Cooperation and Guidance for Shipping, Chicago from 24 January 2016 to 06 November 2016, ensuring the critical Line of Operation for NAVCENT/FIFTH Fleet achieves its operational objectives.

- Upon his return from a susccesful deployment, he came onboard and inmediately hit the ground running. With no previous NCAGS experience, He adapted to the unit in a direct operational support capacity to COMUSNAVCENT, responsible for the planning and coordination for over 500 man-days of operational support to the fleet.

- Shortly after reporting to NCAGS, he quickly attained all required OCONUS prerequisite requirements to assume increased responsibility during IMCMEX 2016. During International Mine Counter Measure Exercise 2016, while in the exercise ramp up phase he developed a detailed training presentation for merchant mariners, industry representatives, UKMTO members, DESRON 50 staff and foreign military officers. He was the Officer In Charge of Shipping Control Team Fujairah, completing three port assessments, including coordination with Coastal Riverine Squadron for tug and pilot boat vetting and pier sweeps.

- He helped build relationships with key personnel from UAE Military and Civilian Staff. CDR Loza met with local shipping agents from Fujairah's own Gulf Agency Company and Fujairah's Deputy Operations Manager and Port Security Officer to discuss security matters of crew joining and departing vessels in the area as well as safety of vessels within Fujairah waters. FUJ SCT went out of their way to travel outside Fujairah and establish relations with nearby Port of Khor Fakkan Administration Manager to discuss involvement in future exercises.

- His positive attitude was a major contributor in developing and sustaining relationships with merchant industry, U.S. Navy Port Operations, NCIS, private security detachments and local logistics/immigration specialists. CDR Loza has been a significant asset to the NCAGS unit, bringing vast leadership ability and widespread knowledge of Strategic Sealift Operations.

- Ensured that NCAGS Chicago achieved more than 80% mobilization ready during this period as the Chief Staff Officer.

CDR Loza has consistently ensured that NAVCENT NCAGS mission never fails. His leadership, teamwork and perseverance provided a model for other Reserve unit Chief Staff Officers to follow.

For meritorious service while serving as Staff Nurse, Neonatal Intensive Care Unit at Walter Reed National Military Medical Center Bethesda, MD from 25 JUL 2013 to 31OCT2016. LT Tranquillo exemplified exemplary leadership and devotion to duty assuming the responsibilities of Charge Nurse, Transport Nurse, Conscious Sedation and Education Training Officer, Unit Practice Council Chair and Co-Chair, ACLS Instructor and Staff Preceptor.

- At the unit level he asserted his leadership ability by being the only military personnel to be selected as a permanent Charge Nurse by his leadership team and peers while also becoming certified to assume prehospital duties as a Neonatal Transport Nurse greatly improving his versatility and skillset. - LT Tranquillo assumed the collateral duty as the Conscious Sedation and Education and Training Officer for the Neonatal Intensive Care Unit (NICU). He expertly managed the credentialing of all 48 staff members while devoting additional hours for compliance auditing of training records, coordination of sedation training, fulfilling organizational requirements and ensuring compliance for accreditation. - As a leader of the NICU Unit Practice Council he completed the evidenced based practice research workshop and promptly formulated and implemented a clinical tool used for humidification weaning in neonates to improve patient outcomes. As Chair and Co-Chair of the Unit Practice Council he directly contributed to the implementation of the NANN Essentials of Neonatal Nursing Orientation Lecture Series which fundamentally changed the way staff would be oriented providing a tested, comprehensive, evidenced based curriculum to effectively make the transition from novice to expert. - In response to organizational needs he became an ACLS Instructor teaching and certifying 80 students and teaching 4 classes enhancing the readiness and capability of WRNMMC delivering world class care to our patients. - Leveraging his exemplary interpersonal skills and knowledge of Neonatal Critical Care LT Tranquillo became a primary preceptor for 3 LPN students and 2 novice NICU nursing staff throughout their orientation period. In response to organizational needs he also was sent on temporary assignment to the WRNMMC Pediatric Intensive Care Unit for 30 days where he performed independently and expertly cared for the critically ill pediatric inpatients. In addition, he participated in COMFEX 16.3 with the USS COMFORT moored in Norfolk, VA testing and evaluating readiness for deployment during a 5 day workup from 20JUN2016 to 24JUN 2016. - Volunteering to assume a role representing military staff as a NICU Reunion Committee Representative LT Tranquillo effectively lead our community outreach initiative geared to former patients and family members of the WRNMMC NICU. His continued participation in this annual event directly contributed to its success and efficiency in feeding and entertaining over 150 NICU staff members, patients, and families.

Throughout his time at WRNMMC LT Tranquillo has always exploited opportunities to enhance his nursing and professional development. He completed the Neonatal Stabilization Course (S.T.A.B.L.E.), cross-trained to the Pediatric Intensive Care Unit and the Maternal Infant Care Center, attained certification in Advanced Cardiac Life Support, Pediatric Advanced Life Support, Trauma Nurse Core Course, Neonatal Resuscitation.

- Supervised 14 Security Reaction Force Basic classes resulting in 396 Security Reaction Force Basic graduates, conducted 3 Crew Served weapons shoot at Camp Pendleton qualifying 76 M2HB and M240 gunners enabling NEVERSAIL to have three duty sections during move aboard, the first LPD built that was not in two sections. Additionally, enabled NEVERSAIL to maintain six duty sections by having 98% of armed watch standers qualified in Security Reaction Force Basic.

- Maintained a high level of personnel readiness in terms of Antiterrorism Force Protection by having 6 Antiterrorism Training Supervisors (NEC 9501): 300% above the requirement; three crew served weapons instructors: 300% above the requirement; four Administrative Laser Safety Officers: 200% above the requirement; 352 Security Reaction Force Basic graduates: 232% above the requirement; and 142 Security Reaction Force Advanced graduates: 276% above the requirement.

- Serving as the Primary AT TRASUP and the Assistant Antiterrorism Officer, expertly led more than 330 Antiterrorism Force Protection drills, qualified 120 crew on the LA9P, 210 crew on the LRAD, 234 on MK 135 Pencil flares, leading up to NEVERSAIL's Antiterrorism certification in support of move aboard, resulting in a score of 99% on Antiterrorism 1.1 and 99.6% on Antiterrorism 1.4., C3F Spot inspection score of 98.6%, ESG 3 Spot inspection score of 95%, with only minor discrepancies and earning accolades from NEVERSAIL's Type Commander.

- Serving as the Chief Master-At-Arms, his dedication to duty resulted in 28 administrative separations, 51 criminal investigations, 62 report chits, 187 minor offense Incident Complaint Reports, 120 returned high value items and 5 VWAP case dispositions.

- As the Security Officer he coordinated, planned and executed 4 General Public Visits; to include USS NEVERSAIL's commissioning ceremony which included the attendance of the CNO and the Commandant of the Marine Corps at Penn's landing Pennsylvania. The San Diego Fleet Week 2014, San Diego Fleet Week 2015 and the San Francisco Fleet Week 2015 screening and inspecting of 33,220 U.S. and Foreign national resulting in three apprehension/detention of 11 personnel of interest to NCIS, FBI and Homeland Security.

- Displaying unrivaled determination and technical expertise Chief SMITH was the first Antiterrorism Tactical Watch Officer aboard USS NEVERSAIL. He selflessly dedicated his personal time in planning, managing, and instructing all future Antiterrorism Tactical Watch Officer s in Tactics Techniques and Procedures immeasurably contributing in eleven junior officers obtaining their Surface Warfare Officer Qualification pins.

Spearheaded the completion of over 5,000 work orders ultimately leading to 98% IT readiness and zero interruption to patient care. Established the Terminal Area Security Officer (TASO) Command collateral duty. Expertly trained 70 civilians and Sailors, decreasing work order queue time by 60%. Aligned USNH Okinawa with an island-wide Enlisted Information Dominance Warfare Specialist Program ensuring all eligible participants were enrolled. Demonstrated superb initiative by initiating "Hanging Hope" and "Denim Day" during Sexual Assault Awareness month raising awareness to 500 Active Duty and beneficiaries and leading to the implantation throughout Navy Medicine.

HM2 Williams performed his demanding duties in an exemplary and highest professional manner, successfully managing over 4,500 medical lines items worth over 1.2 million and processing over 500 transactions worth 250,000. As material management Leading Petty Officer, HM2 Williams ensured that 15 medical departments were 100% medical ready at a moments notice.

As an Alternate Mail Officer, HM2 Williams coordinated, transported, and delivered 90 pallets of mail for over 159 Nato Role 3 MMU staff. HM2 Williams enhanced Command Morale by sorting and delivering 4,500 pounds of laundry for MMU personnal.

As Assistant DMLSS coordinator, HM2 Williams has supervised, trained and instructed 14 department supply liason in the process of ordering, executing and reciveing medical supplies from Defense Medical Logisitics Standard Support Program totalling over 500,000 worth of medical items from each department.

As a Nato Role 3 MWR PAO, HM2 Williams assisted with the public advertisement events for over 5 events hosted by the MWR committee. As part of the MWR flag detail, he contributed to the MWR funds by flying over 81 flags and raising more than $1600 in contributions.

Additionally, HM2 Williams assisted in the setup of 3 MWR sponsored events, 2 directorate farewells gatherings, 3 joint award ceremonies for Juliet Rotation, 1 Romanian Award ceremony, the setup for the 116 Hosptial Corpsman Ceremony and assited with 5 2014 NATO ROLE 3 DIRECTORATE CAPTAINS CUP events.

HM2 Williams, showed his willingness to help others beyond Nato Role 3 by providing PROVIDing COMKAF WITH 3 FULLY STOCKED MEDICAL BLACKHAWK BAGS FOR FLIGHT LINE EMERGENCY OPERATIONS and BASE KDR WITH 3 FULLY STOCKED MEDICAL BLACKHAWK BAGS FOR ECP MEDICAL EMERGENCY.

HM2 Williams, was recognized by his leadership and peers with a Certificate of Appreciation for being nominated as Service Member of The Month for 01May2014-31May2014

HM2 Williams with his selfliness to adapt and overcome in a field that is not his own rating, has taking on the role of a Logistic Specialist to the best of his ability.

LT Watts has proven himself to be a valuable member member of the PERS-4G team. In his role as Functional Manager for the Navy-Marine Corps Mobilization Processing System (NMCMPS), he Manages all technical aspects of the system, which primarily entails interfacing with key customers to include PERS, OPNAV, USFF, and various NMPS sites in order to determine how to improve NMCMPS to better suit their needs. This includes identifying shortcomings of the system, prioritizing system maintenance needs, and working with contracting personnel to ensure that NMCMPS is providing its key customers with the most efficient and effective experience possible within the constraints of the program. He also provided oversight to contract personnel on a wide range of technical issues to include maintenance, troubleshooting, reporting, and data interfaces with external systems. Directed the development of functional test plans required for COOP system testing. Provided leadership in the high-to-low transfer process improvement initiative, overseeing the implementation of the solution that corrects a long term system issue. Leads the effort to improve NMCMPS reporting capabilities. As NPRST test bed integration lead, provided guidance to contract personnel in working with NPRST to develop a suitable test environment for independent validation and verification (IV&V) of the NMCMPS system. Additionally, he is working with BOL leadership to create a long-term sustainable environment for NMCMPS. In summary, LT Watts is an outstanding Naval officer and he has my highest recommendation for promotion.

DURING HIS SHORT TENURE, HE MANAGED THE COMPLETION OF OVER 18,000 PMS CHECKS WITH A 95% RAR AS WELL AS THE AGGRESSIVE CORRECTION OF OVER 390 IDENTIFIED IGL, EGL AND SKED DISCREPANCIES WHICH LED TO GARY PASSING 3M ASSESSMENT. HE MANAGED A MAJOR REPAIR ON A CASUALTY IN THE 76MM GUN MOUNT'S NITROGEN SYSTEM. HIS LEADERSHIP ENABLED HIM TO EFFECTIVELY RESTORE GARY'S MAIN BATTERY, LESS THAN TWO WEEKS PRIOR TO THE WORLD'S LARGEST INTERNATIONAL MARITIME EXERCISE, RIM OF THE PACIFIC (RIMPAC) 2012. HE OVERSAW THE LOGISTICS, DRY FIRE, ON-STATION TRAINING, AND SAFE LIVE-FIRE QUALIFICATION IN SUPPORT OF GARY'S INPORT DUTY SECTION WATCH STANDERS ON THE 9MM, M16, M240 AND DECK-MOUNTED .50 CALIBER GUNS IN NUMEROUS SEPARATE QUALIFICATION EVENTS AND EXECUTABILITY, SHOOTING OVER 25,000 ROUNDS DOWNRANGE WITH ZERO SAFETY INCIDENTS. ADDITIONALLY, HE SERVED AS A SPANISH LINGUIST WHILE DEPLOYED TO THE COMFOURTHFLT AOR. CRITICAL TO GARY'S 100% MISSION ACCOMPLISHMENT WHILE OPERATING WITH COALITION PARTNERS FROM PANAMA AND COLOMBIA THAT RESULTED IN THE SEIZURE AND DISRUPTION OF OVER 5,500 KG OF ILLEGAL NARCOTICS VALUED IN EXCESS OF $388 MILLION.

CHIEF MACDONELL PROVIDED DIRECT OVERSIGHT FOR THE ENHANCEMENT OF RANGE OPERATIONS AND COORDINATED THE INSTALLATION OF RANGE FACILITY MANAGEMENT SUPPORT SERVICES (RFMSS) FOR INSTALLATIONS IN THE MIDLANT AND MIDWEST REGIONS, GREATLY INCREASING THE UTILIZATION RATE AND SCHEDULING PROFICIENCY FOR 16 SMALL ARMS RANGES. HE COLLABORATED WITH HGW CORPORATION TO RECONFIGURE CNRMA'S REPORTING STRUCTURE WITHIN ESAMS, ENABLING PROPER ACCOUNTABILITY OF PERSONNEL TRAINING AND SAFETY REQUIREMENTS. HE PROVIDED OUSTANDING SUPPORT IN THE FULL TIME TACTICAL RESPONSE CENTER MAINTAINING FORCE PROTECTION POSTURES AND DESTRUCTIVE WEATHER READINESS THROUGHOUT THE REGION.

Petty Officer Young performed his demanding duties in an exemplary and highly professional manner. His METOC acumen and leadership enabled him to successfully train and qualify 7 fellow fleet forecasters in half the usual time, resulting in an increase of METOC watch expertise of 25%. Petty Officer Young has participated in numerous off duty hours of command sponsored activities, including volunteering for the Meals on Wheels program, Samaritan House of Norfolk, and the Suburban Elementary School Science Fair. Petty Officer Young has also demonstrated keen insight on dynamic weather impacting the fleet. His detailed weather analyses, forecasts and avoidance recommendations to staff leaders for Commander, Second Fleet Forces Command and Commander, U.S. Fleet Forces Command operating areas and TRANSLANT units proved to be vital to mission accomplishment, readiness, and assured the safety of CTF-20, CTF-80 ships and personnel, as well as joint-service and multi-national coalition forces.

PETTY OFFICER SANTOS CONSISTENTLY DEMONSTRATED EXCEPTIONAL INITITIVE IN THE PERFORMANCE OF HER DUTIES. DURING HER TENURE, SHE GROOMED 50 SAILORS AND SUPERVISED OVER 180 GOODWILL EMPLOYEES IN THE DAILY PLANNING AND EXECUTING OF OVER 6.4 MILLION MEALS AND MANAGED THE HANDLING OF $16M IN FOOD STORES. AS GOVERNMENT PURCHASE CARD HOLDER SHE OPERATED A 150K ANNUAL BUDGET OF SUPPLIES AND FOOD CONSUMABLES AS WELL AS AN ADDITIONAL 75K IN NEW FOOD EQUIPMENT. SHE DEVELOPED THE NAVAL SUPPORT ACTIVITY'S COMMAND SUICIDE PREVENTION PROGRAM AND TRAINED 20 SUPPORT PERSONNEL TO EXTEND HER TRAINING TO BOTH NAVAL SUPPORT ACTIVITY AND NAVAL NUCLEAR POWER TRAINING COMMAND AMOUNTING TO OVER 3,000 SAILORS TRAINED. AS THE COMMAND FITNESS LEADER, PETTY OFFICER SANTOS LED BOTH AM AND PM WORKOUT SESSIONS AND DEVELOPED A PHYSICAL ENHANCEMENT PROGRAM WHICH LED TO 100% PASSING SCORES. PETTY OFFICERS SANTOS' EXTRAORDINARY WORK ETHIC AND UNSWERVING DEVOTION TOWARD MISSION ACCOMPLISHMENT DIRECTLY CONTRIBUTED TO THE MANY SUCCESSES OF THE NAVY GALLEY AND LED TO HER SELECTION AS THE NAVAL SUPPORT ACTIVITY'S SAILOR OF THE YEAR FOR FISCAL YEAR 2012.

DEMONSTRATING EXCEPTIONAL ABILITY, HE EXPERTLY MANAGED ALL ASPECTS OF USS SHILOH'S SPY-1B(V) AIR SEARCH RADAR AND SUPPORTING EQUIPMENT BY DIRECTLY SUPERVISING AND TRAINING SIX JUNIOR TECHNICIANS. HIS DEVOTION TO MAINTAINING FULL OPERATIONAL READINESS FOR ALL BMD AND AIR WARFARE TASKING IS UNSURPASSED ON THE WATERFRONT. FC1'S EXPERTISE HAS BEEN INSTRUMENTAL IN ACCOMPLISHING CERTIFICATIONS, TRAINING EVOLUTIONS, AND REAL WORLD TASKING, FC1 IS CONSISTANTLY REFERRED TO AS THE GO-TO TECHNICIAN. HIS TECHNICAL ABILITIES PRODUCED A HIGHLY CAPABLE RADAR FOR INSURV, BMDQ ALLOWING FOR HIGH SCORES AND QUALIFYING THE SHIP FOR OPERATION IN THE 7TH FLEET AOR. USS SHILOH UTILIZED THIS RADAR FOR THE APRIL 2012 SLV TRACKING, PERFORMING EXCEPTIONALLY PROVIDING HIGH FIDELITY TRACK INFORMATION. ADDITIONALLY HE WAS KEY TO RESTORING RADAR OPERATION FOR HIGH PRIORITY OPTUS TASKING, INSURING FULL RADAR COVERAGE TO AIR FORCE ONE. DURING HIS TIME IN 7TH FLEET FC1 HAS BEEN CONSTANTLY RECOGNIZED FOR HIS TECHNICAL ABILITIES BY CSCS, SRF, AND ISEA REPRESENTATIVES FROM PORT HUENEME. FC1 HAS ALSO REGULARLY BEEN RECOGNIZED FOR HIS TACTICAL SKILLS WHILE OPERATING WATCH STATIONS IN COMBAT DURING EVALUTATIONS CONDUCTED BY ATG PERSONEL. WHILE ONBOARD FC1 DIRECTLY CONTRIBUTED TO USS SHILOH'S ABILITY TO SUPPORT 7TH FLEET TASKING AND PROVIDE THE HIGHEST POSSIBLE READINESS AND COULD EXPECT.

He managed the tracking and maintenance of 14 vehicles, the inspection of 141 fire bottles, the submission and tracking of well over 1500 NAVFAC emergent and routine trouble call requests and the cutting of 125 keys and the re-pinning of 50 locks.

He expedited the rapid set up of building 543 for the start up of the Defense Language Institute in less than three weeks and the relocation of TSC's 11 Student Mangement Office, DAPA, EOA, Chaplin, and FAP to bldg 502.

AS THE NETWORK ADMINISTRATOR, HE MAINTAINED A NETWORK OF SIXTY COMPUTERS AND SERVERS, HANDLING OVER 200 TROUBLE CALLS OF VARYING SCALE PROFESSIONALLY AND INNOVATIVELY, AND PERFORMING A LARGE SCALE UPGRADE OF THE SERVERS IN ORDER TO HANDLE A GREATER AMOUNT OF IMAGERY. HE TRAINED AND PROVIDED TECHNICAL ASSISTANCE TO THE ENVIRONMENTAL SCIENCE PROCESSING CENTER UPON TURNOVER OF THE NIC OPERATIONAL NETWORK, ALLOWING ESPC TECHNICIANS TO PROVIDE TECHNICAL SUPPORT TO THE ICE ANALYSTS DURING THE COMMAND DRAWDOWN. HE ALSO ASSUMED THE DUTIES OF WEBMASTER AND SCRIPT EDITOR FROM THE OUTGOING WEBMASTER, AND HAS SUCCESSFULLY MAINTAINED THE WEBSITE AND INGEST SCRIPTS, ALLOWING THE CONTINUED OPERATION OF IMAGERY PROCESSING SERVICES. HE ALSO HAS REDUCED MINOR PROPERTY INVENTORY FROM 360 PIECES TO TWENTY PIECES, ALLOWING FOR BETTER INVENTORY CONTROL AS THE COMMAND DRAWS DOWN IN SIZE. AS A MEMBER OF THE COMMAND TRAINING TEAM, HE QUALIFIED THREE SAILORS AS DUTY TECHNICIAN, ENABLING MORE PERSONNEL TO BE QUALIFIED AND AVAILABLE TO PROVIDE TECHNICAL SUPPORT TO CUSTOMERS AND ANALYSTS.

DEMONSTRATING EXCEPTIONAL ABILITY, SHE EXPERTLY MANAGED ALL ASPECTS OF THE COMMAND'S MAINTENANCE TRAINING AND SUPPORT EQUIPMENT LICENSING PROGRAMS BY SCREENING AND SCANNING 138 TRAINING RECORDS, PROVIDING INDEPTH TRAINING TO 20 TRAINING PETTY OFFICERS, AND TRACKING 147 SUPPORT EQUIPMENT LICENSES RESULTING IN BOTH PROGRAMS RECEIVING GRADES OF ON-TRACK DURING THE 2012 COMMANDER NAVAL AIR FORCES AVIATION MAINTENANCE INSPECTION. ADDITIONALLY SHE DILIGENTLY MONITORED THE UNIT'S TRAINING NEEDS AND MASTERFULLY SCHEDULED 175 PERSONNEL FOR AIRFIELD VEHICLE OPERATORS INDOCTRINATION, COORDINATED 110 CNATTU SCHOOLS, INITIATED 138 RECORD MOVES IN THE AMTCS SOFTWARE MODULE FROM COMMANDER STRIKE FIGHTER WING PACIFIC TO STRIKE FIGHTER SQUADRON ONE TWO TWO, DIRECTLY CONTRIBUTING TO THE UNTI'S ABILITY TO SUPPORT FLEET REPLACEMENT SQUADRON STRIKE PHASE DETACHMENTS.

Single-handedly changed the outlook of two failing stations. As a recruiter EN1 recruited 36 Future Sailors into the Delayed Entry Program, the second most overall contracts written in NRD Raliegh in FY11. He Personally attained 95% of his station assigned goal which directly helped NRS Morganton attain 174% New Contract Objective, 400% Nuclear Field mission and 300% Warrior Challenge mission. With all his had work NRS Morganton Was the Small Station of the Year FY11. As station LPO of NRS North Charleston he led his station to achieve an unsurpassable recruiting pace of 160% New Contract Objective, 300% New Accession Training, 190% Upper Mental Group Test Category and 120% Nuclar Power Mission. This milestone accomplisment and increased production over FY12 was the key factor in NRD Raleigh surpassing all major recruiting mission areas.

SUPERB LEADER. Expertly led her team of 24 military and civilian personnel to ensure the highest level of mission readiness and security in the daily operations and maintenance of network systems. Provided network monitoring for 7,200 users, 4,278 workstations, 184 switches, 80 servers, 60 routers and 1,600 software applicaions.

Ensured implementation and resolution of 40 NCDOC tickets, 193 OWA AND 300 IAVA/IAVB/CTO s. Managed the execution and preparation of 3 CCRI's and 3 pre- inspections; ST&E, Pre-CCRI and CSICP.

As Ampibious Air Traffic Control Center (AATCC) Watch Officer and Command Schools Coordinator onboard USS Bonhomme Richard and USS ESSEX from May 2010 to March 2012. As AATCC Watch Officer he was responsible for over 10,000 mishap free flight operations during two RIMPAC's, Hull Swap 2012, and multiple foriegn miltary excersises. As Command Schools Coordinator he scheduled over 3,500 school quotas.

Logs & Records LPO from Nov 2011 - February 2013. Led 32 sailors, Assisted 5 Detachments in preparing 7 critical maintenance programs per detatchment for DRIs which resulted in 31 on-track programs, 5 outstanding programs with zero discrepancies, Bravo Zulus awarded by the CHSMWP inspection team for all 5 DRI s. During the command's CNAF Aviation Maintenance Inspection, his attention to detail led to the flawless execution of 6 "on track" programs including 4 programs with zero discrepancies. Screened 1380 components, 472 opnav 4790/51 records, submitted 67 xrays, 113 ETRs, complied with 89 Technical TDs, responsible for 12 ML370 G-5 OOMA servers, 15 ACFT Logbooks, 30 engine AESRs, 397 opnav 4790/51. Since becoming 020 ALPO Dec 2010 & LPO Feb 2012, 5 AZs were awarded Sailor of the Month & 2 AZs awarded Sailor of the Quarter.

DURING THIS PERIOD, MSGT O' KANE'S LEADERSHIP HAS BEEN INFLUENTIAL IN THE SUCCESS OF RSP-5, LEADING ALL OTHER RSP'S IN INDIVIDUAL READY RESERVE MARINE CONTACT AND SCREENINGS AND OVERALL SCREENING RATE FOR ADMINISTRATIVE MUSTERS. WHILE SERVING AS THE PEACETIME WARTIME SUPPORT TEAM LOGISTICS CHIEF, HE WAS A KEY PLAYER IN ATTAINING AN OVERALL SCREENING RATE IN EL PASO OF 95 PERCENT, TO INCLUDE A 100 PERCENT OVERALL SCREENING EFFECT IN 2011. MSGT O' KANE'S HARD WORK AND AND HIGH LEVEL OF INITIATIVE HAVE PAID OFF TREMENDOUSLY WITH THE SUCCESS OF EL PASo, TX AS A LEADER IN IRR MUSTERS WITHIN THE ENTIRE MARINE CORPS MOBILIZATION COMMAND.

HT1 Jacob C. Styron progressed development of a new non-destructive testing inspection method for copper-nickel pipe welds that has the potential to save millions in ship maintenance costs as identified by NAVSEA 05 and NSWC Carderock. The work accomplished by Mr. Styron provided significant advances in demonstrating that PAUT can be qualified to reliably detect and evaluate copper-nickel pipe welds and progressed development of this new technology. His efforts were commendable and his accomplishments provided significant advancements in completion of this NAVSEA program.

Acting Commanding Officer (CO) for Naval Security Forces for Commander Navy Region Southwest (CNRSW) from 01 July 2011 to 01 September 2012. LTjg Pyeatt's leadership and steadfast commitment contributed to the highest standards of mission readiness in all operational aspects. He managed over 150 unit personnel and encouraged and mentored newly indoctrinated sailors to excel individually. As a result there were 0% PFA failures; 85% advancement exam participation; eight advancements including one CPO selection; 98% Retention Rate of eligible personnel; 95-100% individual medical readiness. His leadership fueled members' exemplary performance resulting in 27 of 31 sailors supporting NATO ACT missions wordwide, providing an estimated 4800 man-hours of operational support and resulted in four Flag Letters of Commendations (FLOC) from the gaining command.

For meritorious service while serving as ELINT Analyst and Leading Petty Officer at the C4ISR department, Farragut Technical Analysis Center from October 2009 to November 2012, CTT1 Madlock conducted over 150 hours of time- sensitive indications and warnings for more than 8 carrier and multiple expeditionary strike groups, led more than 180 real-time transit support operations, resulting in enhanced naval fleet situational awareness and operations at sea. Petty Officer Madlock flawlessly conducted Navy Pride and professionalism training to more than 100 sailors and 11 leadership courses to more than 80 sailors. As the Command Career Counselor for over 95 sailors, he has processed 50 reenlistments that resulted in 100 percent retention and performed more than 90 career development boards. He also processed more than 60 perform to serve packages , 22 retirements, and 20 transition assistance, all while coordinating data from 8 databases. Further more, CTT1 Madlock led the effort in organizing a group of sailors to visit the Armed Forces Retirement Home.

As a Laboratory technician and Point Of Care Testing supervisor, I have trained and supervised over 140 officers, enlisted and civilians over the last 4 years. When I came on board the program was at best 20% in compliance. The computer that was supposed to be used in managing the I-Stat software was broken and had not been used in managing the program nor did it have that capability. I instituted the use of a brand new operating system which improved the integrity of the program by 70% as well as the efficiency and accuracy of all data by 90%. At the same time new glucose meters were put into use for the entire command improving test result accuracy and reducing turnaround times by 20%. With the new operating system I was able to bring both I-stat and glucometers together on the same system improving tracking, training, data integrity and reduced redundancies. In addition to my regular duties within the lab I spent over 264 hours training personnel. I performed spot inspections and monthly inspections, often using personal time to ensure proper procedures for documentation of quality control records and patient records were being followed. I oversaw the rewrite of 13 SOPs. I created a new workspace within the laboratory for both the POCT program and the education and training PO as there was not a dedicated work station with a computer and a phone line for either program. This improved computer access to all thus improving the overall training of the laboratory department. This also improved the efficiency of the POCT program and made the LPO and ALPO offices more secure.

REGIONAL KENNEL MASTER, NAVY REGION SOUTHEAST FROM FEBRUARY 2008 TO AUGUST 2012. MAC YOUNG DISTINGUISHED HIMSELF THROUGH EXCEPTIONAL LEADERSHIP WHILE MANAGING 51 MILITARY WORKING DOG TEAMS ON 11 INSTALLATIONS WITHIN THE SOUTHEAST REGION. HIS SUPERIOR TECHNICAL EXPERTISE WAS UNMATCHED WHILE OVERSEEING THE START-UP AND ESTABLISHMENT OF 4 MILITARY WORKING PROGRAMS. HE COORDINATED OVER 100 SECRET SERVICE EXPLOSIVE DETECTION MISSIONS PROTECTING THE PRESIDENT AND OTHER UNITED STATES VIPS DURING THEIR VISIT TO THE SOUTHEAST REGION.

Operations Leading Petty Officer, Lead Geospatial Intelligence Analyst, and Software Supply, Mission Support Center, Group Ten, Naval Special Warfare Command, from 29 September 2010 to 1 October 2012 in support of Operation ENDURING FREEDOM and the Global War on Terrorism. As Leading Petty Officer, he was an integral member during the restructuring of Mission Support Center and Group Ten. He personally drafted and implemented a watch floor Job Qualification Requirement, 12 Standard Operating Procedures, revised metric generating databases, Request For Information tracking systems, and encouraged off-duty college education while he administered crucial on-the-job training to junior Mission Support Center personnel. As Lead Geospatial Intelligence Analyst, he oversaw the completion of over 1500 Specialized Geospatial Intelligence products for Special Operations Forces deployed to Iraq, Afghanistan, Africa, and Philippines. Additionally, as the Software and Training Petty Officer, he aided in the research, development, procurement, and formal training for 12 geospatial software suites. His efforts resulted in the installation of five new geospatial software suites, ten imagery workstations, and implementation of a Spatial Database Engine. His selfless contributions resulted in the expansion of the Mission Support Center's Geospatial Information Systems technical and analytical capabilities to support deployed Special Operations Forces.

While attached to Subase Kings Bay as a Building Manager for and under his direction completed countless maintenance and improvements valued over $1.5 million dollars. He also was an integral member of a $3 million dollar renovation project while working as a projects manager for Bachelor Housing.

While serving as SM Chicago's SEL from 01 August 2009 to 30 June 2011 he exceeded NAVSEA expectations by: Handpicking the PO1 responsible for the SM recruiting initiative raising SM Chicago's end strength from 15 enlisted to 46 enlisted far exceeding expectations of the COC. Exceeded the SURGEMAIN standard of having the right sailor at the right time in the shipyard by, personally screening and recommending over fifty sailors for various assignments in the yards. Totaled in excess of 2,500,000 man-hours of Journeyman support when and where needed to the repair and overhaul the fleet. Worked with Task Mangers, Surgemain Sailors and NOSC officials to schedule long term and short fuse orders that suported NAVSEA mission critical support and STC level training in excess of 3,000,000 man-hours encompassing four Shipyards. As SEL of a Flex Drill unit he consistently coordinated and approved hundreds of drill reschedules for support to the fleet.Training, mentoring and sailorization. He directly supervised the mentoring of 5 CPO's and 14 PO1's in Chief Petty Officer and Petty Officer Leadership developmental growth. He directly impacted the NOSC's capability to maintain Espirit De Corps by supporting initiatives such as CPO365 and Petty Officer Selectee Indoc fully. He not only supported them but backed them with support from 7 Instructors ecompassing more than 600 students and 19,000 man-hours of direct support to the NOSC and future Sailorization and growth in the Navy.

Directly responsible for sixteen sailor advancements, including one CPO. Indoctrinated 31 new SURGEMAIN Sailors in what to expect in their deployments to NAVSEA shipyards. Fully Qualified one Surgemain Training Candidate (STC) member to the level of Apprentice.

Through well thought out Instructor Led courses and focus on GMATS in-rate training he ensured that his Sailors were always well trained and encouraged the growth of the enlisted and junior Officers under his cognizance. He maintained a 95% GMT equivalent training record and contributed to the overall health of the Navy by encouraging GMATs In-rate training to 9 enlisted in various ratings resulting in advancement of 90% who attended those courses.

Submitted various award packages with one NOSC Chicago SOQ award in 3rd quarter of 2011 and fully scrubbed the unit enlisted to ensure all person awards were given in a timely manner. Awarded 87 personal and achievement awards to the 46 enlisted member of SM Chicago. Reduced the hazardous oils waste by 40% or 440 gallons from levels in previous years. Coordinated factory representatives to conduct shop training on how to maximize coolant life.

Training, mentoring and sailorization. He directly supervised the mentoring of 5 CPO's and 14 PO1's in Chief Petty Officer and Petty Officer Leadership developmental growth. He directly impacted the NOSC's capability to maintain Espirit De Corps by supporting initiatives such as CPO365 and Petty Officer Selectee Indoc fully. He not only supported them but backed them with support from 7 Instructors ecompassing more than 600 students and 19,000 man-hours of direct support to the NOSC and future Sailorization and growth in the Navy.

Submitted various award packages with one NOSC Chicago SOQ award in 3rd quarter of 2011 and fully scrubbed the unit enlisted to ensure all person awards were given in a timely manner. Awarded 87 personal and achievement awards to the 46 enlisted member of SM Chicago.

Throughout his distinguished 26 year career MRCS Schultz has met all challenges head on always maintaining the highest standards through his integrity and devotion to duty. He is an outstanding example for his subordinates to emulate and deserves official recognition for his high level of performance that he has displayed throughout his career. I give my highest recommendation for this award.

Command, Control, Communications, Computers for Intelligence, Reconnaissance and Surveillance (C4ISR) Division LPO, Command Master Training Specialist (MTS) Mentor, Tactical Communications/Expeditionary Communicator Lead Instructor, Expeditionary Warfare Specialist (EXW) Mentor, Selflessly dedicated his personal time in providing guidance and training to 4 personnel towards attaining their EXW qualification and 4 personnel towards attaining their MTS qualification. Recognized Subject Matter Expert. Provided invaluable counsel in the planning and coordination of an Expeditionary Communications Proof of Concept, his vast knowledge of Tactical communications made him the logical choice. His efforts have resulted in the completion of 4 successful classes with favorable acceptance from Force NECC, additionally he received feedback with regards to students increasing their mission critical skill set upon completion of the course. Spent over 100 hours updating and maintaining the Tactical Training Course in communications, ensuring all information was up to date and readily available to incoming Explosive Ordnance Disposal Technicians. Additionally, he provided over 200 hours of upgrades and parts replacement for the Tactical Training Network (TTN). His efforts helped improve class curriculum and minimize risk to personnel and equipment. ET1 Willbanks is actively involved in the La Mesa Neighborhood watch program, providing a safe and clean community. Volunteered for Legacy week aboard the USS Midway, assisted in setting up and tearing down EOD static display which was viewed by over 1000 visitors.

ACTING HEAD OF THE NAVY CENTRAL HIV PROGRAM FROM OCTOBER 2009 TO JANUARY 2011. DURING THIS PERIOD LIEUTENANT COMMANDER BRETT-MAJOR VOLUNTEERED TO ASSUME THIS POSITION FOR A DEPLOYED OFFICER AND WENT ON TO LEAD THE PROGRAM THROUGH A MAJOR RE-ALIGNMENT TO THE NAVY AND MARINE CORPS PUBLIC HEALTH CENTER. HE SKILLFULLY MANAGED A $10 MILLION BUDGET AND 16 STAFF IN THE COMPLETION OF OVER 500,000 HIV TESTS. LIEUTENANT COMMANDER BRETT-MAJOR RESPONDED TO INQUIRIES FROM THE COMMANDANT OF THE MARINE CORPS AND THE US CONGRESS REGARDING SAFETY OF THE BLOOD SUPPLY IN THE COMBANT ZONE AND INITIATED A MAJOR REVISION OF NAVY INSTRUCTIONS FOR HIV, HEPATITIS B AND C INFECTIONS.

  As the N31a Force Scheduler and Operations LCPO, Chief Shaw has assumed a major responsibility within the chain of command for the safe and efficient operations of nine FDNF ships and numerous additional transiting Amphibious Readiness Groups.

  Chief Shaw has ensured the creation of a highly efficient N31 Operations organization and has implemented extremely effective processes that ensure all newly reporting personnel are able to quickly integrate within the department, which reduces the time required to master scope of responsibility.

  Chief Shaw also demonstrated remarkable determination and dedication in his further success at organizing, instructing and developing a previously inexperienced group of personnel into a highly professional team of operations experts. He has mentored, guided and led both junior enlisted, junior chiefs and junior officers (SDOs) and set the example for a higher standard in all major evolutions required of the enlisted staff. His work has served to improve not only the efficIency of the operations department, but the entire command as a whole.

  Chief Shaw also created standardized proceedures to unify and synchronize ships operations so they are able to operate and/or rapidly integrate when directed under the CTF-76 umbrella. His hard work has earned both the admiration, support and respect of the entire chain of command. True leaders know what is most important and never abandon any cause that brings about a positive and necessary change. He has remained unwaivering in his devotion to developing a stronger work ethic and increasing mission readiness.

Petty Officer Whitaker is an outstanding Recruiter-In-Charge. NRS. Patchogue has attained a total of 130% New Contract Attainment, to include the following NF___, NSW/NSO/AIRR____, ROTC 9, UTTC____, 11S____and FTCU_____ earning his station Medium Station Achievement Award for FY10. His station directly contributed with 8 NROTC selections. A Role Model for Peers to emulate he has developed a winning team resulting in 2 recruiter's receiving Navy and Marine Corps Achievement Medals for Officer Referrals, 1 Recruiter selected as Zone Recruiter of the Year, 1 Recruiter selected as NRD New York Nuclear Recruiter of the Year, 1 recruiter selected as NRD New York NSO/NSW/AIRR Recruiter of the Year and 2 of 3 recruiters to receive a Navy and Marine Corps Commendation Medal for meeting all requirements set by NRC Awards instructions. His Leadership efforts have made a profound impact in NRD New York First Class Association. He has contributed with Fit vs Fill for Navy Recruiting District, New York's recruiting mission and he is most deserving of the Navy Commendation Medal.

AS LPO AND LEAD FACILITY MANAGEMENT SPECIALIST, NAVFAC EUROPE AFRICA SOUTHWEST ASIA BAHRAIN FROM SEPTEMBER 2009 TO DECEMBER 2010. AS LEADING PETTY OFFICER, PETTY OFFICER VANG SUPERBLY LED 7 JUNIOR PERSONNEL FLAWLESSLY IN THE FACILITY MAINTENANCE MANAGEMENT SUPPORT OF OVER 92 DIVERSE TENANT COMMANDS RESULTING IN FULL MISSION CAPABILITY OF OVER 500 FACILITIES ON NSA BAHRAIN AND WITHIN THE FIFTH FLEET AOR.

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