Summary of Action Examples (MM)


Since each award recommendation is evaluated on the merits of the justification, the Summary of Action is critical. It is required in all cases except command awarded Navy and Marine Corps Achievement Medals at Navy units; all Marine Corps awards require a detailed Summary of Action.

The introductory paragraph in block 25 should list the command, period of action, position held and overall achievement(s). Specific accomplishments which directly bear on the overall achievement should be listed as bullet statements.

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 (7-04), Personal Award Recommendation (.doc)


Examples






8 SEP 2012 until 4 JUL 2014, Lieutenant Smith was assigned to the United Kingdom's, Defence Explosive Ordnance Disposal, Munitions and Search Training Regiment as part of a Personnel Exchange Program with the Royal Navy. While there, he served as Training Officer responsible for the delivery of elementary to advanced training for three separate Royal Navy underwater Explosive Ordnance Disposal (EOD) courses. Additionally he was responsible for the delivery of International underwater EOD courses. As a Division Officer, he was responsible for leading a team comprised of seven Royal Navy Clearance Divers and one U.S. Navy EOD Chief. In his role as Division Officer, he was the Reporting Senior on all evaluation reports and administrative tasks associated to career management. He clearly displayed EXCEPTIONAL performance in his roles and went far beyond what would be expected of a Naval Officer.

  Successfully delivered 17 high-risk courses in Royal Navy (RN) Underwater EOD procedures from elementary to advanced, three deep-dive training deployments as well as support to five visiting Clearance Diving Elements and three RN Reserves teams each effort positively affected readiness of the RN Clearance Diving Branch to meet maritime commitments in support of UK Maritime Strategy. His time marked the greatest number of delivered naval courses in 10 years by the UK premiere EOD training establishment.

  As Division Officer, he attained 100% retention of all RN Clearance Divers, including the promotion to Senior Rating of one RN Leading Hand. In addition, he contributed to the mentorship of the one U.S. Navy Chief assigned that led to his positive selection to the Limited Duty Officer program.

  Identified a training gap in RN Clearance Diver training and subsequently closed this training deficiency by facilitating the procurement of 270.000 ($333,000 USD) in Clearance Diver Life Support Equipment (CDLSE). In closing the training gap, he introduced the training of underwater EOD procedures on influence ordnance with the proper diving equipment for the first time in over 15 years at the U.K. premiere EOD training facility. The DEMS Training Regiment now has the ability to utilize diving equipment that used in real world operations and provides an increased training capability that has profound correlation to the U.K. Mine Counter Measures mission.

  Identified training gap in commands ability to provide training in underwater Explosive Ordnance Disposal (EOD) procedures regarding recognition and render safe procedures of Limpet Mines. Planned and managed the procurement of additional infrastructure at a cost of 2000 ($ 2470.00 USD) to be added to commands Naval Training Area. This included the building of a ship s hull simulator frame that was added to underwater training lake so that Training, Techniques, and Procedures (TTPs) could be implemented in to the delivered RN Clearance Diver courses.

  As Training Officer for the RN Underwater EOD courses, he discovered that zero formal training documentation existed. Working with outside commands with in the UK training establishment, higher echelons and the Royal School of Military Engineering (RSME) Training and Design Department he devised and implemented a plan to achieve Defence System Approach to Training (DSAT) compliance in accordance with U.K. Joint Service Publication 822 on 1 JUN 2014. Executing his plan began the full update and redesign of all RN EOD courses delivered at Defence EOD Munitions and Search (DEMS) Training Regiment for the first time in more than ten years. His tenacious approach for not only resolving problems but also to develop and seek solutions has brought about the implementation of DSAT compliant business practices to his training area for the first time in eight years.

  His leadership and technical expertise made significant impact on command through the submission of three standing orders, two command and one departmental. Each standing order contributed to significant improvements in safety, efficiency, and accountability in support of the commands mission. Each one of the Standing Orders submitted were not part of his area of responsibility but he choose to find solutions and contribute to the overall mission of the command.

  Smith established training year calendars for Conventional Munitions Disposal (CMD) Squadron by coordinating between three training teams, UK Defence Dive School, and DEMS Training Regiments course support cell. His initiative ensured the smooth delivery of 70 courses across training years 2013/14 and 2014/15. This was another example of his leadership and work ethic for getting things done. Coordinating this schedule was not part of his primary or collateral duties while serving as Training Officer.

  Clearly demonstrating a mature perspective on wider mission accomplishment regarding international engagement the Naval Training Area has delivered the greatest amount of international courses during his tenure. He updated and drafted critical information required for the UKs International Defence Training (Army/Navy) command in order promote delivery of International Underwater EOD Training courses. This led to the delivery of two Navy Underwater EOD Courses to 20 foreign nationals from four separate partner nations in high-risk underwater EOD procedures. His administrative acumen additionally led to engagement with NATO Allied Command Transformation (ACT), which allowed for the advertisement of International courses that can be delivered by his Training Team. In conjunction with this, he begun the process of having the Naval Training Area at DEMS Training Regiment added to the list of NATO Training and Educations Centers.

  As a recognized expert in U.S. Navy EOD Training, Techniques, and Procedures, he contributed vital input to the Defence EOD and Search Training Command and Clearance Diving Branch Fleet Requirements Office during several working groups to designed to address Maritime Improvised Explosive Devices and EOD/Diver support to aircraft carriers. His submission of a working paper identified mission areas and capabilities was instrumental in development of further working groups for designing Training, Tactics and Procedures (TTPs) for Maritime EOD missions.

  Provided subject matter expertise and liaison between Training and Evaluation Unit TWO and the RN for implementing of best practices of TTP s for dealing with Maritime IED threats. His contribution was in addition to his normal role and responsibilities as a Training Officer at DEMS Training Regiment.

  05 JUN 2014 Spearheaded and managed the submission of technical procedures to the Clearance Diving Operations Manual 5063 on proper and safe construction of an underwater explosive charge. The submission of procedures was implemented in order to substitute for the removal of items from the UK ammunition stores. His effort contributed to the furthering of capability in critical procedures for the RN meeting its Mine Counter Measure mission in the area regarding the reduction of underwater EOD threats.

  4 July 2013, Smith displayed his extraordinary character and leadership by organizing a command fundraiser for the MacMillan Cancer Support organization as well as hosting a traditional American Independence Day Cookout. He was able to raise and donate $ 500.00 dollars for a worthy cause.

  26 JUN 2014, he hosted and raised money for the UK Cancer Research on behalf of the DEMS Training Regiment by organizing another Independence Day BBQ for the entire command. Raising and donating another $500.00 dollars in donations, he displayed leadership and teamwork and character above and beyond expectations.

  On seven separate occasions, he managed the attendance of his peers to attend academic lectures as part of the Oxford University Strategic Studies Group, exceeding all expectations of how to demonstrate the professional development of a Naval Officer and raising the level of professionalism of all involved.

  14-18 MAR 2014, he was invited to participate in the 17th Annual Oxford University Strategic Studies Group trip to NATO Headquarters, Supreme Headquarters Allied Powers Europe and the European Union Parliament. He represented the U.S. Navy in this endeavor and DEMS Training Regiment.

  8-11 APR 2014, he further expanded his leadership role at DEMS Training Regiment by representing the U.S. during a Regimental Battlefield tour of Normandy. Smith provided two separate lectures to 50 plus U.K. service members from three services on the OMAHA Beach landings and the Normandy Cemetery. His lectures were not only completed to the highest level of professionalism and academic caliber but inspired all attendees. His contribution raised the understanding of historically significant events to every member in attendance thereby increasing their development as service members in the British Armed Forces.

  15 FEB 2013, he completed his undergraduate degree and started in on his Master of Arts in Security Studies. His constant thirst for professional development led to the completion of four courses at the Regional Joint Intelligence Training Facility at RAF Molesworth which included a Critical Thinking and Structured Analysis (AMT 101), EUCOM/AFRICOM Theater Core course (AMT 104), Intelligence Writing (AMT 105) and Study of Historical Islam (FAS 102).





SENIOR ENLISTED LEADER FOR NAVY EXPEDITIONARY LOGISTICS GROUP FORWARD QUEBEC EXPEDITIONARY SUPPORT SERVICES AND AIR CARGO DETACHMENT SEVEN FROM OCTOBER 2013 TO JUNE 2014. UNDER HIS SENIOR LEADERSHIP HE HAD THE OVERSIGHT OF UP TO 287 MINE RESISTANT AMBUSH PROTECTED VEHICLES VALUED AT $140 MILLION. SENIOR CHIEFS GUIDANCE ALSO OVERSAW 2750 TONS OF MARINE AVIATION GEAR MOVED IN THEATER AT A VALUE OF $1.3 BILLION. SENIOR CHIEF WAS INSTRUMENTAL IN MAINTAINING THE EXPEDITIONARY WAREFARE QUALIFICATIONS PROGRAM AS 100% OF THE SAILORS ENROLLED COMPLETED THE PROGRAM.




Commander Paul Anderson has served a total of 20 years and six months as an Active Duty and Reserve Service member. Commander Paul Anderson has served as Chaplain for Navy Operational Support Center (NOSC) Fargo for the past three years. As the NOSC's sole Chaplain and VTU OIC, he provided pastoral care and counseling for Active Duty personnel and five Reserve Units,totalling for over 130 personnel. Chaplain Anderson conducted 27 Suicide Prevention and Awareness Briefs and nine Religious studies. He distinguished himself as a highly respected Chaplain, while playing an integral role in maintaining Unit and Center Morale and Readiness, which promoted spiritual, religious and personal well-being of the members.

He was deployed to Iraq from September 2008 to September 2009. While deployed, he served as Chaplain for Regimental Combat Team 1st Marines in Ramadi and Fallujah. In addition, he volunteered to extend his deployment to support/provide Chaplain Care for 1st Radio, 1st Intel and 8th Communications Battalions for over 600 Marines. While deployed he took on extra duties to Minister to the 36 Transition Teams across the Al Anbar Province. This resulted in making nine helicopter flight missions and four combat conveys reaching out to the boarders of Saudi Arabia, Jordan and Syria, supporting over 200 remote Marines and sailors. He became the Flight Line Chaplain responsible for the maintenance of the Chapel and services as well as deck plate ministry for four squadrons for over 670 personnel. He performed approximately 526 counseling sessions while deployed. He provided exceptional guidance for the needs of the men and women through life's trials and tribulations. As a result, he established positive working relationships with all members.




As Boat Captain in Riverine Squadron Two from August 2006 to June 2013. Petty Officer Jester consistently preformed his demanding duties in a highly professional manner. He distinguished himself as a highly respected and influential leader during the commissioning of the Riverine Squadron Two. Petty Officer Jester demonstrated outstanding initiative and administrative acumen in the mentoring of 130 Sailors, 25 PCS moves, and supervised the coordination of 500 Riverines sent to Camp Lejune for advanced training over a 7 year time frame. Created the controlled equipment tracking system for Riverine Squadron One's armory managing 0ver 250 weapons and 80,000 rounds of ammunition. He significantly enhanced the combat readiness for Riverine Squadron One and Two in preparation for the first Iraq deployment and the involvement against Global War on Terrorism. As Squadron One's boat Safety Officer he ensured the safe qualification and operation of Riverine Patrol Boats and Live weapons fire. As one of Squad Two's Boat Captains he planned and carried out 150 Patrol boat operations and 200 Tactical conveys throughout Al-Anbar province Iraq on two separate deployments. Expertly trained the Coastal Riverine Squadron's Boat Captains, Coxswains and Engineers on the Riverine Command Boat in preparation to relieve Riverine Squadron Two on its final deployment in the Araibian Gulf prior to the decommissioning of Riverine Squadron Two.




Command selected to be the functional expert for the development, testing, and maintenance of the Distance Support prototype software. He quickly became the go to point-of-contact for the ship s crew, TYCOM, and supporting agencies. He devoted numerous hours ensuring that complex problem and deck-plate concerns identified by the prototype ships were quickly resolved. His dedication and untiring efforts ensured all functional testing and re-testing of the ROM ES software was executed and completed correctly, earning him high accolades from both military and civilian staffs.




Exhibiting exceptional competence and professionalism, he performed comprehensive site surveys for the purpose of planning and implementing Digital Imaging Network-Picture Archive and Communications Systems (DIN-PACS) and Digital Dental Imaging (DDI) systems at 14 Navy Medical Treatment Facilities (MTFs) and USNS COMFORT (TAH-20). He expertly assessed command expectations, digital imaging workflow, business practices, and clinical requirements. His clinical and technical expertise was instrumental in streamlining survey procedures by identifying unique clinical process improvements and matching them with exceptionally sound technical solutions which culminated in saving over $1.2 Million across all projects.




LEADER IN CRISIS. During the Japan earthquake disaster he led an unprecedented evacuation effort for 220 Sailors and their families out of NAS Atsugi. His leadership was a beacon during a time of intense confusion, anxiety, and turmoil. Due to his efforts, VFA-115 was able to reconstitute and be battle ready in less than 48 hours and all squadron family members were safely relocated to the United States in under a week.

- STRATEGIC PLANNER. His vision, along with unmatched deck-plate leadership drove the Career Development program to achieve some impressive results. Over 65% of the command's eligible E-4's earned their EAWS/ESWS, command advancement rates and retention rates are 15% and 23% above the Navy's average respectively.






We need more examples. Examples can be contributed using this form. Thanks!