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U.S. PUBLIC HEALTH SERVICE
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PHARMACIST PROFESSIONAL ADVISORY COMMITTEE
PROMOTION PREPAREDNESS SUB-COMMITTEE
CAREER DEVELOPMENT COMMITTEE
CV GUIDANCE UPDATE 2019
CDRS STEPHANIE DANIELS-COSTA AND ANNA SANTORO
AUGUST 21, 2019
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Presentation Outline
• Updated CV Format Guidance
o CV Guidance Document
o Multi-agency example
o Rank/agency-based examples
- LT - BOP
- LCDR – FDA
- CDR - IHS
• Writing for Impact
• Promotion Preparedness Subcommittee Services
o Promotion Packet Review
o CV Review
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CV Guidance Updates
• NOT a major update
• Clarifies guidance from 2018
o Highlight writing for impact
o Show where/how different officer duties can be placed in CV for best impact
• How is your role unique? (What makes you stand out from other officers?)o
• What are the impacts of your actions on the mission of the Corps?
• How have you demonstrated personal and professional growth as an officer through
your career?
• Can other officers outside of your agency understand what you do?
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CV Guidance - Performance
This section represents 40% of the promotion precepts and should take up a proportionate section of your CV
coversheet. Highlight your scope of responsibility, autonomy, and impact of your actions - including
geographic area, supervisory responsibilities, and policy development. All officers should list major
accomplishments and their impacts. The promotion board will review the officer’s ROS and PIR so there is
no need to duplicate this information. Focus on your current position, however you may include significant
impacts from previous position(s). Include dates.
• The first bulleted section should be an elevator-pitch-type description of your position and scope of
responsibility. Sub-bullets should detail major accomplishments and impacts.
• Only include USPHS awards that meet/exceed the benchmarks. Also list agency/non-USPHS awards (e.g.,
organization awards)
o Focus on individual awards or group awards above the regional level. Provide impact and year awarded – Do
NOT repeat the citation.
• List major publications and presentations that are related to your agency/position. Consider consolidating
to save space (e.g. National -3, regional/state -5, local -12). These listing should demonstrate how you are
recognized as a SME or recognized expert in your field.
• List significant collateral duties (i.e., duties assigned by agency or OSG in addition to your regular duties).
Highlight impacts and level of involvement, e.g., local, regional, national. For example, if collateral duty
translates to a title (e.g., Preceptor for students/residents, Clinical Specialist, GPRA coordinator, acting
team leader for >3 months, etc.), list the title and impacts in this section.
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CV Guidance – Education, Training, and Professional
Development
This section represents 20% of the promotion precepts. List degrees/certifications that are impactful to
current job/USPHS mission or will be impactful for the direction of your career. Highlight what you are
doing to further your education and increase your skills, and why or how you use it in your position. Your
post-entry level degree must provide value to USPHS and/or your agency.
• List en
try level and relevant post-entry-level degrees (e.g. MPH, MS, MBA), certifications (e.g.
BCPS, NCPS, COR, RAC, etc.), and significant and/or executive-level public health and leadership
training with date enrolled or completed.
o For post-entry-level degrees in progress, include % completed and/or number of credits attained.
o For certifications list expiration dates as applicable
• List significant degrees/certifications/trainings in order of importance (higher to lower level).
Include dates. Use bold type judiciously.
• Provide a brief description explaining how this degree and/or training have helped you enhance your
performance, improve your agency, and/or advance the USPHS mission.
• DO NOT list BLS, OBC/BOTC, or training ribbon as these are requirements of all officers.
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CV Guidance – Career Progression & Potential
This section represents 25% of the promotion precepts and should read as a timeline of your
career, highlighting major changes in billet, mobility, and scope of responsibility. DO NOT
list Regular Corps.
• List assignment, billet, agency, city, state, and dates. Emphasize the most recent position
s
(5-7 years) to demonstrate growth and increased scope of responsibility.
• Highlight significant deployments and TDYs. May be summarized (include number and
total days/weeks).
• Highlight mission contributions: isolated/hazardous duty area positions and community
outreach efforts in support of the Surgeon General’s initiatives. Include dates.
• List Collateral Duties related to USPHS or previous positions and level of involvement (i.e.,
local, regional, and national). Do not duplicate collateral duties listed in the Performance
section.
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CV Guidance - Professional Contributions and Services to the
USPHS Commissioned Corps
This section represents 15% of the promotion precepts. The Readiness section has been removed since
all officers must be Basic Ready to be considered for promotion. This section should explain what you
do that’s not specifically related to your official position and how it contributes to USPHS, the
community, or others. Specify leadership roles in these activities. Ensure that positions (including
membership) are verified with supporting documentation in your eOPF.
• List meaningful involvement (e.g. PharmPAC, JOAG, d
eployment teams, professional
organizations) with position/role held (e.g. chair, committee lead, sub-committee member).
o Include impact(s) and dates.
• List professional presentations/publications that are given as an officer (not related to your official
position). Describe impact and audience. Do not duplicate with those listed in the Performance or
Career Progression sections. Consider listing to save space (e.g. PACE-4 local).
• List service/involvement that shows visibility of the corps (e.g., in uniform, or as
liaison/representative to PHS/Agency). Describe impact and audience; focus on activities where you
led, planned, or helped to develop.
• Specify involvement and role in Corps or agency-based mentorship programs. Include dates.
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CV Example – Multi-Agency BEFORE
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CV Example – Multi-Agency AFTER
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CV Example – Multi-Agency FINAL
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CV Example – Multi-Agency BEFORE Cont’d
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CV Example – Multi-Agency AFTER Cont’d
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CV Example – Multi-Agency FINAL Cont’d
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CV Example – Multi-Agency BEFORE Cont’d
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CV Example – Multi-Agency AFTER Cont’d
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CV Example – Multi-Agency FINAL Cont’d
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CV Examples – Before & After
CV Example – Multi-Agency
BEFORE
CV Example – Multi-Agency
AFTER (Changes Tracked)
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CV Coversheet Examples
CV Coversheet
Example: IHS CDR
CV Coversheet Example:
Multi-Agency
CV Coversheet Example:
BOP LT
CV Coversheet Example:
FDA LCDR
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Writing for Impact
• What did you do and why is it important?
• How does your accomplishment relate to the mission(s)
of your agency and/or the Corps?
• Can other officers outside of your agency understand
what you’ve done?
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Building Bullets
• 1. Extract the facts
o What did you do?
o How did you do it?
o Why is it important?
o Quantify the actions and results
• 2. Build the bullet structure
o Accomplishment Impact
o Start with an action verb, describe what was done, end with the results
• 3. Streamline the bullet
o Accuracy
o Brevity
o Specificity
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Bullet Examples
• Opened Salazar Slytherin’s Chamber of Secrets and defeated the basilisk
o Delayed re-corporation of Lord Voldemort by 2 years, saving the lives of hundreds of
Muggle-born wizards
o Created portable horcrux destruction device that directly contributed to the downfall of Lord
Voldemort and the Dark Forces’ defeat in the Battle of Hogwarts
• Initiated new facility-wide protocol enabling pharmacists to extend medication refills; order
same-day lab testing, and schedule PCP follow-up appts
o Reduced number of patients lost to follow-up annually by 23%
o Increased rate of compliance with CMS Comprehensive Diabetes Care standard by 15%
• Vice-Chair of Generic Drug User Fee Amendments II (GDUFA II) Review Classification
Working Group
o Led 26 team members in 11 offices/divisions to develop review classification process
o Implemented congressional mandate of shorter review timelines for priority applications
within time frame specified.
• Implemented local EHR change to default Rx duration for chronic medication to 365 days.
o Reduced new prescription volume by 17% in FY18 vs FY19; 25% increase in pharmacist
time spent on patient counseling; on-time refills increased by 34%
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Create a bullet (or two)
• Audience participation:
• Accomplishment
o Impact 1
o Impact 2
• Do the measurements in the billet reflect reality? Are they easily understood by
those reading the bullet?
• How can we make the bullet shorter? Can ancillary words be removed? Are there
more concise descriptors? Can we simplify the structure?
• How does the bullet relate to the Corps mission? Is there any jargon that needs to be
simplified?
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Promotion Preparedness Subcommittee
• Promotion Benchmark Group Reviews
o Packet review instead of single document
o CV + COER + OS + PIR +/- ROS
o 3 x 3 review program – each senior officer reviews 3 packets,
each junior officer receives 3 reviews
o Feedback is provided on benchmark review form
o Offered September 1-30
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Promotion Preparedness Subcommittee
• CV Review
o The officer’s CV will be provided to a senior officer from a different
agency to review and provide feedback.
o Feedback is provided on the benchmark review form +/- specific
edits to the CV document
o Offered October 14-November 14
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Resources/References:
Curriculum
Vitae Guide
2019-2020
Preparing for
Pharmacy
Promotion Tips
Tongue & Quill Excerpt –
Writing Better Bullet Statements
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Remember, Promotion is a Marathon…
Not a Sprint
• Changes you make now may not produce measurable impacts for several years.
• Promotion is very competitive, and the line between promoted and non-promoted officers
may be by a fraction of a point.
• It’s absolutely critical to make the information you present to the board as concise, clear,
and direct as possible.
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Helpful Links
• PharmPAC Career Development
o https://dcp.psc.gov/OSG/pharmacy/sc_career.aspx
• PharmPAC CV Resources
o https://dcp.psc.gov/OSG/pharmacy/sc_career_cvce.aspx
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Benchmark/CV Review Program Contacts:
CDR Stephanie Daniels-Costa
E. Regional Pharmacy Consultant
ICE Health Service Corps
619-214-2985
[email protected].gov
CDR Anna Santoro
Clinical Psychiatric Pharmacist
FMC Devens, Federal Bureau of Prisons
978-796-1352
[email protected]
Program Leads:
Lead Review Coordinator:
CDR Stephen Rabe
Stephen.[email protected]
Review Coordinators:
LCDR Jessica Voqui
Jessica.Voqui@fda.hhs.gov
LCDR Hong Vu
Hong.V[email protected]
LCDR Marc Gentile
M1Gentile@bop.gov
LCDR Tenzin Jangchup
tenzin.jangchup@fda.hhs.gov
LCDR Kristina Snyder
Kristina.m.Sny[email protected]hs.gov
LCDR Josie Zepeda
Josephine.d.z[email protected].gov
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Questions?
• Questions regarding benchmark changes or general promotion questions should be
submitted to
LCDR Kendra Jenkins for RADM Bingham’s PharmPAC panel presentation in
October
PHS#8XXXXX
CURRICULUM VITAE COVER SHEET
LCDR Sansa Stark, PharmD NCPS July 2019
PERFORMANCE
• Deputy Chief Pharmacist, Winterfell Medical Center (WMC), Andal Health Service (AHS) 2016-present
o Manages pharmacy operations for a 150-bed regional hospital, supervise 22 pharmacists and 30+ pharmacy
technicians with annual budget >$10 million and >16,000 outpatient visits per year
Implemented system for tracking supply requests & auto-order capability to maintain par levels
Reduced out-of-stock items by 87%, administrative hours by 54%, and overall expenses by 12% in FY18
o Precepted 6 pharmacy students per year (14 total) from Casterly Rock University School of Pharmacy (CRUSOP)
Awarded CRUSOP Preceptor of the Year in 2018
o Collateral Duty: Anticoagulation Clinic Manager, ~100 patients - 1,200+ visits/year
Improved patients’ average time-in-therapeutic range (TTR) from 44% in FY17 to 58% in FY18 and 73% in FY19
Added at-home INR monitoring and videoconference capability in 2019 – Reduced no-show rate by 41% vs FY18
o Collateral Duty: Antibiotic Stewardship Committee Member
Partnered with WHS lab sciences and informatics units to create EHR encounter templates for APPs based on
local antibiogram that reduced inappropriate fluoroquinolone use by 32% in FY2019
• Regulatory Review Officer, Center for Drug Evaluation and Research, Wine & Drug Administration (WDA) 2012-2015
o Managed New Drug Application (NDA) process for 50+ packets, >90% determined within 6 months or less
• Agency Awards: Riverrun Correctional Complex – Care Level II Pharmacy of the Year (2011); WDA CDER Group award
for superior performance in support of pharmacy regulatory actions (2013, 2014)
• PHS CM: Detailed to FOIA office at WDA – cleared 2-year backlog of 800+ documents in <12 weeks 2014
• Invited Speaker: AHS Northern Kingdom Pharmacy Conference Presenter: Pain Management 2018
EDUCATION, TRAINING, AND PROFESSIONAL DEVELOPMENT
• Matriculated, Masters in Healthcare Administration (MHA), Highgarden University (27 of 42 credits complete) 2017
o Applying management principles to improve pharmacy department financial and operational efficiency
• Board-Certified Pharmacotherapy Specialist (BCPS) 2016-2023
• National Clinical Pharmacy Specialist (NCPS), Comprehensive Chronic Care 2016-2019
• Leadership Training: Targaryen Leadership Academy: Servant Leadership Course 2015
• Public Health Training: Opioid Rapid Response Team Training 2019
• PGY-1 Residency completion at Riverrun Correctional Complex 2009-2010
• Doctor of Pharmacy (PharmD), Casterly Rock University 2009
CAREER PROGRESSION AND POTENTIAL
• Deputy Chief Pharmacist, Winterfell Medical Center, AHS, Winterfell, The North (O-5 billet, ISOHAR) 2015-present
o Collaterals: PHS Monarch Selection Committee (Nat’l), WMC Community Liaison Officer
• Regulatory Review Officer, WDA, King’s Landing (O-5 billet) 2012-2015
o WDA Commissioned Corps Awards Review & Assistance Committee
• Clinical Pharmacist, Riverrun Correctional Complex, BOP, Riverrun, Riverlands (O-4 billet, HAZ) 2010-2012
• Pharmacy Resident, Riverrun Correctional Complex, BOP, Riverrun, Riverlands (O-3 billet, HAZ) 2009-2010
• PACE Smoking Cessation Committee 2017-present
o Presented on tobacco cessation to 120+ community members at Castle Cerwyn, White Harbor, and Karhold 2019
o Noted 10-25% increase in appointment requests at each local tobacco cessation clinic following sessions
• TDY: Castle Black Health Clinic (2018), Fleabottom Women’s Detention Center (2011) – 3 weeks total
CHARACTERISTICS OF A CAREER OFFICER AND SERVICE TO THE CORPS
• Northern Kingdom COA Chapter, Service Committee Chair 2018-present
o Organized volunteer program to provide weekly pharmacist assistance to Bear Island Free Clinic through 12/2019
• PharmPAC UPOC for Winterfell University School of Pharmacy (WUSOP)
o Recruitment Presentation: WUSOP – 60+ contacts, 2 JRCOSTEP applicants 2018
• JOAG Outreach Committee – Officer Basic Course Volunteer (OBC 88-91) 2014
• Medical volunteer coordinator at Cersei Lannister Shame Walk & 5k Fun Run Race 2013
PHS#8XXXXX
CURRICULUM VITAE COVER SHEET
LT Lyanna Mormont, PharmD NCPS July 2019
PERFORMANCE
• Clinical Pharmacist, Bear Island Correctional Institute (BICI), Westeros Bureau of Prisons 2016-present
o Assists in pharmacy operations for a 550-bed Care Level II medium-security institution housing males & females;
supervise 1 staff pharmacist, 2 pharmacy techs when serving as Acting Chief Pharmacist (approx. 30 days/year)
Implemented scannable electronic system for tracking pill-line prescriptions dispensed to satellite housing units
Reduced lost/replaced medications by ~75% (87 in FY18, 22 in FY19), averting approximately $6k expense and
reducing delays in care
o Precepted 2 pharmacy students per year (4 total) from Winterfell University School of Pharmacy (WUSOP)
o Chronic Disease Collaborative Practice Agreement
Managed panel of 80+ patients (>500 encounters/year) w/ chronic medical conditions including diabetes,
hypertension, chronic kidney disease, congestive heart failure, depression, and anxiety, etc.
2018-19 Outcomes: 78% of diabetics w/ HgbA
1
C <8%, 93% of hypertensive patients at therapeutic goal, 54%
reduction in CHF hospitalizations in FY18 vs FY17
Minimal oversight by collaborating physician (autonomous practice) w/ co-signature required only for initial &
annual physical exams
• PHS AM: Initiated pharmacist-managed diabetes clinic at Iron Islands Correctional Complex 2014
• Agency/Outside Awards: BICI Employee of the Quarter in Q1, FY19; Northern Kingdom Pharmacists Association New
Practitioner of the Year (2016)
• Presented to BICI clinical staff on Hepatitis C evaluation and referral process 2018
o Streamlined access to care by reducing percentage of packets rejected for incompleteness from 30% to <5% from
FY18 to FY19; average time for treatment determination decreased by 15% to 3.5 business days
EDUCATION, TRAINING, AND PROFESSIONAL DEVELOPMENT
• National Clinical Pharmacy Specialist (NCPS), Comprehensive Chronic Disease 2017
• Certification: Medication Therapy Management (MTM), APhA 2017
• BLS Instructor, American Heart Association 2018
o Led 20 monthly on-site BLS cert/recert classes that eliminated BICI medical staff BLS certification lapses for 2019;
averted utilization of >100 administrative leave hours and >$1000 in reimbursements for community providers
• Public Health Training: Opioid Rapid Response Team Training 2019
• Doctor of Pharmacy (PharmD), Winterfell University School of Pharmacy 2015
CAREER PROGRESSION AND POTENTIAL
• Clinical Pharmacist, Bear Island Correctional Institute, BOP, Bear Island, Northern Kingdom (O-5 billet, HAZ) 2017-2019
o Collateral Duties: Medical Training Coordinator
• Clinical Pharmacist, Iron Islands Correctional Complex, BOP, Lordsport, Iron Islands (O-4 billet, HAZ) 2015-2017
o Collateral Duties: Deputy Accreditation & Compliance Officer – Assisted with preparation of >50 facility
accreditation files prior to audit, resulted in 100% compliance determination by ACA
• TDY: FCI Castle Black (2019) – 2 weeks total
• PACE Outreach Committee 2017-present
o Presented on opioid addiction prevention to 130+ 8
th
grade students at Deepwood Motte Middle School 2019
CHARACTERISTICS OF A CAREER OFFICER AND SERVICE TO THE CORPS
• Northern Kingdom COA Chapter, Service Committee Member 2018-present
o Maintained roster and coordinated scheduling for volunteer program to provide weekly pharmacist assistance to
Bear Island Free Clinic through 12/2019
• WPHS Services Access Team (SAT)-1, Gold Team Logistics Section 2017-present
• PharmPAC UPOC for Winterfell University School of Pharmacy (WUSOP)
o Presented PharmPAC Excellence in Public Health Practice Award at WUSOP commencement 2018
• JOAG Awards Committee Member 2017-2019
o Reviewed 20+ nomination packets annually for Junior Officer of the Year Award
• Mentee, PharmPAC CCPMN - Mentor CDR Arya Stark 2016-present
CURRICULUM VITAE COVER SHEET PHS#XXXXX
LCDR Tyrion Lannister, PharmD, BCPS, PMP December 31, 2019
PERFORMANCE
• Senior Regulatory Project Manager (sRPM), Wine and Drug Administration (WDA) 2017-present
o Division Subject Matter Expert for large volume parenteral submissions ensuring the accurate and
prompt review and regulatory decision on over 150 investigational and new drug applications
o Lead representative for the Division on a congressional inquiry regarding a key metabolite for the Inborn Errors
Drug Class preventing the contamination and possible lethal accumulation of drug byproduct
o Acting Chief, Project Management Staff (CPMS, Supervisory) for 90 days during maternity leave
• Regulatory Project Manager 2015-2017
o Lead RPM for development of first-ever Guidance for Crohn’s Disease Activity Index for industry and stakeholders
• BOP Staff Pharmacist – Manage three technicians dispensing over 60,000 prescriptions/year for a 550-bed 2012-2015
Care Level II medium-security institution sites and approximately 2,000 inmates at a Care Level III complex
o Collaborative practice agreements for 4 pharmacy-based clinics (Diabetes, Hypertension, Mental Health, HIV)
Performed 1,200 clinical encounters, managed > 180 patients
• PHS Commendation Medal for leading the investigation and recall of sodium chloride large volume 2019
parenterals that resulted in 26 patient adverse events and 1 death while mitigating a severe shortage in The North
• PHS Outstanding Unit Citation: Response to romaine lettuce E. coli outbreak among 14k Americans in 23 states 2017
• Agency/Outside Awards: CDER Center Director Certificate of Appreciation for co-lead of the CDER CASE series 2018
• Westeros Bureau of Prisons Special Recognition Award for implementation of emergency pharmacy 2014
continuity of operations plan during Grey Joy Rebellion Raids on Oldtown Proper
• JOAG Outstanding Non-Voting Member Award for development of behavioral health resilience program 2017
• Invited Speaker and Panelist, 2019 Global Drug Information Association (DIA) Conference (>2k in attendance) 2019
EDUCATION, TRAINING, AND PROFESSIONAL DEVELOPMENT
• Master of Business Administration, University of Pentos (15/45 Credits completed) to obtain training 2018-present
for strategic planning, leadership, and business-centered results
• Project Management Professional (PMP) Certification ensuring an unparalleled mastery of project 2019
management principals and industry best practices increasing productivity in support of the FDA mission
• Board Certification in Pharmacotherapy (BCPS) for KLAP team 6 and expert-level knowledge of drug products 2016
• WDA Emerging Leaders Program graduate cultivating supervisor skills and core competencies
(see page 3)
2019
• National Clinical Pharmacy Specialist (NCPS), Comprehensive Chronic Disease 2014-2015
• Doctor of Pharmacy (PharmD) - Lannisport University School of Pharmacy (qualifying degree) 2012
CAREER PROGRESSION AND POTENTIAL
• Senior Regulatory Project Manager (RPM) Office of Generic Drugs, WDA, O-6 Billet, King’s Landing 2018-present
o Collateral Duties: International endpoint and clinical marker IBD team, Intravenous Lipid Emulsion Workgroup
• Geographic move: RPM, Office of New Drugs, O-5 Billet, WDA, King’s Landing 2015-2018
• Staff Pharmacist, Oldtown Correctional Institute (OCI), (O-3 Billet – HAZ), Oldtown, The Reach 2012-2015
• SR COSTEP, The Citadel Hospital for Higher Learning, O-1 billet, WBOP, King’s Landing 2011-2012
• SG Initiatives: Fleabottom Homeless Clinic Influenza Immunizer: Vaccinated >200 patients at 4 events 2017-present
• TDYs: FCI Castle Black (2017, 14 days), Lys Free Clinic (2018, ISOHAR, 21 days)
• Deployments: Grey Scale Campaign (2019), Unaccompanied Wildling Mission (2018), Hardhome Relief Mission (2017)
CHARACTERISTICS OF A CAREER OFFICER AND SERVICE TO THE CORPS
• PharmPAC Voting Member (alt.), Career Development Committee 2017-2019
o Led a Multi-Agency team of Senior Officers to redesign and launch a newly formatted and user-friendly CV
• King’s Landing Area Provider (KLAP) Team 6 – Tier 2 Deployment Team – Pharmacy Lead 2018-present
o Assists KLAP Team Commander with management of pharmacy KLAP members, controlled substances, distribution
of medications, and ensuring the medication stock is appropriate for pre, during, and post-deployment activities
• COA – King’s Landing Chapter, Master of Coin 2017-present
o Established new ledger system for expansion and inclusion of Flea Bottom members
• PharmPAC UPOC – Lannisport University School of Pharmacy (3 CADs to date for service to USPHS) 2016-present
• Aide-de-camp during 2018 APhA Annual meeting for RADM Robert Baratheon 2018
PHS#XXXXX
CURRICULUM VITAE COVER SHEET
CDR Daenarys Targaryen, PharmD MPH BCPS NCPS July 2019
PERFORMANCE
• Clinical Pharmacy Coordinator, Dragonstone Medical Center (DMC), Andal Health Service (AHS) 2019-present
o Manages outpatient clinical pharmacy operations for a regional medical center serving 60k tribal members
o Supervises 11 clinical pharmacists staffing chronic disease clinic, urgent care clinic, and 5 specialty clinics
providing >32k encounters in FY20
o Ambulatory Care Residency Director; supervises 1 PGY-2 AmCare resident + 3 PGY-1 outpatient rotations annually
• HIV Center of Excellence Clinic Manager, Dragonstone Medical Center 2015-2019
o Managed panel of 146 patients (>500 encounters/year) to provide comprehensive care to HIV+ patients
o FY2019 Outcomes: 88% of clinic patients have undetectable viral loads after 1 year, <2% patients developed
opportunistic infection.
o Collaborated with CDC Every Dose Every Day Program to integrate provider training, peer support networks, and
technology (smartphone app) to improve patients’ on-time refill rates from 67% in FY17 to 84% in FY19
• Agency/Outside Awards: AHS Director’s Team Award: DMC HIV Center of Excellence (2018)
• PHS CM: Initiated HIV PrEP (Pre-Exposure Prophylaxis) Pharmacy Integration Program 2018
o Implemented opt-out counseling for PrEP services and expanded pharmacists’ prescriptive authority to same-day
screening labs for PrEP; 57% increase in PrEP prescriptions FY17 vs FY16
o Resulted in 8% decrease in Crownlands area new HIV diagnoses reported by DMC in FY18.
• Invited Speaker, Essos Pharmacy Association Annual Meeting 2017, 2018, 2019
o Annual Updates in HIV Therapeutics – International Audience of 200+ Clinical Pharmacists
EDUCATION, TRAINING, AND PROFESSIONAL DEVELOPMENT
• National Clinical Pharmacy Specialist (NCPS), HIV, Comprehensive Chronic Disease 2015-present
• Master’s in Public Health (MPH) w/ concentration in Community Healthcare Education, University of Pentos 2016
• Board Certification in Pharmacotherapy (BCPS) 2014
• Leadership Training: Leading Collaborative Teams Course, Yunkai Business School
• Public Health Training: Opioids and HIV Transmission Workshop, King’s Landing Center for HIV Services 2017
• Doctor of Pharmacy (PharmD), University of Pentos School of Pharmacy 2015
CAREER PROGRESSION AND POTENTIAL
• Clinical Pharmacy Coordinator, Dragonstone Medical Center (O-6 billet), AHS, Crownlands, Westeros 2019-present
o Collateral Duties: Crownlands Area AHS Awards Committee (2016-2019), Chair (2019-present)
Personally assisted 13 officers with award write-ups, 92% approval rate
• Advanced Practice Pharmacist, Dragonstone Medical Center (O-5 billet), AHS, Crownlands, Westeros 2015-2019
o Collateral Duties: Coordinator, Vaccines for Children (VFC) Program; Narcotics Officer
• Clinical Pharmacist, Meereen Medical Center (O-4 billet), AHS, Slaver’s Bay, Essos 2011-2015
• Pharmacy Resident, Vaes Dothrak Health Center (O-3 billet, ISOHAR), AHS, Dothraki Sea, Essos 2009-2011
• TDYs: Qarth Health Center (2014, ISOHAR), Astapor Health Station (2017) – 60 days total
• RedDOG Deployment: Northern Wight Epidemic Response Team (2018) – 14 days
CHARACTERISTICS OF A CAREER OFFICER AND SERVICE TO THE CORPS
• PharmPAC Voting Member, Readiness Committee 2015-2017
o Developed & distributed readiness checklist and established SOP for monthly readiness reminders
Pharmacy category recognized by ASH as having highest percentage of basic-ready officers - >97% readiness
• Commissioned Corps Women’s Issues Advisory Board (CCWIAB), Member 2017-2019
o Co-Authored “Expectant Parents’ Guide” document to assist with navigating policies and resources relevant to
pregnancy, postpartum, and parenthood
• COA - Crownlands Chapter, Community Engagement Vice-Chair 2018-present
o Assisted in establishment of needle exchange on Crackclaw Point Andal Reservation
Co-authored grant proposal that received $10,000 in funding from HRSA
• PharmPAC UPOC – Storm’s End University School of Pharmacy 2016-present
o Presents on USPHS Pharmacy annually as lecturer for Intro to Pharmacy Perspectives Course, 2 JRCOSTEP applicants
• PharmPAC CCPMN Mentor x 2, Mentees LCDR Jon Snow (AHS) and LT Yara Greyjoy (BOP) 2015-present
1 | Page
Pharmacy Category
Preparing for Promotion Boards
We have many tremendous officers and each have unique skills and responsibilities they put forth to be evaluated for
promotion. Many officers and their supervisors/raters/reviewers might be unfamiliar with the Promotion Board review
process and might benefit from suggestions and tips on preparation of your eOPF for a Promotion.
S
uggestions for the 2020 promotion year:
1. Assume the majority of board members are not from your particular Agency/OPDIV. Be specific, do not use
Agency-related acronyms. Describe Agency specific training, experience, titles – reference a later page in your CV
body if needed. Give them a good picture of what you’ve done in your job and why it’s important.
2. Board members have approximately five to ten minutes to review each file. With a large category like
Pharmacy, the Board members are reviewing files for upwards of 10 hours per day to complete the process in the
time allotted. This only allows a maximum of 10 minutes per file. The officer should be sure that every word,
bullet, sentence truly counts and is meaningful. Make your case clear, simple and concise. Not everyone on the
Board understands what you do at NIH/FDA/CDC/CG/IHS/BOP, etc., and some have worked in limited number of
agencies.
3. Performance is 40% of what matters for promotion---show that you do your JOB well. Some officers focus
entirely too much on the other precepts and their performance is lost in the shuffle. This also goes back to point
1…make sure the board can understand what you do and make sure they see that you do it well. Quantify your
accomplishments and impacts wherever possible.
4. Proofread. This is an opportunity to demonstrate to the board that you are attentive to detail and care about
having an excellent work product. If you have multiple misspellings, run-on sentences, or unclear sentence
fragments, this does not endear you to the board. New tools used for OS and ROS, as well as COERs, have
perhaps made it more of a challenge, but make it a point to proofread one last time.
5. Have several non-PHS & non-pharmacy folks review your CV and see if they can understand and explain back to
you what you do (Teach-back method). If they can’t, the Board may not understand either. Describe what you
do in plain English and avoid agency-specific jargon.
6. Do not exceed one page for your coversheet. A clear and concise CV cover sheet is critical. Do not include pre-
PHS work and internship rotations, etc. and make sure that every word on the cover sheet is necessary.
7. Use repetition wisely but not excessively. Repeat certain significant accomplishments if needed, but avoid (to
the level that you can control) having the CV=COER=OS=ROS. They should not be copies of each other.
8. OS and ROS should show accomplishments, context and impact. Accomplishments and context would be
“processed XYZ ANDA’s this year, XX above the standard”. Impact would be “resulting in cost savings of XX% of
the budget for this facility” or “resulted in increasing the number of smokers that quit by 25%.” or "decreased the
backlog of pending labeling reviews by X%." The OS should focus on Corps accomplishments and impacts, and the
ROS should focus on agency/position-related accomplishments and impacts.
9. Mobility should demonstrate career progression. An increase in responsibility and a broadened scope of work
should correlate with the position description and support a geographic or programmatic move. Too many
moves, especially without an increase in responsibility, may appear suspicious (and it may benefit the officer to
explain these moves in the CV or Officer Statement). Upward mobility is also considered, though an increase in
2 | Page
position grade (billet) at the same duty station should clearly document the associated increase in responsibilities
in the officer's CV.
10. Do not include mandatory agency training in your PHS CV. Everyone in PHS and beyond has to do EEO,
Computer Security, Ethics, Privacy Act, etc, training. It distracts from the substantive trainings that you may have
done. Again, be clear and concise, and make every word count. List the additional trainings you USE and
demonstrate to the Board how you might utilize them. Similarly, do not submit completion certificates for
required readiness/FEMA coursework; this is maintained in the readiness LMS.
11. Include supporting documentation for certifications and pertinent professional training. If you are NCPS
certified, trained in Lipid Management, ACLS, PALS, BCPS, etc., be sure to submit these certificates to your e-OPF
file. If you have had FDA trainings as a Level III investigator, submit that to your file. If it is training that separates
you from your peers professionally - submit it! If you have it, put it in your OPF. The board does look there.
12. Spell out and explain uncommon acronyms. If you don’t know if it is uncommon, ask a non-PHS family member if
they understand it. If they don’t, the board probably won’t.
13. Visit and re-visit your e-OPF and PIR often, especially as you approach the deadline for submissions.
a. PIR: You are the only person who can look to see that your billet, your awards, your assignment history, etc. is
correct
b. Other documents: make sure that all the documents that you have submitted actually make it into your file
and were scanned correctly—including your Officer Statement.
c. ROS: verify that an ROS is completed in your COER. If you are not satisfied, work with your reviewing official
and agency liaison. AND….don’t wait to send things in. A missing OS and ROS will signal that an officer that
is not interested in career progression.
d. Check for duplicate documents in your eOPF. If you fax the same document more than once, you’ll have
duplicates in your record. To have duplicates removed, contact phsopff[email protected]
.
14. Make it easy for the Board to see who you are, why you add value to the Corps and what impact you have had
over the course of your career. Know what the precepts and benchmarks are, and how you meet them.
15. Other general CV advice:
e. Less is often more. Don’t use three sentences if one will do…Quality wins out over quantity.
f. Quantify. Use data and its context to concisely illustrate your value to your organization (your impact). Also
provide a context, i.e., what is average/expected?)
g. Include only substantial community service that contributes to Corps visibility/public health initiatives. If
you supervised/ran a healthcare-related charity event, that’s pertinent, but donations to Goodwill and/or
participation in charity athletic activities are not necessary to put on your CV.
h. Avoid the small font. The use of small fonts (<11) can result in unclear or illegible image files, which are
difficult to review.
i. Follow the suggested CV format on PharmPAC webpage. It makes it easier to find information and less likely
that a board member will miss something
j. Donating money is not a PHS Support activity.
k. Do not list ‘PharmPAC participation’ if you're not officially appointed. An appointment letter or
documentation of appreciation for work must be on file
l. Send only official appreciation letters/commendations letters to your OPF, not personal post-its, emails, etc.
m. There are a number of jobs that PHS Pharmacists occupy that are “different” or non-clinical, non- regulatory,
etc. We all realize those are good officers, in those positions, doing needed things for the profession and the
health of the nation, but the officer must help Board members better understand their jobs. If the Board has
difficulty in translating your position, and you did not explain the context and impacts of your work, you may
not score as high. The Board can only measure and evaluate based on what is in front of them.
3 | Page
n. Submit documents to substantiate claims made on your CV. For example, if you indicate that you’re working
on an advanced degree, submit interim transcripts to your eOPF. If you’ve completed an advanced degree, be
sure to submit an official, final transcript.
PharmPAC CV Coverpage General Instructions
This purpose of this document is to easily highlight what you do and the impact you
have on your agency, the Corps, and the nation.
o How is your role unique? (What makes you stand out from other officers?)
o What are the impacts of your actions on the mission of the Corps?
o How have you demonstrated personal and professional growth as an officer
through your career?
o Can other officers outside of your agency understand what you do?
• Be brief and concise. One page maximum. Use font size no smaller than 10 point (Arial,
Calibri, Times New Roman or any font that is easy to read electronically). Limit margins
to 0.5 inch.
• For major accomplishments, or if you can’t adequately convey an accomplishment in
abbreviated form on the coversheet, you may refer the reader to a specific page in the body of
your CV- but keep in mind that this will reduce the amount of time the board member can
spend on your other documents.
• Show, don’t tell. As an example, instead of saying you demonstrate leadership, describe
how you lead through your accomplishments and impacts.
• Use bolding to highlight significant achievements but be judicious. If everything is bolded
and “important,” then nothing stands out as actually important.
• Corroborate your involvement and/or achievements with documents uploaded in your
eOPF (e.g., Volunteer – thank you letter, TDY – memo/LoA from supervisor).
• Promotion is an extremely competitive process. The CV coversheet is designed to help
officers put their best foot forward in a concise, consistent, and meaningful fashion.
However, the promotion boards consider many factors in determining advancement
(COERs, OS, etc.).
•
Curriculum Vitae Cover Sheet PHS # XXXXX
Rank, First Name Last Name, Credentials Month Year
PERFORMANCE
This section represents 40% of the promotion precepts and should take up a proportionate section of your CV coversheet. Highlight your
scope of responsibility, autonomy, and impact of your actions - including geographic area, supervisory responsibilities, and policy
development. All officers should list major accomplishments and their impacts. The promotion board will review the officer’s ROS and
PIR so there is no need to duplicate this information. Focus on your current position, however you may include significant impacts from
previous position(s). Include dates.
•
The first bulleted section should be an elevator-pitch-type description of your position and scope of responsibility. Sub-bullets should
detail major accomplishments and impacts.
•
Only include USPHS awards that meet/exceed the benchmarks. Also list agency/non-USPHS awards (e.g., organization awards) –
Focus on individual awards or group awards above the regional level. Provide impact and year awarded – Do NOT repeat the citation.
•
List major publications and presentations that are related to your agency/position. Consider consolidating to save space (e.g. National
-3, regional/state -5, local -12). These listing should demonstrate how you are recognized as a SME or recognized expert in your field.
•
List significant collateral duties (i.e., duties assigned by agency or OSG in addition to your regular duties). Highlight impacts and level of
involvement, e.g., local, regional, national. For example, if collateral duty translates to a title (e.g., Preceptor for students/residents,
Clinical Specialist, GPRA coordinator, acting team leader for >3 months, etc.), list the title and impacts in this section.
EDUCATION, TRAI
NING, and PROFESSIONAL DEVELOPMENT
This section represents 20% of the promotion precepts. List degrees/certifications that are impactful to current job/USPHS mission
or will be impactful for the direction of your career. Highlight what you are doing to further your education and increase your skills,
and why or how you use it in your position. Your post-entry level degree must provide value to USPHS and/or your agency.
•
List entry level and relevant post-entry-level degrees (e.g. MPH, MS, MBA), certifications (e.g. BCPS, NCPS, COR, RAC, etc.), and
significant and/or executive-level public health and leadership training with date enrolled or completed.
•
For post-entry-level degrees in progress, include % completed and/or number of credits attained.
•
For certifications list expiration dates as applicable
•
List significant degrees/certifications/trainings in order of importance (higher to lower level). Include dates. Use bold type judiciously
•
Provide a brief description explaining how this degree and/or training have helped you enhance your performance, improve your
agency, and/or advance the USPHS mission.
•
DO NOT list BLS, OBC/BOTC, or training ribbon as these are requirements of all officers.
CAREER PROGRESSION and POTENTIAL
This section represents 25% of the promotion precepts and should read as a timeline of your career, highlighting major changes in
billet, mobility, and scope of responsibility. DO NOT list Regular Corps.
•
List assignment, billet, agency, city, state, and dates. Emphasize the most recent positions (5-7 years) to demonstrate growth and
increased scope of responsibility.
•
Highlight significant deployments and TDYs. May be summarized (include number and total days/weeks).
•
Highlight mission contributions: isolated/hazardous duty area positions and community outreach efforts in support of the Surgeon
General’s initiatives. Include dates.
•
List Collateral Duties related to USPHS or previous positions and level of involvement (i.e., local, regional, and national). Do not
duplicate collateral duties listed in the Performance section.
PROFE
SSIONAL CONTRIBUTIONS and SERVICES to the USPHS COMMISSIONED CORPS
This section represents 15% of the promotion precepts. The Readiness section has been removed since all officers must be Basic Ready
to be
considered for promotion. This section should explain what you do that’s not specifically related to your official position and
how it contributes to USPHS, the community, or others. Specify leadership roles in these activities. Ensure that positions (including
membership) are verified with supporting documentation in your eOPF.
•
List meaningful involvement (e.g. PharmPAC, JOAG, deployment teams, professional organizations) with position/role held (e.g. chair,
committee lead, sub-committee member). Include impact(s) and dates.
•
List professional presentations/publications that are given as an officer (not related to your official position). Describe impact and
audience. Do not duplicate with those listed in the Performance or Career Progression sections. Consider listing to save space (e.g.
PACE-4 local).
•
List service/involvement that shows visibility of the corps (e.g., in uniform, or as liaison/representative to PHS/Agency). Describe
impact and audience; focus on activities where you led, planned, or helped to develop.
•
Specify involvement and role in Corps or agency-based mentorship programs. Include dates.
2
Updated 7-2019
Rank, First Name, Last Name, Credentials PHS#XXXXXX
CURRICULUM VITAE
PHS # Rank & Name Date of CV
Agency Work Address
Phone #
Email
Education:
Degree(s)
University/college. City, State: Date awarded
Residency/Board Certification/etc.
Program: Date completed
{List all college degrees and extensive training in reverse chronological order}
Experience:
Agency
Duty site
Dates a
ssigned
Staff/Chief Pharmacist (position title) (billet) describe position.
•
Other duties and accomplishments/impacts.
•
Collateral duties and description.
•
Highlight your achievements/outcomes, leadership attributes, and mission contributions.
•
Clearly indicate the level of responsibility of each position.
•
Include permanent assignments and any assignment in an acting capacity where personnel orders were issued or the assignment
lasted more than 180
days.
{List each job in reverse chronological order – most recent first}
Readiness:
•
Deployment role: (refer to OFRD webpage)
•
Deployment tier and/or team
Significant training: {especially public health and deployment-related initiatives}
Include dates.
Deployments: Date(s) deployed
{Include all activities i.e., DMAT, NPRT, NMRT, and VMAT}
Awards and Honors:
Award title (from whom i.e., USPHS [e.g., OSM, CM, AM, CIT, OUC, UC], Army, Division, Institute, and agency [including non-
DHHS agencies], and professional organization awards [APhA], and recognition such as letters of commendation), short
description if applicable. Year received.
•
Supporting documents should be in your eOPF
{List awards in reverse chronological order}
USPHS Support Activities:
Activity: Years of service
•
i.e., PharmPAC, JOAG, MOLC, membership/support, Mentoring, Aide-de-Camp, Associate Recruiter, short TDYs, etc.
{Include year of parti
cipation and any official position you held}
Professional Memberships and Activities:
Program/association
Special duty/committee involvement and accomplishments
{List active memberships only
•
May list previous membership(s) to reflect accomplishments or any official position you held
}
3
Updated 7-2019
Rank, First Name, Last Name, Credentials PHS#XXXXXX
Presentations and Publications:
“Title.” Organization to whom presented. Month, Year. City, state. (Presentation format)
Author. Title. Journal. Year; Volume: Page(s). (Publication format)
•
Note poster presentations here as well, after title please include (poster)
•
Early in career, staff presentations may be listed. As career progresses, list presentations to larger audiences i.e., city, state,
national level
{List in rev
erse chronological order}
License:
State registered. License #
Certifications and Special Skills:
Include expiration dates as applicable.
Diabetes Educator
Mass Vaccinator
BLS, ACLS, PALS, etc.
Diving, pilot, etc.
{List anything you feel is pertinent to the Corps}
{Specify the type of certification or certificate received, i.e., type of training involved}
•
Board certifications are also listed under Education.
Community Service:
Program: Years of service
•
Type of involvement
•
some activities may require Outside Approval
{List services that are no more than 5 years old}
Notes:
The Curriculum Vitae (CV) may be used: a) to apply for positions with the Commissioned Corps, and b) for documentation in your
electronic official personnel folder (eOPF). The above recommendations pertain primarily to preparing your CV for use as summary
documentation in the eOPF.
Those who r
eview your CV will gain some indication of your judgment by what you document or by what you fail to disclose.
Be
informative but concise. For example, you may wish to indicate that you were an Eagle Scout; however, listing all of your merit
badges would be excessive.
Any Commissioned Officer that is eligible for a promotion should have an updated CV in their eOPF before the published deadline of the
promotion year. It is also recommended to update your CV yearly for your eOPF.
The information in your CV should be in a concise, easy-to-read, easy-to-find format. By following the recommended format (above) it
will make the job of the reviewing officers easier and lessen the likelihood that they will miss important, perhaps even pivotal, facts
about you.
The CV is one of the most important documents for obtaining an overview of your career. Your CV should summarize items found
el
sewhere in your eOPF and highlight information that may not be included in the eOPF.
Upload a c
opy of your CV into your eOPF. If multiple pages, your CV must be numbered sequentially (Page 1 of 5, 6, 7, etc.). The first
page of your CV will be your CV Cover Sheet.
CHAPTER 19
Writing Better Bullet Statements
CHAPTER 19:
Writing Better Bullet Statements
This chapter covers:
•
Getting started
• Drafting Accomplishment-Impact Bullet Statements
• Polishing Accomplishment-Impact Bullet Statements
•
Bullet Statement Mechanics
Bullet statements are used in many Air Force documents, from the Air Force papers discussed in
chapter 16 to the official personnel records of Airmen. While this chapter focuses on writing
better bullet statements for use in personnel records, the principles here can be used to improve
any written product wherever bullet statements are used.
Performance reports/appraisals (officer, enlisted and civilian), awards and decorations are part of
everyone’s permanent personnel records. These records are used by commanders, managers and
supervisors to document an individual’s performance over a specific period of time. If you
supervise just one person, you play a vital role in his/her career. You provide the opportunities
for success and you have the obligation to document employee performance.
Through leadership, mentoring and effective writing, you can ensure the employees you
supervise are afforded opportunities for success and increased responsibilities by documenting
their success on performance reports/appraisals, awards and decorations. The guidance here is
general in nature; you must ensure all performance reports/appraisals, awards and decorations
you prepare follow appropriate instructions/regulations and applicable command guidance. Of
course, the most important part of documenting performance is getting started.
The Tongue and Quill
AFH 33-337, 27 MAY 2015
Getting Started
• Get Organized: Keep records of all the accomplishments, awards, and recommendations for
all those you supervise. Create a file folder—paper, electronic or both—for each employee
and make regular entries to everyone’s folder. This will drive you to keep in touch with your
subordinates and involved in their professional development.
• Know the Format: Most evaluation forms are written using bullet statements. Use the font
and point size specified by the governing instruction or software used to produce the report.
• Editing: The Tongue and Quill includes a section on “The Mechanics of Writing” with
guidance for grammar, punctuation, abbreviations, capitalization, hyphens and numbers to
help you avoid misspelled words, typographical errors and other mistakes that reflect poorly
on you and distract officials reading the report.
• Write Effectively: Get the reader’s attention. Positive words and phrases leave a lasting
impression with readers. Neutral or negative words and phrases give the impression that the
person you are writing about is average or below average.
Drafting Accomplishment-Impact Bullet Statements
The heart of effective writing involves writing effective accomplishment-impact statements. If
you are like many supervisors, you’ve likely stared at a blank report and wondered, “How in the
world do I even start to write effective bullet statements?” Whether you are in that situation for
the first or 100th time, here are some steps that will help you write effective accomplishment-
impact bullets.
Step 1: Extract the Facts
The first step is the hardest part of bullet statement writing—getting started! Supervisors often
get in trouble early because they do not capture information on their employees regularly or
completely. Without a good file of accomplishments for each employee, it is hard to write about
what each has accomplished.
Gather the Information
Begin by getting organized and creating a file for each employee. Collect all of the information
you can find that is relevant to each accomplishment and file this information in the file you have
created for that employee. Capture everything you can—direct information and support that may
be remotely related to the accomplishment—on paper or electronically. What looks unimportant
today may be a key piece of information later. As you gather information and make annotations,
consider the following tips for what to look for and how to mark what you find:
• Isolate the action: Isolate and record the specific action the person performed.
• Annotate the record: Mark the action with a power verb that best describes the action
(e.g., repaired, installed, designed, etc.).
• Measure the action: Document related numerical information (number of items fixed,
dollars saved, man-hours expended, people served, pages written, etc.).
- 248 -
CHAPTER 19
Writing Better Bullet Statements
• Connect the dots: Document how this accomplishment impacted the bigger picture and
broader mission of the unit, group, wing, installation, command or Air Force.
• Ask the member: Facts and figures do not always present themselves easily. Talk to
the people you supervise. They are in the best position to clarify information on the tasks
they perform, provide details about what they have accomplished, and inform you on
how the task was done (e.g., saving time, treasure or talent).
• Ask others and check the tech: Ask coworkers and other supervisors who may have
seen this person in action. Also, consult Technical Orders, customers served, letters of
appreciation, automated work production documents or other sources to get all the
information you need.
• Capture from the start: Track your subordinate’s accomplishments as they happen.
Keep a record of significant work performance (both good and bad). This habit will help
you be prepared when it’s time for a performance report, feedback, award ordecoration.
Gathering information does not take as much time if it is performed regularly. Be prepared to
schedule ample time with your people and make notes on what you need to include (or verify) in
an employee’s record. If you think gathering information as a routine takes too much time,
consider how long it will take to write a good performance report, award or decoration request
without the information—and how much you will spend tracking it down in the face of deadlines
and irate superiors. Without documented information on performance, you are forced to rely
upon loose generalizations and vague statements rather than convincing facts.
Sort the Information
With the information you have gathered, the next task is to sort the useful items from the items
that are not useful. Test each item to see if it is truly associated with the accomplishment you
identified earlier or if the item is unrelated to the accomplishment. The test is to ask, “Is this bit
of information solidly connected to this single accomplishment?” If the answer is yes, flag the
information as useful. If the answer is no, line through or flag the information as not useful—but
never throw it away or delete it! Although it may not be useful now, it may be just what you
need for another bullet later. Continue applying this question to all of the items you’ve collected
for this bullet statement. Once the bits of information are sorted, you will have a stack of
information that pertains precisely to the accomplishment and the bullet statement to be written.
Step 2: Build the Bullet’s Structure
The next step is to take the sorted information and organize it into an accomplishment-impact
bullet. Group the sorted items for each accomplishment as either the accomplishment (the what)
or the impact (who, when, how, why).
The Accomplishment Element
The accomplishment element begins with an action. Action is best expressed with strong action
verbs. The table, below, contains a short list of action verbs that can be used to start bullet
statements. These are not all the action verbs that can be used, but it should get you started in
writing that next evaluation, appraisal, award or decoration package.
The Tongue and Quill
AFH 33-337, 27 MAY 2015
Action Verbs for the Accomplishment Element
Accomplished Achieved Acquired Acted Activated
Actuated Adapts Adhered Adjusted Administered
Advised Agitated Analyzed Anticipated Applied
Appraised Approved Aroused Arranged Articulated
Assembled Asserted Assessed Assigned Assisted
Assured Attained Attend Authorized Averted
Bolstered Brought Build Calculated Capitalized
Catalyzed Chaired Challenged Clarified Collaborate
Collected Commanded Communicated Compared Compelled
Competed Compiled Completed Composed Comprehend
Computed Conceived Concentrated Conducted Conformed
Confronted Considered Consolidated Consulted Contacted
Continued Contracted Contributed Controlled Cooperate
Coordinated Created Cultivated Delegated Demonstrated
Deterred Developed Devised Displayed Dominated
Drove Elicited Embodied Emerged Emulated
Encouraged Endeavored Energized Enforced Enhanced
Enriched Ensured Escalated Established Exceeded
Excelled Expanded Expedited Exploited Explored
Fabricated Facilitated Focused Forced Formulated
Generated Grasped Helped Honed Identified
Ignited Impassioned Implemented Improved Initiated
Inspired Insured Invigorated Kindled Launched
Maintained Manipulated Motivated Organized Originated
Overcame Oversaw Performed Perpetuated Persevered
Persuaded Planned Practiced Prepared Produced
Projected Promoted Prompted Propagated Propelled
Quantified Rallied Recognized Rectified Refined
Reformed Regenerated Rehabilitated Rejuvenated Renewed
Renovated Reorganized Required Resolved Revived
Sacrificed Scrutinized Sought Solved Sparked
Spearheaded Stimulated Strengthened Strove Supervised
Supported Surpassed Sustained Transformed Utilized
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In some cases, action verbs alone just cannot fully stress the strength or depth of someone’s
accomplishment. If you need to give action verbs an added boost, use an adverb to modify the
verb. Most adverbs are really easy to pick out … they end with the letters “ly.” Try connecting
some of the adverbs listed below to the verbs listed above to get a feel for how the adverb-verb
combination can intensify the accomplishment element.
Adverbs for the Accomplishment Element:
Actively Aggressively Anxiously Ardently Articulately
Assertively Avidly Boldly Competitively Compulsively
Creatively Decisively Eagerly Energetically Enterprisingly
Enthusiastically Expeditiously Exuberantly Feverishly Fiercely
Forcefully Frantically Impulsively Incisively Innovatively
Intensely Powerfully Promptly Prosperously Provocatively
Quickly Relentlessly Restlessly Spiritedly Spontaneously
Swiftly Tenaciously Vigorously Vigilant
Now that you get the general idea about how to begin the accomplishment element, let’s look at
the rest of this critical part of the bullet statement. Broadly speaking, the accomplishment
element contains all the words that describe a single action performed by a person. While this
sounds simple, this rule is violated frequently. If two or more actions are combined together in
the same bullet, each of the actions is forced to share the strength of that entire statement. So
rather than combining two or more actions to strengthen a single bullet, writers must ensure
bullets focus on only one accomplishment. Two examples of an accomplishment element are
below: one uses simply an action verb; the second uses a modifier (adverb) for added emphasis.
- Processed over 300 records with no errors as part of the 42 ABW MobilityExercise
- Tenaciously processed over 300 records with no errors as part of the 42 ABW
Mobility Exercise
In summary, the accomplishment element begins with some form of action (action verb only or a
modifier plus action verb) and contains a factual, focused description of one single action or
accomplishment. With that established, let’s look at the impact element.
The Impact Element (Impact and Results)
The impact element explains how the person’s actions had an effect on the organization and the
level of impact (e.g., work center, unit, wing, Air Force or Department of Defense). However,
the scope of the impact should be consistent with the person’s accomplishment. For example, if
the accomplishment explains how a person processed a large number of records during a base
exercise, the impact should not be stretched to show how the Air Force will save millions of
dollars. The impact must be accurate (more on that later); be careful not to stretch the truth when
rendering full credit for someone’s accomplishment. For the accomplishment element above, the
impact element could be as follows:
- … all wing personnel met their scheduled clock times
The Tongue and Quill
AFH 33-337, 27 MAY 2015
Connecting the Accomplishment and Impact Elements
“ing”: Connecting the accomplishment and impact elements together can be done several ways.
One of the ways is to use the “ing” form of words. See how the word “ensuring” connects our
two elements in the example below:
- Processed over 300 records with no errors as part of the 42 ABW Mobility Exercise
ensuring all wing personnel met their scheduled clock times
Punctuation: Another way to connect these two elements together is to use punctuation that
- Processed over 300 records with no errors as part of the 42 ABW Mobility Exercise;
all wing personnel met their scheduled clock times
joins phrases together (conjunctive punctuation). The most common form of conjunctive
punctuation in bullet statements is the semicolon. Let’s set off our previous example with a
semicolon to see this approach in action:
Multiple impacts: If you have a situation where a single accomplishment has more than one
significant impact, you may show each impact element separately but using sub-bullets. The
bullet statement format for a multiple impact accomplishment separates the accomplishment
element as the single dash (-) bullet statement followed by impact element sub-bullets with a
double dash (--). Start each impact element sub-bullet with an action verb.
- Processed over 300 records with no errors as part of the 42 ABW Mobility Exercise
-- Ensured all wing personnel met their scheduled clock times
-- Helped the wing garner an overall “OUTSTANDING” rating from the IG team
CAUTION: The multiple impacts method of writing bullets for a single accomplishment takes a
great deal of space where space is limited (evaluation forms). Some commands do not allow the
use of multiple impact lines under a single accomplishment. Check with your local command for
guidance. Similarly, familiarize yourself with the appropriate MAJCOM/Base/Wing/unit level
guidance for commonly used acronyms, abbreviations, etc. to ensure your documents are
complete and well written.
Step 3: Streamline the Final Product
Review: After extracting the facts we built the structure of the performance bullet by separating
the information into two elements: the accomplishment element and the impact element. Then
we connected the two elements and applied standards to make the bullets strong and meaningful.
Now we need to streamline the final product and make the bullet statements accurate, brief and
specific (ABS).
Accuracy
Accurate bullets are a must. To be accurate, they must also be correct. If the facts are stretched,
exaggerated or embellished, then accuracy is lost. Exaggeration or embellishment, no matter
how minor, is not the truth. Evaluations, appraisals, awards and decorations are permanent
official records—let them be full of facts and truth that reflects our core values.
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Brevity
Editing for brevity accomplishes two tasks. First, select words that are shortest and clearest, yet
most descriptive to the readers. This means that long, confusing words or phrases are replaced
with short, clear, common terms. Second, eliminate or reduce unnecessary words. Some of the
words that all bullet writers should be looking to eliminate (or at least sharply reduce) are:
• Articles: a, an, the
• Helping verbs: can, could, may, might, must, ought, shall, should, will, would
• Also forms of be, have, and do
o
Forms of be: be, am, is, are, was, were, been, being
o
Forms of have: have, has, had, having
o
Forms of do: do, does, did
• Linking verbs: forms of verbs associated with five senses: look, sound, smell, feel, taste
• Name of the person when their name is printed elsewhere on the document
• Personal pronouns
• Prepositions (use them sparingly): over, under, in, during, within, etc.
Specificity
Specific bullet statements contain detailed facts. To write them, you’ll need to be familiar with
the people and systems involved. Resist the urge to estimate or generalize. Don’t be satisfied
with a range (10-20 units), or round numbers (approximately $1000; nearly 3500 customers).
Get the exact numbers and use them. With the first round of drafting complete your bullets are
ready to be polished.
Polishing Accomplishment-Impact Bullet Statements
ABS stands not only for accuracy, brevity and specificity, but also for the critical “attributes of
bullet statements.” After the first draft bullets are complete, keep ABS in mind as you prepare to
polish your draft statements to clean them up, trim them down and give them the scrubbing they
need before they become a permanent part of someone’s official record. Consider the following
bullet: how could it be sculpted to support both the accomplishment and the impact?
- Repaired 17 seriously corroded broken or missing Log Periodic (LP) antenna
elements in the Atlantic Gateway Antenna System within 3 days by using elements
from decommissioned antenna parts saving an estimated $3500 in procurement cost
and 4 weeks of expected delivery time
Accuracy
To make the bullet statement accurate you need to ensure the facts are correct. Verify the facts
by simply asking a few questions. For this example, a few questions revealed a more detailed
picture of the actual accomplishment.
The Tongue and Quill
AFH 33-337, 27 MAY 2015
• How many antenna elements were actually repaired? How many were replaced? In this
example, 17 elements were salvaged from decommissioned equipment and repaired to
replace the seriously damaged and corroded elements; an additional 23 elements were
repaired (sanded, repainted or recovered).
•
How long does delivery really take and why? Four weeks of delivery time seems like a
long time; why does it take so long to receive antenna parts? The antenna elements come
from only one vendor and the estimated delivery time is based on the relatively low
priority of the work order.
Specificity
The content for this example has a close relationship between accuracy and specificity. Details
about your work may be likewise connected. The point is that sculpting your ABS does not
require them to be done in A-B-S order. Here, we consider the specificity and will close with
brevity. In order to make the facts in the bullet statement as specific as possible, follow the same
question and answer method used to guarantee accuracy.
• Exactly how many antennas were fixed? A total of 40 antenna elements were repaired or
replaced from all six LP antennas in the system.
• How much cost was actually saved? The exact cost charged to the unit for purchasing the
17 replacement antenna elements would have been $3479.
• How would the cost savings be spent? The $3500 cost savings estimate is based on
various antenna elements from an AN/GRA-4(V)4 Log Periodic antenna system that do
not need to be purchased due to the repair of elements from decommissionedantennas.
• What is the Atlantic Gateway Antenna System? The Atlantic Gateway Antenna System
connects Air Force and other DoD users from the eastern seaboard of the US to military
personnel in Western Europe.
• How has the repair of the antennas improved service to their customers? Transmit and
receive signal strength was improved; static and cross-talk was reduced.
Revised bullet: With the information gathered we can edit the bullet for accuracy and
specificity. While not every item of information could be added, the items that are included
(shown in BOLD, below) contribute significantly to the message being sent.
- Restored 40 seriously corroded, broken, or missing elements on 6 AN/GRA-4 Log
Periodic Antenna Systems in the Atlantic Gateway Antenna System within 3 days
by using elements from decommissioned antenna parts
-- Saved an estimated $3.4K in procurement cost and four weeks of expected
delivery time
-- Sharply improved clarity of voice signal for operators in US and Europe
The added information enabled us to build an additional impact element and sharpen the details
of the draft bullet. The bullet has also grown in length: now we need to sculpt for brevity.
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Brevity
Recall that editing for brevity includes editing for shorter words and the reduction of unnecessary
words. Keeping these dual tasks separate may be difficult, so do both at the same time! Changes
made to improve one aspect often promote the other. The three sections that follow track the
changes before, during and after editing for brevity: bold or underlined items are added; lined
through items are deleted.
Before Editing for Brevity
- Restored 40 seriously corroded, broken, or missing elements on 6 AN/GRA-4 Log
Periodic Antenna Systems in the Atlantic Gateway Antenna System within 3 days
by using elements from decommissioned antenna parts
-- Saved an estimated $3.4K in procurement cost and four weeks of expected
delivery time
-- Sharply improved clarity of voice signal for operators in US and Europe
Editing for Brevity
- Restored 40 seriously corroded, broken, or missing damaged elements on 6 six
AN/GRA-4 Log Periodic Antennas Systems in the Atlantic Gateway Antenna
System within 3 days by using elements from decommissioned antenna parts
-- Saved an estimated $3.4K in procurement cost and 4weeks of expected delivery
time
-- Sharply improved voice clarity of voice signal for Atlantic Gateway Antenna
System operators in US and Europe
After Editing for Brevity
- Re stored 40 damaged elements on six AN/GRA-4 Log Periodic Antennas in 3 days
us ing decommissioned antenna parts
-- Saved $3.4K and4 weeks of expected delivery time
-- Sharply improved voice clarity for Atlantic Gateway Antenna System operators in
US and Europe
You’ve just successfully completed the process of drafting, streamlining and polishing effective
accomplishment-impact bullet statements. While the system in the example is dated, the process
for drafting, streamlining and polishing bullets is timeless and applies to the accomplishments of
all who serve in the Air Force today and tomorrow. With a little more practice, you can Extract
the Facts, Build the Structure and Streamline the Final Product with ease. Writing convincing
and truthful accomplishment-impact bullets will become almost second nature to you.
The Tongue and Quill
AFH 33-337, 27 MAY 2015
Bullet Statement Mechanics
Chapter 16 presented the initial discussion on bullet statement mechanics for the preparation of
point papers, talking papers and bullet background papers. The bullets for most evaluations,
appraisals, awards and decorations are built in the same way as discussed in chapter 16, but
check for specific guidance for the form used by the evaluation, appraisal, award or decoration
you are preparing. The guidance that follows reinforces the bullet statement drafting, polishing
and formatting of previous discussions with the focus on evaluations, appraisals, awards and
decorations. The following outline presents bullet statement mechanics as bullets to give you
both written and visual guidance.
Bullet/text format and alignment
- Start main bullets with a single dash ( - )
-- This is a secondary level bullet and it uses two dashes ( -- )
-- Text within a bullet wraps so that the first character of the second and any subsequent lines
aligns directly under the first character, not the dash, of the line above
- Indent subordinate bullets so that the first dash of the subordinate bullet aligns directly under
the first character, not the dash, of the parent bullet one level above
-- This secondary bullet is subordinate to the “indent subordinate bullets” bullet
--- This is a tertiary bullet and it uses three dashes ( --- )
--- This tertiary bullet is subordinate to “This secondary bullet” above
-- If bullets are divided, there must be at least two subordinate bullets
--- The cardinal rule of outlining (chapter 6) states that any topic (or bullet) that is divided
must have at least two parts
--- Though often violated, the cardinal rule applies to bullets
Punctuation
- Use internal punctuation as required for accomplishment-impact bullet statements
- Never use ending punctuation in accomplishment-impact bullet statements
Grammar
- Always start an accomplishment-impact bullet with action (action verb or modified verb)
- Never start an accomplishment-impact bullet with a proper noun or pronoun
- Minimize the use of the individual’s name in bullets when it is elsewhere on the document
- Avoid using personal pronouns (he, she, his, her, etc.) in accomplishment-impact bullet
statements; these devices typically serve to form complete sentences
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