PERSONNEL EFFICIENCY RATINGS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78B05707A001200010072-2
• Release Decision: RIFPUB
• Original Classification: K
• Document Page Count: 34
• Document Creation Date: December 23, 2016
• Document Release Date: August 14, 2013
• Sequence Number: 72
• Publication Date: September 30, 1961
• Content Type: OPEN SOURCE

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1 ARMY REGULATIONS
No. 623-105
*AR 623-105
HEADQUARTERS,
DEPARTMENT OF THE ARMY
WASHINGTON 25, D.C., 2 May 1961
PERSONNEL EFFICIENCY RATINGS
OFFICER EFFICIENCY REPORTS
Effective 30 September 1961
SECTION I. GENERAL Paragraph
Page
Purpose and scope
1
2
Use of efficiency reports
2
2
Responsibilities of commanders
3
3
Restrictions
4
4
II. REPORTING PROCEDURES
Applicability
5
5
Rater, indorser, and reviewer
6
5
Preparation and forwarding
7
6
Inclosures
8
7
III. REPORTS TO BE RENDERED
Types of reports
9
7
When complete report is rendered
10
8
When administrative report is rendered
11
10
When letter report is prepared
12
11
Nonrated periods
13
13
Temporary duty
14
13
IV. INSTRUCTIONS FOR PERSONNEL OFFICERS
General instructions
15
13
Complete reports
16
13
Administrative reports
17
17
Letter reports
18
18
V. INSTRUCTIONS FOR RATING AND INDORSING
OFFICERS
General instructions
19
19
Specific instructions for rating officer rendering adminis-
trative reports under paragraph 11 a(2) or b
20
21
Specific instructions for completing parts I through VIII
?df
by rater and indorser
21
21
VI. INSTRUCTIONS FOR REVIEWING OFFICERS
General instructions
22
32
Specific instructions
23
32
VII. SCORING
Purpose and use of scores
24
33
Scoring procedures
25
34
Information available at Department of the Army for
individual officers
26
34
*These regulations supersede AR 623-105, 18 October 1956, including C 1, 14
June 1957, and C 4, 11 October 1960.
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SECTION I
GENERAL
1. Purpose and scope. These regulations contain the concepts
upon which the officers' efficiency reporting system of the United
States Army is based. They prescribe procedures for officer efficiency
reporting; include detaileh instructions for the preparation and use
of the U.S. Army Officer Efficiency Report (DA Form 67-5) ; and
prescribe procedures for iforwarding complete, administrative, and
letter reports for officers. Instructions with regard to Academic
Reports (DA Form 1059) are prescribed in AR 623-106. Modifying .)
instructions applicable to USAR officers not on active duty as officers
will be contained in AR 623-105-1. Modifying instructions appli-
cable for Army National Guard officers are contained in NGR 21.
2. Use of efficiency reports. a. Officer efficiency reports provide
the Department of the Army with information on an officer's effective-
ness in various assignments. They serve two primary purposes?
(1) Provide a measure of an officer's overall value to the service,
to be used with other information as a basis for personnel
actions. (i.e., assignments, school selections, RA appoint-
ment, promotions, retention, and elimination.)
(2) Furnish information necessary for efficient utilization and
assignment of individual officers.
b. Each efficiency report is intended to report the manner of per-
formance of specific duties for a specific period; it is not to be affected
by prior reports. A single report provides an estimate of the officer's
manner of performance, personal qualities, professional qualifications
and potential as demonstrated during a specific period and in a par-
ticular duty assignment. No single efficiency report will be used as
the sole basis of any personnel action. The information producedit
.???????????
a series of efficiency reports rendered by different rating officials in a
variety of duty situations becomes an indication of each officer's
progressive development and' a basis for measure of his value as com-
pared to his contemporaries. Ultimately this information, when
incorporated into and considered with the whole record, becomes a
sound basis for competitive personnel actions?in short, the qualita-
tive management of officer's careers.
c. A distinction is made between officer efficiency reporting for the
purposes stated in a above and counseling. These two performance
appraisal functions are performed by rating officers separately but 111111
are coordinated. The Officer Efficiency Report is an evaluation process
to meet the needs of personnel management for officers of the Army.
Counseling is performed by the rater for the purpose of assisting the
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individual in improving his performance in his present position and
advising him on his future career. Various counseling methods are
available and must be adapted to the needs of the specific situation.
Perhaps the most challenging aspect of counseling is to present to
an individual the analysis of his performance in such a way as to
encourage maximum self improvement and development. Counseling
should be performed both as the need occurs and in a systematic,
orderly interview covering an overall appraisal. Counseling starts
on the day the officer reports for duty and seeks to bring about
improvement at the time and when the need is observed. It will not
be deferred until the formal counseling session or until efficiency
reports are due. A formal session will normally be held 4 months
prior to the time an annual efficiency report is due. At that time,
the rating officer will arrange a personal interview with each officer
he rates (or, when distance would preclude, communication through
correspondence) and will enumerate any deficiencies as he may have
observed, giving positive suggestion for improvement and further
development. The efficiency report form may serve as a checklist to
aid in counseling.
3. Responsibilities of commanders. Commanders are responsible
for insuring that?
a. Each rating, indorsing, reviewing, and personnel officer has been
instructed on all particulars of these regulations in order to insure
accurate, impartial, and timely accomplishment of DA Form 67-5.
b. Specific reporting channels are established and published timely
at all levels of command in cases where the channels are not clearly
identifiable by the organizational structure or when commanders deem
it justifiable to deviate from the organizational structure for rating
purposes.
c. Each officer knows who his rating and indorsing officers are and
on whom he must render or indorse an efficiency report.
d. Rating officials continually correct deficiencies and stimulate
improvement in subordinates. The time for such corrections is when
the need is observed and will not be deferred until formal counseling
sessions are held or until efficiency reports are due.
e. A control system is established to insure that rating officials
systematically counsel their subordinates. Whenever possible formal
counseling will be conducted during the fourth month prior to sub-
mission of annual efficiency reports. When this is not possible, coun-
seling will be scheduled as far in advance of submitting the efficiency
report as possible in order to permit the officer an opportunity to
make corrections if necessary.
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f. Each indorsing officer makes preparations to observe the per-
formance effectiveness of subordinates whose efficiency reports he will
be required to indorse.
g. Each reviewing officer is aware of his responsibility to make
qualitative analyses of rater and indorser entries from the standpoint
of sufficiency of information included, and from the standpoint of
fairness with respect to the interests of both the rated officer and the
Army.
Ii. Efficiency reports are completed at the lowest level possible in
order to obtain two accurate and considered opinions based on inti-
mate knowledge and close observation of the officer.
4. Restrictions. a. Except as required for compliance with the
administrative provisions of these regulations, no commander or other
officer is authorized to require changes on an efficiency report. How-
ever, obvious inconsistencies or errors should be brought to the
attention of the rating officers by the indorser or the reviewer, as
appropriate.
b. AN EFFICIENCY REPORT WILL NOT BE SHOWN TO
THE RATED OFFICER EXCEPT AS PROVIDED FOR IN
PARAGRAPH 26.
c. Reference will not be made to punitive or administrative action
taken against an officer, or to an investigation concerning an officer, un-
less such action or investigation has been processed to completion,
adjudicated, and final action has been taken thereon by the officer or
agency competent to do so.
d. The retention of copies or extracts of any portion of an efficiency
report is prohibited.
e. In no case will a numerical score be retained or transcribed from
the efficiency report to the field copy of the DA Form 66 (Officers
Qualification Record).
f. Efficiency reports will not be rendered unless specifically author-
ized by these regulations or as directed by the Department of the
Army.
g. There are no provisions for a rating of NR (Not-Rated) , NA
(Not Applicable) or UNK (Unknown) in the scoring system. There-
fore, the rater and indorser must evaluate the rated officer in each item
of parts IV and VI on complete reports. (This does not prohibit the
indorser from utilizing the check indorsement as provided for in
par. 19b(3).)
h. With the exception of the Chief of Chaplains, the Deputy Chief
of Chaplains, and the Commandant of the Chaplain School, no chap-
lain will render an efficiency report on another chaplain.
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i. DA Form 67-5 will be used only by rating officials who are officers
of the United States Armed Forces, or who are United States citizens
employed by the Federal Government.
SECTION II
REPORTING PROCEDURES
5. Applicability. An efficiency report will be rendered when due
on all officers except general officers who have a permanent grade of
Major General and are serving in a higher temporary grade. The
term officer includes all male and female commissioned and warrant
officers of all components and branches of the service. Efficiency re-
ports will be submitted to cover every period of an officer's service in
an active duty status, except that academic reports (DA Form 1059)
will be rendered on officers serving in a student status as prescribed in
AR 623-106.
6. Rater, indorser, and reviewer. a. Rater.
(1) Efficiency reports will be rendered by immediate supervisors
in the chain of command or staff who are in positions to
render considered reports. In some cases the immediate
supervisor may not be an officer of the unit to which the rated
officer is assigned but may be the supervisor for the principal
duty which the rated officer is performing.
(2) No rater will render an efficiency report on another officer
who is senior in grade (grade in which serving).
(3) No rater will render an efficiency report on another officer
who is of the same grade (grade in which serving) but is
senior in date of rank except as provided in (4) and (5)
below.
(4) A rater who is assigned to a command position will not
render an efficiency report on another officer who is senior in
date of rank (grade in which serving) unless he is assigned
to command by direction of the President as prescribed in
AR 600-20. In such cases a copy of the order affecting the
rater's assignment will be attached to the rated officer's
efficiency report.
(5) A rater who is assigned to a command position may render
an efficiency report on another officer who is senior in date of
rank and who is ineligible by law to assume command of
troops other than those of his own service. In such cases a
copy of the order which announced the assumption of com-
mand by the rater will be attached to the rated officer's
efficiency report.
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(6) A rater who is assigned to a staff position will not render an
efficiency report on another officer to whom he is junior in
date of rank (grade in which serving).
(b) Indorser.
(1) Normally, an efficiency report will be indorsed by the officer
who prepares the efficiency report of the rater. However, ex-
ceptions may be made when this would result in the indorse-
ment being prepared by a superior who is not in a position to
have personal or official knowledge of the performance of
duty of the rated officer. In some cases the indorser will not
be an officer of the unit to which the rater is assigned but
rather the superior officer of the rated officer's supervisor for
the particular duty which the rated officer is performing.
(2) The indorser must be of equal or higher grade than the rater,
senior in date of rank to the rated officer, and in an appropri-
ate duty position over the rating officer.
e. Reviewer. The reviewer will normally be the officer who rates
the indorser.
7. Preparation and forwarding. a. Except for the signatures,
entries for DA Form 67-5 will be typewritten or neatly printed in
ink or indelible pencil. Only typewriters with ribbons which
make clear and distinct impressions will be used. Any changes or
erasures will be initialed by the personnel officer, rater, indorser, or
reviewing officer, as appropriate.
b. Continuation sheet will be used in the event additional space is
required for an entry or for explanation or justification of an entry.
In such cases, enter in the appropriate item "continued", and record
the continued portion on 8-by 101/2-inch bond paper and attach to the
report. The rated officer's name, grade, and service number and the
period of report will be placed on each continuation sheet, to insure
that it remains identified as a part of the efficiency report. It is
important that comments on the continuation sheet be identified as to
the part or item of the efficiency report they pertain to. Authentica-
tion of these comments will be made by its originator. The continua-
tion sheet will be listed as an inclosure to the report.
e. Efficiency reports will be prepared in original only, will not be
folded, will be placed in an envelope suitable for flat mailing, and will
be forwarded without letter of transmittal to The Adjutant General,
ATTN: AGPF?FP, Department of the Army, Washington 25,
D.C. (exempt report, par. AR 335-15) .
d. Exceptions to o above will be made only in the case of efficiency
reports rendered on the Research and Development Chief of each
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technical service, regardless of the positions occupied by the rater,
indorser, or reviewing officer, in which case the report will be for-
warded as indicated in c above through the Chief of Research and
Development, Department of the Army. A written evaluation of the
rated officer's performance by the Chief of Research and Develop-
ment will become an integral part of the efficiency report and a matter
of permanent record.
e. Reports will be forwarded to reach The Adjutant General not
later than 45 days after the last day of the period of the report. It
is imperative that reports be forwarded as expeditiously as possible
in view of their impact upon personnel actions which may be under
consideration by the Department of the Army.
f. Initial distribution of revised DA Form 67-5 will be made by
U.S. Army AG publications centers immediately upon receipt of
stock.
8. Inclosures. a. Cited below are the only inclosures which may
and must accompany DA Form 67-5 in original only as an integral
part of the rendered report:
(1) Orders substantiating command authority of the rater as
directed by instructions in paragraph 6a (4) and (5).
(2) Letter reports, dual status comments, scientific evaluations,
and personal comments of rating officials only concerning
the rated officer's performance of duty as prescribed by these
regulations.
(3) Continuation sheets submitted as prescribed in paragraph 7b.
b. All favorable and unfavorable communications such as letters
of appreciation, commendation, admonition, and reprimand of a
punitive nature, Uniform Code of Military Justice, Article 15, and
similar correspondence will not be attached to or accompany an effi-
ciency report. These communications will be forwarded as soon as
possible after issuance to The Adjutant General, attention to the
appropriate office as required by AR 600-31, AR 640-98, and AR
672-5-1.
e. An official opinion of a medical officer who is other than a rater,
indorser, or reviewer will not be attached as an inclosure but will be
processed in accordance with medical procedures.
SECTION III
REPORTS TO BE RENDERED
9. Types of reports. a. Complete report. A complete report re-
quires that entries be made in all appropriate parts of the efficiency
report, DA Form 67-5, by the personnel officer, the rater, indorser,
and the reviewing officer.
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b. Administrative report. An administrative report requires com-
pletion of a portion of part I, II, III, and VIII. It is rendered by
the personnel officer, or by the personnel officer and the rating officer,
as appropriate.
c. Letter report. Letter reports will be prepared and submitted as
provided for in paragraph 12.
10. When complete report is rendered. A complete efficiency re-
port will be rendered on each of the following occasions:
a. A complete annual report will be rendered on the schedule listed
below when the reporting period contains a minimum of 60 duty days
since the last preceding report. An annual report will not be ren-
dered if on the annual reporting date the rated officer is attending a
Branch Officer Orientation or Familiarization Course; is a student at
a service school or civilian educational institution attending a course
of instruction or training for a period of 60 calendar days or more,
or if the rated officer has been promoted during the interim period
between the terminal date of an annual efficiency report and the an-
nual reporting date for his new grade.
(1) 30 September?warrant officers.
(2) 31 October?second lieutenants.
(3) 30 November?first lieutenants.
(4) 31 January?captains.
( 5 ) 31 March?majors.
(6) 30 April?lieutenant colonels.
(7) 31 May?general officers and colonels.
b. When an officer is called to extended active duty, a complete re-
port (initial efficiency report) will be rendered upon completion of
his initial 6 months of performance in a particular duty assign-
ment provided that a complete report (DA Form 67-5) was not
previously rendered.
c. For periods of 60 or more duty days when?
(1) The rated officer ceases to serve under the immediate super-
vision of the rater.
(2) There is a permanent change in the principal duty assign-
ment of the rated officer, even though the rater remains the
same. However, in cases of redesignation or other organi-
zational changes where there is a permanent change in the
officer's principal duty assignment, but the type of principal
duty remains the same or similar (e.g., C.O., 1st Battle
Group, 3d Infantry, transferred as C.O., 2d Battle Group,
3d Infantry), no report is required unless there is a change
in rating officer.
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AR 623-105
(3) An officer departs on temporary duty under such circum-
stances that he will be serving under and responsible to a
different immediate superior for a period of 60 calendar days
or more. In such cases, a complete efficiency report will be
rendered by his immediate superior in the parent organiza-
tion, immediately on the officer's departure on TDY status.
-Upon completion of the temporary duty, a complete, admin-
istrative or letter report, as appropriate, will be rendered by
the superior for whom the officer performed duty in TDY
status.
(4) There is a termination of a period during which the rated
officer has been assigned a principal duty prior or subse-
quent to serving in a student status, or during the interim
period between courses or school years while in a student
status.
(5) The rated officer is missing or dies. In such cases, the report
will be submitted as of the date of incident.
(6) The immediate superior (rater) dies, is missing, or is men-
tally or physically incapacitated to such extent that com-
petent medical authorities believe the rater does not have
the faculties to render a considered report. In such cases,
the report will cover the period terminating as of the date
of the incident, or date of determination of incapacity, and
will be submitted as soon as practicable after status of the
rater has been officially established. These reports will be
accomplished by the person who would have been the in-
dorser provided that the person rendering the report has
served in the same relative position with respect to the rated
officer throughout the duty period reported. If this person
has not been serving in the same relative position with re-
spect to the rated officer for the entire period of the report,
see paragraph lla (2) (f) for instructions.
d. When a rated officer has completed a special or specific duty as-
signment in a probationary or competency test period which was
arranged in order to determine general or specific abilities to perform
assigned duties.
e. When there is a reason for a report to be rendered and less than
60 duty days are involved, a complete report may be rendered at the dis-
cretion of the rating officer provided the rated officer has served under
the same rating officer and in the same principal duty for 60 contin-
uous duty days or more prior to the closing date of the report to be
submitted.
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f. When, in the opinion of the rater, the manner of performance of
duty of the rated officer is so deficient as to justify submission of a
special report. Whenever an officer is relieved of his duties for cause,
a complete report will be submitted unless this would conflict with
the provisions of paragraph 4c.
g. When, in the opinion of the rater, the manner of performance of
duty of a rated officer is so outstanding as to justify submission of a
special report. A report of this nature will only be rendered for truly
outstanding performance of duty and will not be rendered solely for
the purpose of submitting a complete report for periods of less than
60 duty days.
h. When, after a period of 30 duty days or more under combat or
conditions of rapid turnover of personnel in a combat zone, the rated
officer ceases to serve under the immediate supervision of the rating
officer and, in the judgment of the rating officer the period of obser-
vation has been adequate to permit a fair and impartial evaluation of
the officer and his performance of duty.
11. When administrative report is rendered. a. An administra-
tive report will be rendered on each of the following occasions, as ap-
propriate, when 60 or more calendar days and less than 60 duty days
have elapsed since the closing date of the last report.
(1) When an annual report is required in accordance with the
schedule specified in paragraph 10a. An annual report will
not be rendered if, on the annual reporting date, the rated
officer is in a casual status (travel or delay en route) ; is at-
tending a Branch Officer Orientation or Familiarization
Course or a student at a service school or civilian educational
institution attending a course of instruction or training for a
period of 60 calendar days or more; or has been promoted
during the interim period between the terminal date of an an-
nual efficiency report and the annual reporting date for his
new grade.
(2) When other than an annual report is required and?
(a) The rated officer ceases to serve under the immediate super-
vision of the rater.
(b) There is a permanent change in principal duty assignment
of the rated officer, even though the rater remains the same.
In cases of redesignation or other organizational changes
where there is a permanent change in the officer's principal
duty assignment, but the type of principal duty remains the
same or similar (e.g., C.O., 1st Battle Group, 3d. Infantry,
transferred as C.O., 2d Battle Group, 3d Infantry), a re-
port is not required unless there is a change in rating officer.
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(c) An officer departs on temporary duty under such circum-
stances that he will be serving under and responsible to a
different immediate superior for a period of 60 calendar
days or more. In such cases, a report will be rendered by
his immediate superior in the parent organization, immedi-
ately on the officer's? departure on TDY status. Upon
completion of the temporary duty, a complete, administra-
tive or letter report, as appropriate, will be rendered by
the superior for whom the officer performed duty in TDY
status.
(d) There is a termination of a period during which the rated
officer has been assigned a principal duty prior or subse-
quent to serving in a student status, or during the interim
period between courses or school years while in a student
status.
(e) The rated officer is missing or dies. In such cases, the re-
port will be submitted as of the date of the incident.
(f) The immediate superior (rating officer) dies, is missing or
is mentally or physically incapacitated to such extent that
competent medical authorities believe the rater does not
have the faculties to render a considered report. In such
cases, the report will cover the period terminating as of the
date of the incident, or date of determination of incapacity
and will be submitted as soon as practicable after the status
of the rater has been officially established. The administra-
tive report will be accomplished by the individual who
would have been the indorsing officer. An administrative
report also will be rendered in a case specified in paragraph
10c (6) wherein the individual who would have been the
indorsing officer had not served in the same relative posi-
tion with respect to the rated officer throughout the duty
period of the report.
b. For periods of 60 duty days or more when the duty has been per-
formed under conditions which preclude personal knowledge by the
rating officer of the rated officer's capabilities and manner of perform-
ance or when the rated officer with no principal duty has been perform-
ing only miscellaneous duties while awaiting trial, reassignment,
etc.
12. When letter report is prepared. Letter reports will be pre-
pared under the following conditions:
a. When a rated officer is assigned to an international headquarters
or other organization at which he is subject to having other than
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U.S. Armed Forces or U.S. citizen civilians employed by the Fed-
eral Government as his rater and/or indorser. In order to insure
that each Army officer assigned to such a headquarters or organiza-
tion is rated in the same manner, letter reports will be utilized
notwithstanding the possibility that at any given time the rater
and/or indorser might be a U.S. Armed Forces officer or U.S. citizen
civilian employed by the Federal Government. Officers assigned to
U.S. Troop Support Units or similar organization at an interna-
tional headquarters are excluded from this requirement and will use
the Efficiency Report, DA Form 67-5. The administrative unit, head-
quarters, or office charged with the rated officers administration will
prepare items 1 through 12, 13, and 20 through 22 of the DA Form
67-5 and request the rated officer's immediate superiors to submit
a letter report for attachment thereto. The indorser's part of the
report will consist of an indorsement to the rater's letter. The for-
mat and content of the letter will be as prescribed by the head-
quarters concerned but will include, as a minimum, the following:
(1) Basis for the letter report (i.e., information required for
completion of item 10, part II, DA Form 67-5).
(2) All duties performed by the rated officer during the period
of report.
(3) The manner of performance of duties.
(4) Leadership abilities and mental and moral qualities.
(5) Demonstrated specialties or special qualifications.
(6) Demonstrated strengths or weaknesses which enhance or
limit potential for performance of present or future assign-
ments of greater responsibility.
b. When an officer has been withdrawn from his normal rating
channels for more than 15, but less than 60 duty days, to participate
in a major field maneuver (controlled by a headquarters comparable
to a corps or higher). Such reports will be prepared by the indi-
vidual's immediate superior during the period of the maneuver and
will be forwarded within 30 days to the parent organization by the
rating officer's immediate superior for attachment to his next sched-
uled efficiency report. The parent organization, in preparing the
next scheduled efficiency report, will account for the number of
days on maneuver in item 8, DA Form 67-5 as "other days." Each
report will include but will not be limited to the following:
(1) Basis for the report.
(2) Period covered by the report.
(3) Principal duties performed by the rated officer during the
period of the exercise.
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(4) Manner of duty performance and effectiveness, with partic-
ular emphasis on assessment of the rated officer's early ad-
justment and efficiency under new situations, changing con-
ditions, and stresses.
13. Nonrated periods. Every period of less than 60 calendar days
for which a report is not required will be recorded on DA Form
66 as described in AR 611-103, and the nonrated periods will be
accounted for as other days in the next efficiency report in item
8, DA Form 67-5. Consideration should be given to the advisability
of rendering a complete report under the provisions of paragraph
10e, prior to making a decision not to render a report.
14. Temporary duty. A report is not required for a period of
temporary duty of less than 60 calendar days, except for the letter
report as prescribed in paragraph 12. The parent organization, in
preparing the next regular efficiency report, will account for the num-
ber of days on temporary duty in item 8, DA Form 67-5, under the
column "other days," when the rated officer has been responsible to a
different immediate superior. Periods of temporary duty performed
in connection with rated officer's principal duty, when he remains
responsible to the same immediate superior, will be included as duty
days in the next regular efficiency report. For periods of temporary
duty under a different commander for 60 or more calendar days, see
paragraphs 100(3) and 11a (2) (e).
SECTION IV
INSTRUCTIONS FOR PERSONNEL OFFICERS
15. General instructions. The personnel officer is responsible for
reminding a rater when any type of an officer efficiency report is to be
prepared, including those prepared under AR 623-105-1. As the
custodian of the rated officer's records, he is further responsible for
furnishing accurate entries on DA Form 67-5 in accordance with the
instructions contained in paragraphs 16,17, and 18 and for providing
administrative assistance to the rater, the indorser, and reviewer in
completing their portions of the report. Inasmuch as ready access to
these regulations are essential at the time of rating, indorsing, or re-
viewing, the personnel officer will provide the rating official with a
copy of these regulations, or locally-produced appropriate section (s) ,
with the report form (s) to be completed.
16. Complete reports. a. Part I?PERSONAL DATA.
(1) Items 1 and 2. The name and service number will be the
same as listed in official records.
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(2) Item 3. Grade in which serving.
(3) Item 4. Date of rank of the grade in which serving.
(4) Item 5. Basic branch (and, if appropriate, also branch in
which detailed) in abbreviated form as recorded on DA Form
66. If detailed under paragraph 11, AR 614-100, this will
be indicated in item 11. In the case of warrant officers, the
control branch will be entered in item 5, under "basic."
(5) Item 6. Indicate whether officer is, or is not, serving in his
"initial appointment" (probationary) as an officer or warrant
officer in the Regular Army by use of an X in appropriate
box.
(6) Item 7. Title and present station of the specific unit, organi-
zation, station and major command to which the rated officer
is assigned, to properly identify and distinguish it from all
similar units. A major command is defined as an Army,
major oversea command or comparable organization report-
ing directly to U.S. CONARC or Department of the Army.
b. Part II?REPORTING PERIOD AND DUTY DATA.
(1) Item 8. In all cases the period of the report will begin with
the day following the last date covered in the preceding
report (whether such preceding report was a complete, ad-
ministrative, letter, or academic report) and will end with
the date of the event which is the cause for rendition of the
report.
(a) "Duty days" is computed by subtracting all nonrated days
(equal to "other days") from the number of calendar days
covered by the period of the report.
(b) "Other days" includes all nonrated periods (duty and
other days) as indicated by a "none" entry in type of
report column in item 18, DA Form 66, in addition to the
accumulated nonduty days specified in AR 611-103. When
the number of "other days" total 60 or more, the status
and/or duty% of the officer during the period, with inclusive
dates, will be explained in item 11.
(e) Reports required on a permanent change of station or upon
the departure of the rated officer on temporary duty will
end with the date preceding the day of departure from the
old or home station. In the case of a permanent change of
station, the receiving unit will account for the time en route
by appropriate "none" entry on DA Form 66, even though
the time elapsed between departure from the old station
and arrival at the new station may total 60 or more
calendar days. In the case of an officer who departs on
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temporary duty under such circumstances that he will be
serving under and responsible to a different immediate
superior for 60 or more calendar days, the temporary duty
station will account for the temporary duty period by an
appropriate entry on DA Form 66, or if the DA Form 66
is not available, will provide the custodian thereof sufficient
information to make the appropriate entry.
(2) Item 9. Place an X in the appropriate box to indicate the
reason for rendering the report. If the block "other (spec-
ify)" is used, alone or in conjunction with another block,
the entries cited below, when pertinent, will be entered.
(a) For report required when rated officer entering on extended
Active Duty has completed 6 months' performance in a
particular duty assignment, enter "Par. 10b, AR 623-105."
(b) For probationary or competency test periods report enter
"Par. 10d, AR 623-405."
(a) For a complete report rendered under provision of para-
graph 10e, enter "Par. 10e, AR 623-105" in addition to
checking the appropriate box as to the reason for the report.
(d) For report rendered because of deficiencies in perform-
ance of duty of rated officer or because rated officer was
relieved for cause, enter "Par. 10f, AR 623-105."
(e) For report rendered because of outstanding performance
of duty of the rated officer, enter "Par. 10g, AR 623-105."
(f) For reports rendered for combat or related emergency
situational conditions, enter "Par. 10h, AR 623-105."
(g) For report required when rated officer is missing or dies,
enter "Par. 100(5) or Par. 11a(2) (e), AR 623-105" and
"Rating officer missing" or "Death of rated officer."
(h) For periods of 60 duty days or more, a report is required
when the immediate superior (rater) dies, is missing, or
is mentally or physically incapacitated. In such cases,
enter "Par. 100(6) or Par. 11a(2) (f)," and one of the
following explanations, "Rater missing," "Death of rater,"
or "Rater physically (or mentally) incapacitated."
(i) For report required when the rater or rated officer either
retires or is separated from the service, enter "Retirement
of rater" "Retirement of rated officer," "Separation of
rater" or "Separation of rated officer," as appropriate.
(3) For any other type of special report directed by Depart-
ment of the Army, refer to appropriate directive.
(3) Item 10. Check to see if rater and indorser have properly
completed this item.
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(4) Items 11 through 14. Enter the principal duty and only
major additional duties performed. Although accuracy of
these items is the responsibility of the rating officials, the
personnel officer, from information available from TOE's,
TD's, Unit SOP's, and guidance of the commander and/or
rating officials, will make this entry. If the principal duty
title is self explanatory no further comments are required
(i.e., company commander, Battle Group commander, Bn
commander, S-3, G-3, Ord Officer, etc.) . In cases where
the principal duty title is not self-explanatory or the level
and magnitude of the assignment is not clearly established
when considered in relationship to the unit or organization
to which assigned a brief description of duties and responsi-
bilities will be provided. In the event there are no major
additional duties the space provided may be utilized for
continuation of comments concerning principal duty. In
any instance in which the duties of an officer involve the
planning or conduct of joint, combined, or allied operations,
a specific description of duties will be included and the per-
centage of the officers time devoted to such duties will be
indicated.
(5) Item 12. Enter the rated officer's duty MOS number for the
period covered by the report.
(6) Item 1$. Enter the authorized grade for duty assignment.
If the duty assignment is a special assignment without a spe-
cific authorization for an MOS or Grade, an entry of NA
(not applicable) will be made and an estimated grade level
of the duty performed will be entered (i.e. "Estimated grade
level?Lt Col"). '
c. Part III?MANNER OF PERFORMANCE.
(1) Item 15.
(a) If applicable, enter the name, grade, and service number
of a deceased, missing, or incapacitated rating officer (par.
100(6) or 11a(2) (f)).
(b) Enter "See attached letter report" in those cases where
letter reports are rendered under paragraph 12.
(2) Item 16. If the indorser marks the block "I am unable to
evaluate this officer" the personnel officer will check to insure
that the reason has been entered by the indorser.
d. Part VIII?AUTHENTICATION.
(1) Items 17 and 18'1 Type or print the identifying data as
indicated. Insure, that the entries of the duty assignment
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of rater and indorser indicate job titles which clearly estab-
lish relationship to the rated officer.
(2) Item 19. Type or print the identifying data as indicated.
Insure that the reviewer has checked a box pertaining to his
review of the report. When the indorser is a general officer,
this item will not be completed.
(3) Item 20. Indicate number of inclosures (par. 8).
(4) Items 21 and 22. Prior to forwarding the efficiency report
to the Department of the Army (par. 7c), as appropriate,
enter the date the entry required by AR 611-103 was made
on the rated officer's DA Form 66. When the rated officer's
DA Form 66 is not available, enter the date upon which a let-
ter was forwarded to the rated officer's new organization, with
information as to the type of efficiency report submitted on
the rated officer. When the indorser or rater is not assigned
to the organization having custody of the rated officer's DA
Form 66, enter the date the efficiency report was forwarded
to the appropriate officer for completion. Initial the report
to indicate all action required locally has been completed.
e. Enter the name and service number above part IV, on reverse
of the form.
.1. Parts IV through VIII.
(1) Personnel officers at appropriate levels have the responsibility
of checking to insure that the rater, indorser, or re-
viewing officer entries and comments required by instructions
in section V and VI have not been inadvertently omitted in
the completion and signing of the efficiency report form and
continuation sheets.
(2) Personnel officers will verify the scores in parts IV, VI,
and VII to insure that all scores are tabulated and entered
correctly.
(3) In cases where the indorser checks item 16 and does not
complete parts IV through VII, the personnel officer will
duplicate the entries of the rating officer in part VII and
compute the composite score.
17. Administrative reports. The personnel officer is responsible
for informing the rater when other than complete reports are indi-
cated, but at the same time he should remind the commander of
the pertinent conditions in paragraph 10 which give the rater au-
thority to render a complete report for periods of less than 60 duty
days.
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a. Completion of administrative annual reports. Complete only
the following items:
(1) Items 1 through 8. In the same manner as prescribed for a
complete report.
(2) Item 9. Enter both "annual" and "other" and specify
"administrative report."
(3) Items 11, 12, and 13. In the same manner as prescribed for
a complete report. In addition, indicate the status of the
officer during the entire period of the report, with inclusive
dates (e.g., "Casual, 15 March 60 to 15 May 60; Exec, Tex
Mil Dist, 16 May 60 to 31 May 60," or "Patient, Med Holding
Det, WRAH, 15 Mar 60 to 31 May 60").
(4) Item 17. Enter the personnel officer's name, grade, service
number, organization and duty title (which on complete
reports is filled in by the rating officer), the date and the
personnel officer's signature. In cases of an administrative
annual report on a personnel officer, this item will be com-
pleted by his normal rating officer.
(5) Items 21 and 22. Complete as indicated and enter "Adm"
on DA Form 66.
b. Completion of other administrative reports to be rendered by
the rating officer as provided in paragraph 11a(2) and b. Complete
the following items:
(1) Items 1 through 8. In same manner as prescribed for com-
plete reports.
(2) Item 9. Check the appropriate box as to the reason for the
report and enter "adm rept" in the block labeled "other
(specify)."
(3) Items 11, 12, and 13. In the same manner as prescribed for
a complete report. In addition, indicate the status of the
officer during the entire period of the report, with inclusive
dates (e.g., "Casual, 15 March 60 to 15 May 60; Exec, Tex Mil
Dist, 16 May 60 to 31 May 60," or "Patient, Med Holding Det,
WRAH, 15 Mar 60 to 31 May 60") .
(4) Item 17. In the same manner as prescribed for complete
report.
(5) Item 21 and 22. Complete as indicated and enter "Adm"
on DA Form 66.
18. Letter reports. Personnel officers will call to the attention of
commanders when letter reports are to be submitted on members of
the unit or command who are assigned requiring such reports (par.
12). Items 1 through 9, 12, 13, and 20 through 22, DA Form 67-5 will
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be completed in the same manner as prescribed for complete reports.
Letter reports will be attached to the form and forwarded to The
Adjutant General. The DA. Form 66 will be annotated accordingly.
SEcriorr V
INSTRUCTIONS FOR RATING AND INDORSING
OFFICERS
19. General instructions. a. Rating concepts for rater and
indorser.
(1) It is expected that the immediate commanders or supervisors
(rater and indorser) will take every advantage of oppor-
tunities to observe the performance of the rated officer in
order to render a complete and considered report. For com-
plete reports, appropriate entries will be made in every
part (1 through VIII of DA Form 67-5). It is appreciated
that occasionally exigencies of the service preclude the op-
portunity for daily intimate contact with the rated officer.
However, each rating and indorsing officer must personally
observe subordinates whenever possible and take advantage
of all other means of seeking information in order to be-
come fully informed about their subordinates and the man-
ner in which they perform their assigned duties.
(2) EACH RATING AND INDORSING OFFICER WILL
TAKE THE SAME PAINSTAKING CARE IN THE
COMPLETION OF THE EFFICIENCY REPORT ON
HIS SUBORDINATES AS HE WOULD EXPECT IN
THE PREPARATION OF HIS OWN EFFICIENCY
REPORT.
(3) Efficiency reports are of such far reaching importance to
the Department of the Army and to the individual officer
that the greatest care must be exercised in their preparation.
In order that the Officer Corps may attain the required stand-
ards to meet the demands placed upon it, the efficiency re-
porting system must be effective. The success of the system
depends upon the complete and accurate use of the efficiency
report and the regulations governing its preparation. Ef-
ficiency reports are the media for obtaining a continuous
picture of each officer's performance and potential. The
rating and indorsing officers alone are responsible for the
completeness and accuracy of this picture. Hence, the
preparation of an efficiency report is a serious responsibility.
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The quality of the officer corps and each officer's career de-
pend to a great degree upon the information, and in many
cases the lack thereof, contained in each report. Each
officer must understand that the successes or failures of the
efficiency reporting system lie in his ability to report the
truth objectively, fairly, and without prejudice.
(4) THE RATED OFFICER WILL BE EVALUATED IN
COMPARISON WITH OTHERS OF SIMILAR
GRADE, BRANC H, EXPERIENCE, MILITARY
SCHOOLING AND TIME IN GRADE.
(5) Evaluations by rating and indorsing officers must be based
upon observation and/or information of the rated officer in
a typical performance of duty and should cover his failures
as well as his positive accomplishments. Evaluations must
not be based upon a few isolated, striking incidents.
(6) Avoid overrating or underrating. Giving a rating higher
than that merited by job performance is unfair not only to
other officers but to the individual himself. The ideal is to
give ratings that are neither higher nor lower than merited.
(7) The current status of the efficiency of an organization will
not be the sole basis for judgment by a military superior
as to the efficiency of the commander thereof. The degree
to which the efficiency of an officer is reflected in the efficiency
of his organization will be measured in direct proportion to
his opportunities for influencing the organization with con-
sideration being given to the time element and with due al-
lowances for factors beyond the control of the rated
individual.
(8) In the event additional space is required for any portion of
the report, continuation sheet will be prepared as prescribed
in paragraph 7h.
b. Additional rating concepts for indorsers.
(1) The indorsing officer contributes to the report by supply-
ing an independent evaluation of the officer reported upon.
This evaluation should reflect his considered opinion of the
officer being rated and may or may not agree with the opinion
of the rating officer. The unqualified remark "I concur"
will not be used since it is not in keeping with the principles
of objective reporting based on independent evaluation.
(2) When the indorsing officer receives a report containing entries
which in his judgment are not warranted, whether favorable
or adverse to the rated individual, he will incorporate his
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views in his comments. In addition the indorsing officer will
refer any reports to the rating officer for further comment if,
in his judgment, injustice may otherwise result, or if the best
interest of the service will be served by so doing. Such com-
ments will be attached as an inclosure to the efficiency report.
(3) If the indorsing officer has been in a position at the same or
higher command or supervisory level to observe the perform-
ance of the rated officer for a period of 60 duty days or more,
he will complete all parts of the report. (There are no provi-
sions for NA's, NR's or unknown (par. 4g) .) Otherwise,
he will not make entries in parts IV through VII but will
check the printed statement in item 16, part III and state the
reason for not evaluating the officer being rated. In addition,
he may add such comments in item 16 as he feels qualified to
make.
(4) The indorsing officer's evaluations are of equal importance
with those of the rating officer, and are scored equally. How-
ever, if the indorsing officer does not complete the scored
portion of the report, no penalty against the rated officer re-
sults since the numerical rating given by the rater will be
doubled for the purpose of arriving at a composite score.
Only parts IV and VI of the efficiency report are scored.
Therefore, to assist in the determination of an officer's relative
standing among his contemporaries, it becomes most impor-
tant that both the rating and indorsing officer give serious
consideration to each selection prior to making a numerical
entry.
20. Specific instructions for rating officer rendering adminis-
trative reports under paragraph 11a(2) or b. a. Verify the cir-
cumstances that justify rendition of an administrative report.
b. Verify all entries made by the personnel officer on DA Form 67-5.
c. For administrative reports rendered under paragraph lla (2),
the rating officer will make an entry "not-rated" in item 15 and make
reference to the appropriate subparagraph (e.g. "Not-Rated Par.
11a(2) (a)").
d. For administrative reports rendered under paragraph 11b, the
rating officer will make an entry "Not-Rated Par. 11b" in item 15 and
will explain the circumstances involved as to why an administrative
report was rendered for 60 or more duty days.
e. The rating officer will date and sign in item 17 and return the
form to the personnel officer.
21. Specific instructions for completing parts I through VIII by
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rater and indorser. a. Part I?PERSONAL DATA. Items 1
through 7 (rater only). Verify entries made by the personnel officer.
b. Part II?REPORTING PERIOD AND DUTY DATA.
(1) Items 8 and 9 (rater only). Verify entries made by the
personnel officer.
(2) Item 10 (rater and indorser). Indicate basis for appraisal.
In most cases, "records and reports" can be checked along
with "daily contact," or with "frequent observation" or with
"infrequent observation," since a commander often has access
to information in records and reports which can complement
knowledge he has gained from personally observing the per-
formance of a subordinate. In some cases the report may
be based only on "records and reports" or "other" media.
When the basis of "other" is checked, a clarifying explana-
tion of the nature of "other" must be given.
(3) Items 11, 12, and 13 (rater only). Verify the principal
duty, duty MOS and authorized grade, and description of
duties (if appropriate) entered by the personnel officer (par.
16b (4) ) .
e. Part III?MANNER OF PERFORMANCE OF DUTIES
(RATER AND INDORSER). Provide a narrative description of
the rated officer's manner of performance of his current duties.
(1) Items 15 and 16. General instructions.
(a) The narrative description of the rated officer's manner of
performance is the most important and challenging portion
of the report. In assignment, promotion, school selection,
retention, and many other similar personnel actions, heavy
reliance is placed on the comments made in this part. The
purpose here is to provide a word picture, in the rater's and
indorser's own words, of the rated officer's manner of per-
formance of duties as seen by them during the period of the
report. The value of this part depends on the rater's
and indorser's ability to describe the rated officer's per-
formance so that it may be read and understood by persons
and agencies not having intimate knowledge of the officer.
Every effort should be made to present comments contain-
ing factual, specific, and relevent facts which make the
report a complete and comprehensive evaluation. These
comments should contain performance information not
appearing elsewhere on the report. Therefore, rating
officials must exercise care to insure that their comments do
not duplicate their ratings of Personal Qualities listed in
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part IV. It is imperative that comments be consistent
with all other ratings on the report.
(b) The comments included in this part must justify the over-
all demonstrated performance rating given in part VI
(1). It is important that the comments fully describe the
manner in which the rated officer typically carries out his
assigned duties and associated responsibilities without
reference to what kind of man he is. Generalizations and
stereotyped comments should be avoided. Facts should
be clearly presented in the minimum number of words. It
is not intended that the career of the rated officer be de-
pendent on the rater's and/or indorser's writing ability.
(c) The comments in this part, are not to be a judicial ap-
praisal of the rated officer's total "human value" or "service
worth." Human value, as limitedly revealed during the
reporting period, is more appropriately a matter of evalu-
ation and scoring in part IV, "Personal Qualities." Cor-
respondingly, "service worth" as partially demonstrated
during the reporting period is more appropriately a matter
of evaluation under "Potential" in part VI (2). Per-
formance, therefore, as described in this part, is the manner
in which the rated officer has performed his assigned job
and developed with respect to standards generally accepted
and/or specifically outlined for him by his immediate
commander, supervisor, or superiors.
(d) In all cases where striking examples of professional compe-
tence and commendable application or shortcomings are
contained in the description, specific comments will be
made.
(2) Items 15 and 16. Specific Instructions.
(a) When scores which denote "Outstanding," "Exceptional,"
"Marginal," or "Inadequate" performance, are used in
part VI (1), specific justification in support of such entries
will be included.
(b) In instances in which the rated officer's physical capacities
have influenced his duty performance, an appropriate com-
ment will be made.
(c) Normally, the efficiency report will be forwarded to the
intermediate superior for completion of the indorser's
portion of the report. However, if the rating officer has
no known intermediate superior between himself and the
Chief of Staff, United States Army to indorse a report,
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the rating officer will include a brief statement of
explanation.
(d) In cases where the rated officer is in a dual duty status
(e.g., Chief of Engineers who is responsible to the Deputy
Chief of Staff for Logistics, for certain activities and to
other agencies for civil works activities; PMS, who are
responsible to both institutional authorities and higher
military authority), the rating officer will obtain the writ-
ten comments of other responsible officials concerning that
portion of the rated officer's duties not directly supervised
by the rating officer. These comments will include a con-
cise description of--
The duties performed by the rated officer which were
directly supervised by the commenting official during the
period covered by the report.
2. The manner of duty performance.
3. The rated officer's mental and moral qualities.
4. The rated officer's specialties.
5. The rated officer's defects or weaknesses which would
affect his ability to perform present or future assign-
ments. This action will not be required in those cases
where the other official will be the indorsing officer.
The comments obtained will be attached as an inclosure
to the efficiency report. The comments of the rating
officer will be his independent opinion and he will not
attempt to resolve any differences of opinion appearing
in the inclosure, since performance of duty in two or
more different activities is involved.
(e) Include comments relative to the individual's proficiency
in the language of the host country in those cases where
proficiency in a foreign language is a prerequisite to his
duty assignment.
(f) Include specific comment relative to the officer's manner
of performance if performed under combat conditions
during the period of the report.
(g) Indicate any aptitude or special qualifications the rated
officer may possess that would be of value to the service.
The intent is to secure information regarding qualifica-
tions not otherwise covered elsewhere in the report or by
MOS or other entry on DA Form 66. Examples are:
completion of particular subject matter courses, self-im-
provement through voluntary off-duty academic instruc-
tion, and specialized knowledge in unusual fields.
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(A) Efficiency reports rendered by military supervisors on
officers serving on scientific duties will be accompanied
by an evaluation of each officer's performance as a soldier
scientist by the officer's scientific supervisor.
d. Part IV?PERSONAL QUALITIES (RATER AND IN-
DORSER).
(1) General. This part of the efficiency report provides a means
of indicating and evaluating 20 personal qualities each of
which, when developed to a high degree, is generally ac-
cepted as a leadership attribute. The rater and indorser
must make a subjective numercial analysis of the degree
to which the rated officer has displayed these qualities during
the period covered by the report. It is desired that each
quality be evaluated independently rather than attempt to
correlate evaluations among the listed qualities.
(2) Detailed instruction& The listed personal qualities are to
be interpreted literally in their commonly accepted diction-
ary meaning. The principal consideration in evaluating
each of the qualities listed and parenthetically defined in
italics a through t is to conscientiously decide whether dem-
onstration of the quality was exemplary, above average,
average, below average, marginal, or inadequate. The rater
and indorser, by use of the numbers .0 through .5, as speci-
fied on the efficiency report form, will indicate the degree to
which the rated officer has consistently displayed each qual-
ity. Since in all cases decimals will be involved, the rater
and indorser should exercise due care in computing the total
score. When any of the three lowest scores (.0, .1 or .2)
are entered for any personal quality an explanation must
be entered in part III.
e. Part V?APPRAISAL OF QUALIFICATIONS (RATER
AND INDORSER).
(1) General. The purpose of this part is to provide the Depart-
ment of the Army with an appraisal of the estimated ability
of the rated officer to perform in various assignments. This
information will be utilized primarily by career planning
agencies for all types of individual personnel actions.
Through realistic and honest appraisals, the rating officials
can influence the career development and efficient utilization
of the rated officer. This section has no numerical value and
will not be utilized in the computation of the rated officer's
composite score.
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(2) Detailed instructions.
(a) Designate, in order of priority, a minimum of four type
duties which it is estimated the rated officer, by virtue of
demonstrated abilities and capabilities, would be most
likely to perform successfully. Indicate these priorities
with 1 (duty for which best suited) 2, 3, and 4, respectively.
If considered appropriate other duties may also be marked
by continuing the numerical sequence according to priori-
ties (i.e., 5, 6, 7, etc.).
(b) In the event the rater or indorser believes that the rated
officer could not perform satisfactorily because of limited
qualification or is handicapped for any reason (e.g., un-
suitability of family) other than current grade, length of
service and/or branch of service, in one or more of the duty
areas, they will so indicate with an L for such duty assign-
ments. When one or more L's are used, the rating officials
must briefly explain in part III, the reasons for this
estimate.
(c) When entries are made in item c, part AT, the appropriate
level of staff positions selected will be indicated by adding
(U) for unit level (G) for General Staff and (J) for Joint,
combined and/or unified Staffs, in the parentheses pro-
vided. For example if the rater estimates that the rated
officer would best perform as a personnel staff officer at
battle group level, battalion level or separate commands
not having a General Staff the entry opposite personnel
would read, "1(U)".
(d) When considered appropriate to designate a special staff
position in item d, part V, the rater and indorser will
specify the position in the space provided. Special Staff
includes all staff positions at a headquarters that are not
included in the coordinating staff group. The special
staff includes the technical and administrative staff posi-
tions, e.g., Quartennastei officer, Transportation officer, Ad-
jutant General, Engineer, PX officer, Club officer, etc.
If deemed appropriate by rating officials, the level of po-
sition may be indicated in the same manner as provided for
in the preceding paragraph.
(e) When considered apprivriate to designate a specialist
position in item e, part V, the rater and endorser will
specify the position in tlie space provided. In general, duty
positions in this category pertain to an officer with profes-
sional competence acquired by special schooling or exten-
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sive experience. Some of the general fields related to such
specialization are: Advanced Business Management, Auto-
motive Engineering, Chemistry, Economics, Education,
Electronics, Guided Missiles, Nuclear Physics, Psychology,
and specialized fields within the medical and legal profes-
sion. Also relate to specialist identification are the assign-
ment areas in the broad fields covered by the U.S. Army
Specialist Programs: namely, Army Security, Atomic
Energy, Aviation, Civil Affairs, Foreign Area Specialist
Training, Information, Intelligence, Logistics, and Re-
search and Development.
f. Part VI (1)?OVERALL DEMONSTRATED PERFORM-
ANCE (RATER AND INDORSER).
(1) General.
(a) The completion of other parts of the report affords a basis
for summarizing the entire performance of the officer
under overall demonstrated performance. In addition, it
should provide the basis for a rating under estimated po-
tential. It is important that the narrative description of
performance include the factual incidents which justify
the categorical rating. It records a rater's and indorser's
numerical evaluation of the manner in which the rated
officer has performed his assigned duties and associated re-
sponsibilities during this period.
(b) Basically what is desired is a categorical rating in terms of
standards of degree of effectiveness as related to a yard-
stick of the ideal or highest degree of attainment possible.
The standard used as the ideal should not be absolute. It
is the highest possible degree of performance of the best
officer of the same branch with approximately the same
period of time in grade and with about the same amount of
experience in the same assignment or similar assignments
having responsibilities of a like nature.
(c) The evaluation should be made strictly with respect to
demonstrated performance. Care must be taken not to be
unduly influenced by the ratings given in Part IV, "Per-
sonal Qualities," or by the rater's or indorser's intent to
score the rated officer in Part VI (2), "Estimated Poten-
tial." It is possible that a rated officer may be performing
in a commendable manner an assignment which is essen-
tially administrative, special or technical in nature but in
performing such duties his actions may indicate that his
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leadership qualities and overall service potential are of a
lower standard. It is equally possible that a rated officer
may have very high leadership qualifications and overall
service potential, but his performance of a special assign-
ment requiring great technical or strictly administrative
duties may be less outstanding.
(2) Detailed instructions.
(a) When making an evaluation of performance in consonance
with the word description of manner of performance of
the rated officer, the first consideration is to arrive at a de-
cision as to which one of the seven performance standards
cited in items a through g of part VI (1) best describes the
rated officer's effectiveness in the job assigned during the
period covered by the report. In arriving at this decision,
consideration should be given to the corresponding "Ex-
pected Distribution of Rating," as depicted by the sil-
houetted figures, which represents a theoretical distribution
of a large group of officers. It is imperative that it be
understood that while this diagramatic distribution may
ideally apply Army-wide or to larger groups of officers, it is
unlikely that it will apply to small groups or a specially se-
lected group of officers at any given echelon. If category c,
d, or e has been selected, the next step is to decide whether
the rated officer deserves the top or the bottom of the scores
within these categories as indicated on the form. This
decision should be based on whether, in comparison with all
other officers of like categorical standard of performance
and similar qualifications of experience and service, the
rated officer's effectiveness warrants upper or lower half
placement. To approach the requirement of evaluating
performance by first attempting to seek out a number of
the numerical rating scale, instead of first deciding on the
categorical rating that best fits the officer, is the most fal-
lacious manner of rating an officer's performance. The
scored numbers have been provided raters and indorsers to
eliminate the most common objection to previous rating
forms, that of rating officials commenting that they never
knew what numerical evaluation they were giving to the
rated officer when they indicated their categorical perform-
ance rating. Rater and indorser will enter an X in the
appropriate block under overall demonstrated perform-
ance.
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(b) WHEN ANY RATINGS OF OUTSTANDING, EX-
CEPTIONAL, MARGINAL OR INADEQUATE ARE
MARKED, THESE RATINGS, DESIGNATED BY
ASTERISKS, WILL BE SPECIFICALLY JUSTI-
FIED IN PART III WITH A BRIEF EXPLANA-
TION OF THE FACTORS WHICH WERE CON-
SIDERED IN SO EVALUATING THE OFFICER.
(3) Definition of terms. The following interpretation of terms
will be used in the completion of part VI:
(a) Inadequate. This category applies to those officers who in
their initial or probationary service periods do not display
a potential for further military service; and also to those
officers who have reached their limit of promotion potential
and whose capacities for accepting responsibilities in
duties at the same level of command and staff at which
serving is limited to a restricted type of duty. Such an
officer is considered unable to handle jobs of increased
scope and responsibility.
(b) Marginal. This category applies to officers in their initial
or probationary appointment periods who are developing
at a slower rate than the majority of their contemporaries;
and to officers who have serious limitations for greater
responsibilities at higher levels of command and staff than
the level at which presently serving. Graduation of
numerical scores to be assigned is dependent on progress
or lack thereof when compared with all other contempo-
raries in this categorical bracket.
(c) Effective. This categorical rating should be reserved for
the officer who has capabilities and potential for assuming
greater responsibilities at the present level only. Arriving
at a decision as to which of the two brackets of numerical
score should be marked will depend on whether the rated
officer is considered to be in the upper or lower half of the
categorical rating when compared with all other
contemporaries.
(d) Excellent. Most of the officers on extended active duty
indicate a potential for performance of duties at the next
higher level of command or staff. Some, by their display
of abilities and qualifications clearly reveal that they could
be expected to perform competently and effectively in
command and staff assignments at two levels above the one
in which they are presently assigned duties. These officers
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should be scored in the highest of the two numerical
brackets for this categorical rating. Those who barely in-
dicate their capacities for greater responsibilities at the
next higher level should be marked in the lower bracket.
(e) Superior. This categorical rating appropriately fits the
more promising officers who have all the personal and pro-
fessional abilities and qualifications for much greater
responsibilities placed on incumbents in assignments at
the next or higher levels of command or staff. Marking the
highest and lowest numerical bracket depends on compara-
tive evaluation with contemporaries who also warrant this
distinctive categorical rating.
(f) Exceptional. Officers warranting this categorical rating
must be one of the very few who possess extraordinary
personal qualifications and background which give them
great potential for duties with responsibilities at the high-
est command and staff levels.
(g) Outstanding. This description and corresponding score
should be given only to the officer whose performance
standards in all duty requirements so exceed those of his
contemporaries that he can, with justification, be com-
mended singularly as outstanding. Such a rating infers
that the officer's performance was distinctively and singu-
larly over and above what could be rated as an exceptional
performance expected of only a relatively few officers. It
implies that the rated officer has demonstrated a perform-
ance standard which could not be surpassed by any other
officer of the same grade and similar experience known
to the rater or indorser.
g. Part VI (2) ?ESTIMATED POTENTIAL (RATER AND
INDORSER).
(1) General.
(a) This part of the efficiency report is a rating of an officer's
capacity for future development or growth and ability to
assume greater responsibilities as revealed by his actions
during the period of the report. It is not a scoring of
demonstrated proficiency for performance of various type
duties, as reported in unscored entries in part V, nor does
it duplicate the rating of performance in present duty posi-
tions, the area of report covered in parts IV and -VIM .
(b) This rating is an estimate of capacities to perform more
difficult tasks than demanded of the officer in his present
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grade and/or assignment. In evaluating his capacities in
terms of demonstrated abilities, attributes, capabilities, and
experience, full consideration must be given to the requi-
sites of his assignment. Some assignments may not be
challenging enough; others place demands on an inexperi-
enced officer beyond his capacities, abilities and profes-
sional knowledge. Some command and staff assignments
at platoon, company, or higher level may be performed
well, and even exceedingly well, yet the rated officer may not
have the potential to perform as well at division, corps, or
higher levels. Some assignments of special or technical
nature may net a rated officer average duty performance
ratings even though the officer may have capabilities for
a much higher rating in tasks for which he is qualified at
the same or even higher level of command or staff than
the level at which he is performing his present assignment.
(2) Detailed instructions. The detailed instructions for part
VI (1) as outlined in f(2) above will apply except for the
mandatory requirement to specifically justify outstanding,
exceptional, marginal, or inadequate ratings. Definition of
terms from f(2) above will be used for rating of estimated
potential as well as for demonstrated performance.
h. Part VII?NUMERICAL VALUE (RATER AND IN-
DORSER).
(1) The rater and indorser will enter in the appropriate columns
the scores attained in parts IV and VI, and compute the total
of their scores. Care must be taken to insure that decimal
scores from part IV are properly added and transposed.
(2) The indorser will compute and enter the composite score,
which is the sum of the rater and indorser total scores.
i. Part VIII?AUTHENTICATION (RATING AND INDORS-
ING OFFICER).
(1) Items 17 and 18 (Rater and Indorser). Prior to authenticat-
ing, enter the date, verify the typed name, grade, branch, serv-
ice number, organization, and duty assignment. Insure
that the exact job title of the rater and indorser indicates the
true relationship of rated officer to the rater and indorser.
(2) The indorser will forward the report to the reviewing officer
except when the indorser is a general officer. In such a case
item 19 need not be completed.
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SECTION VI
INSTRUCTIONS FOR REVIEWING OFFICERS
22. General instructions. The reviewing officer has the responsi-
bility of insuring that the efficiency report provides adequate and ac-
curate information concerning manner of performance, qualities,
appraisal of qualifications, and an evaluation of overall potential of
the rated officer.
23. Specific instructions. Item 19, DA Form 67-5. Reviewer
will?
a. Insure that proper rater-indorser channels have been followed.
b. Carefully analyze the rater's and indorser's evaluation of the
rated officer from the standpoint of fairness with respect to the inter-
est of the rated officer and the United States Army. Upon receipt
of unusual, adverse, or derogatory reports take as many of the follow-
ing actions as deemed appropriate:
(1) Make inquiry as to any unusual circumstances surrounding
the rendition of the report.
(2) Refer the report to the rating and/or indorsing officer for
further comment or clarification, if appropriate. These
comments will be attached as inclosures to the report.
(3) Initiate action to reassign the rated officer if indicated.
c. Insure that any report rated in part VI (1) as "Outstanding,"
"Exceptional," "Marginal," or "Inadequate" is adequately justified
by the rating official in his comments in part III of the report. If
in the opinion of the reviewing officer, the comments in part III do
not adequately justify any of the above ratings, he should return the
report to the proper rating official for further justification. These
personal comments of the rating officials will be attached to the report
as an inclosure.
d. Carefully analyze reports wherein the rating and indorsing offi-
cers evaluations reveal a wide difference of opinion. It is not manda-
tory that the reviewing officer resolve honest differences of opinion
revealed by entries made by a rater and an indorser and which are
based on independent observation of a rated officer's performance.
However, reports with marked inconsistencies in evaluations such as
excellent marked by the rater and marginal by the indorser in part
VI (1) which are not satisfactorily explained should be referred to
the rater and/or indorser, for comment as appropriate. These per-
sonal comments of the rating officials will be attached as inclosures
to the report. If the efficiency report explains the differences in
evaluations, the report need not be referred back to the rater and/or
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indorser, however, the reviewer will submit his views and/or recom-
mendations. These comments will be attached as inclosures to the
report.
e. Add any additional personal comments he desires to make to
protect the interests of the individual and the Government.
f. Indicate in the appropriate block whether or not further action
was required.
g. Verify his typed name, grade, branch, service number, organi-
zation, and duty assignment.
h. Insure that the exact job title of the reviewing officer is clearly
indicated so that the relationship to the indorsing officer is clearly
established.
i. Authenticate and date the report.
SECTION VII
SCORING
24. Purpose and use of scores. a. The scores attained on effi-
ciency reports have been designed to facilitate processing and use
of efficiency files by personnel management agencies when taking
personnel actions on officers. However, the scores are never used as
the sole basis for any personnel action. They are used as bulk manage-
ment factors to be evaluated by properly informed personnel officers
and agencies at Department of the Army who understand the implica-
tions of the score and its limitations when used in management
activities. Their principal use is that of a broad screening device
as a first step in isolating a usable number of efficiency report files
from a relatively much larger group of files so that a manageable
number of officer records can be segregated for detailed study and
analysis.
b. An officer who has attained an efficiency report score which is
10 points higher than another officer is not necessarily considered the
better officer. A high or a low efficiency score, even if representing an
appraisal of performance for a period of years, is not used as a sole
criteria for an officer's service worth nor as an absolute measure of
an officer in selective personnel actions related to assignments, school-
ing, promotions, integration, retention, elimination or other career
planning activities. Considerable weight is given to other elements
of efficiency reports which furnish information on level of responsi-
bility of assigned duties, rising or declining trends in effectiveness,
circumstances under which duties were performed, development at-
tained in on-the-job training and formal schooling, demonstrated
growth potential, self-improvement activities, commendable accom-
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plislunents and unfavorable disciplinary actions. Furthermore, other
reports and records contained in the officer's complete Adjutant
General 201 file furnish additional information which is considered
along with efficiency report scores and related information in all
Department of the Army personnel management activities.
25. Scoring procedures. a. General. The numerical score of each
efficiency report is derived from the combined entries of the rater and
indorser in part IV and part VI (1) and (2) of DA Form 67-5. No
other parts of the Form are scored. Composite scores under this
system may range from a low of 22 to a high of 240. The scores
attained on each report will not be correlated to numerical scores
attained on prior efficiency reports or the current officer's efficiency
index (0E1). Letter reports, although of equal importance to an
officer's efficiency file, are not scored.
b. Use of previously computed OEI. Previously computed OEI
will continue to be used as one item of information for DA personnel
action agencies to consider as is true of all items of record in an officer's
complete Adjutant General 201 file. The significance of the OEI will
decrease, however, as each current annual rating cycle is completed
and the OEI will ultimately be dropped inasmuch as the most current
information concerning an officer's performance has the greatest value
in the planning of his career.
26. Information available at Department of the Army for indi-
vidual officers. An officer may obtain information about his efficiency
record from either The Adjutant General or his Career Branch by
personally visiting the Department of the Army or by deputizing in
writing another officer to examine his record to obtain the desired
information (see AR 640-12). Officers assigned to Career Manage-
ment activities or The Adjutant General's Office may not be deputized
for this purpose.
[AG 201.61 (17 Mar 61) AGPF]
BY ORDER OF THE SECRETARY OF THE ARMY:
G. H. DECKER,
General, United States Army,
Official: Chief of Staff.
R V. LEE,
Major General, United States Army,
The Adjutant General.
Distribution:
Active Army, NG, and USAR: To be distributed in accordance with DA
Form 12-4 requirements for DA Regulations?Personnel?Officer?A.
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