This appendix provides an overview of the requirements, performance, and attributes of religious support in the military and guidance for effective use of DA Form 67–10 series (OER) and DA Form 67–10–1A.
It is essential for personnel involved in the evaluation process to have a clear understanding of both this appendix and AR 165 –1.
C–1. Chaplain religious support roles
The needs and roles pertaining to military religious support in any given situation must be clearly defined.
Primary responsibility for religious support belongs to the commander.
Commanders will fulfill their responsibility for the total religious welfare of their command by ensuring that DA Form 67–10–1A is used to discuss the performance of chaplains (to include staff officer and religious support responsibilities).
Chaplains fulfill their responsibilities for military religious support by—
a.
Realizing that each opportunity for religious support is unique.
b.
Carefully analyzing their capabilities.
c.
Understanding their denominational obligations and responsibilities.
d.
Engaging in the organizational planning and execution processes for all operations and programs to meet the religious support needs of the organization.
e.
Meeting the various religious needs of the community of faith and the represented distinctive faith groups.
f.
Executing assigned unit and area coverage responsibilities.
C–2. Chaplain professional training and experience
Chaplains are normally ordered to active duty as 1LTs and are promoted to CPT within a few months after coming on active duty.
Some chaplains may enter active duty as a CPT based on their number of years of civilian pastoral experience or a USAR rank.
Rating officials will understand that chaplains, with a given date of rank, generally have less military experience than their Army competitive category officer peers with the same date of rank.
This will be considered when evaluating initial tour chaplains.
Additionally, the requirements for seminary training and pastoral experience before entry on active duty will vary among denominations.
As a result, chaplains with the same date of rank and similar military experience may have significant variations in age, training, and professional experiences.
These unique differences will not influence evaluations in ERS; evaluations will be based on the chaplain’s performance and experience.
C–3. Chaplain rating chain
There will be a supervisory chaplain in the rating chain when possible.
For example, a BDE chaplain, as the supervisory chaplain, will be the intermediate rater for a BN chaplain.
In the absence of a supervisory chaplain, a senior chaplain familiar with the rated chaplain’s performance will be designated as the intermediate rater if qualifications are met (see para 2–6 for intermediate rater qualifications).
C–4. Religious support coverage
Chaplains are assigned in accordance with the command master religious plan to provide unit, area, and denominational coverage (see AR 165–1).
Because of the dispersion of troops and a shortage of particular denominational chaplains, commanders need to support chaplains required to perform area religious support in their performance of area religious support coverage.
C–5. Chaplaincy attributes and Army Values
Certain skills and attributes are important for professional development of the chaplain and will be considered by the rating officials when completing DA Form 67–10 series (OER) and DA Form 67–10–1A.
The following are some examples of chaplain leadership potential:
a.
The ability to support the professionalism of other chaplains.
There is a wide range of ministry and pastoral styles and denominational requirements among Army chaplains.
The chaplain’s supervisor will understand the varying views, and support those involved in religious support different from their own.
Chaplains will be constructive and objective in their supervision of other chaplains.
b.
Consultation and confrontation skills.
Chaplains will raise questions that enable commanders to understand the religious, moral, and ethical impact of issues.
This relationship will be issue-oriented, nonblaming, and specific.
c.
Accountability.
Chaplains will accept responsibility for success or failure and learn from the experiences.
d.
Integration.
Chaplains will seek to integrate specific military staff skills with their professional religious convictions, practices, the chaplain leadership skills and attributes, and Army and Chaplaincy Values.
Chaplains will demonstrate an ability to function in crisis and under stress.
e.
Spiritual discernment.
Chaplains, as men and women of faith, will need to identify and enumerate the diverse possibilities of spiritual significance of common life experiences among the people they support, and access the diverse spiritual significance and interpretation of common life experiences among the people they support.
f.
Risk-taking ability.
In meeting the distinctive and diverse needs of Soldiers and Families, the chaplain will possess maturity and skills to make change even at the risk of being criticized for exercising his or her convictions.
g.
Development of a systems sense.
Chaplains will understand and appreciate the Army systems in which religious support is performed and how the chaplain can influence the spiritual, ethical, and moral good of the community.
The systems sense normally develops as chaplains progress in rank and staff experience.
This sense of systems integration is a primary contribution of the chaplain to the commander’s ability to plan for and support the free exercise of religion within an organization through the full range of operations.
h.
Performance counseling.
Performance counseling is a supervisory skill.
Performance counseling is objective and conveys to the supervised person the nature and quality of their functioning on the job.
C–6. Professional skills and responsibilities
Every chaplain has professional skills and responsibilities under the chaplaincy’s two core capabilities of religious support and special staff work.
The chaplain’s assignment will indicate the balance of work performed under these capabilities.
In some cases, the chaplain will be responsible for a preponderance of religious support responsibilities and will require the support, training, and evaluation suitable for this work.
In other cases, the chaplain will be assigned to a preponderance of staff work and will require the support, training, and evaluation appropriate for the assignment.
In every assignment, as part of the core mission of the chaplaincy, chaplains will perform some functions under religious support and staff work.
The following functions are often performed by chaplains; knowledge of these functions will assist rating officials in evaluating effective religious support programs:
a.
Provide religious services and programs designed to meet the needs of diverse and distinctive faith groups in the organization and community.
b.
Speak as appropriate on military procedures and policies that violate the ethical and moral values of the Army or that isolate or unjustly treat individuals or groups.
c.
Support and respect the distinctive requirements and religious professionalism of other chaplains.
d.
Cooperate in the total command religious program and ensure religious support for units that have no assigned chaplains.
e.
Assist the commander in planning for the resourcing and execution of all items of the Religious Support Program.
f.
Help identify for the command potentially disruptive social patterns that violate federal standards for EO.
g.
Enlist, train, and involve persons in programs of worship, community involvement, and religious education.
h.
Facilitate healthy interpersonal relationships in congregational activities, work groups, Family life, and community activities.
i.
Use creative methods of instruction that involve people in personal and spiritual growth.
j.
Establish rapport with personnel (to include military personnel, authorized civilians, retired personnel, and their Families) of varied religious, cultural, and social backgrounds.
k.
Effectively manage current resources and identify additional resources needed to implement religious programs.
l.
Advise and assist RC units and personnel concerning military religious support.
m.
Perform religious support in crisis.
n.
Provide ethical and moral leadership across the full spectrum of operations.
o.
Provide instruction to Soldiers and Family members to develop their understanding in such areas as relationships, drug and alcohol awareness, Family separation, suicide awareness, and stress management.
p.
Prepare for mobilization and deployment.
q.
Integrate and utilize chaplain assistants in the accomplishment of the religious support mission.
C–7. DA Form 67–10 series
The following guidance will assist the rating officials to complete certain portions on DA Form 67–10 series (OER).
a.
Part III, block a.
Select the most appropriate, specific functional duty position title.
The following representative duty position titles may be used, although the list is not all-inclusive:
(1)
Chaplaincy resources manager.
(2)
Clinical pastoral education supervisor.
(3)
Command, unit (that is, BN, BDE, brigade combat team (BCT), division, Army command), or organization chaplain.
(4)
Community pastor.
(5)
Confinement facility chaplain.
(6)
Family life center chaplain.
(7)
Chaplain hospital clinician.
(8)
Chaplain pastoral coordinator.
(9)
USAR chaplain coordinator.
(10)
Chaplain Service school instructor.
(11)
Plans and operations chaplain.
(12)
Operations and staff support chaplain.
(13)
Other areas of interest that do not require full-time activity but provide significant ministries will be added to the above list as additional duties.
The following list is representative:
(a)
Supervisory chaplain (number of chaplains supervised).
(b)
Staff and parish development consultant.
(c)
Chaplain training manager (supervises planning and execution of unit ministry team training).
(d)
Religious education supervisory chaplain.
(e)
Area ministry.
b.
Parts IV, V, and VI.
The following list represents some of those areas in which the chaplain may be rated to be the most competent in performance and have the greatest potential:
(1)
Preaching and leading in worship.
(2)
Religious education.
(3)
Pastoral counseling.
(4)
Staff officer.
(5)
Supervision of other chaplains and staff.
(6)
Staff and parish development.
(7)
Pastoral visitation of troops and Families.
(8)
Human relations and small group ministry.
(9)
Program or project management.
(10)
Administration.
(11)
Civilian community relations.
(12)
RC chaplain coordinator.
(13)
Resource management.
(14)
Unit ministry team leader.
c.
Parts IV and VI.
If the rated chaplain is well qualified for advanced professional (civilian) training, identify no more than two areas for which they will be recommended using the list in paragraph C–7a.
If appropriate, cite instances of the chaplain’s specific performance using paragraph C–6.
d.
Clinical pastoral education or Family Life Chaplain Training Supervisory in Training Program.
Chaplains participating in the clinical pastoral education or Supervisory in Training Program will receive an AER for the first year in the program and OERs for subsequent evaluations during the program.
Referenced Paragraphs
2–6. Rules for designating an intermediate rater (DA Form 67–10 series only)
An intermediate rater is only authorized for use by specialty branches (Chaplain Corps, JAGC, and AMEDD) when there is a level of technical supervision between the rater and senior rater, and/or in dual supervisory situations, and/or in instances when the rater’s immediate supervisor is the logical senior rater, but does not meet senior rater eligibility requirements as prescribed within table 2–1.
3–16. DA Form 1059–1
DA Form 1059–1 will be submitted for Soldiers participating in civilian academic programs and outlines the policies, requirements, interim reports, course completion reports, and long-term education reporting procedures for Regular Army, USAR, and ARNG Soldiers.
AR 165–1
Army Chaplain Corps Activities.