MCWP 6-12 Religious Ministry in the United States Marine …...DEPARTMENT OF THE NAVY Headquarters United States Marine Corps Washington, DC 20380-1775 16 September 2009 FOREWORD Marine

Religious Ministry in theUnited States Marine Corps

MCWP 6-12

US Marine Corps

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DEPARTMENT OF THE NAVYHeadquarters United States Marine Corps

Washington, DC 20380-1775

16 September 2009

FOREWORD

Marine Corps Warfighting Publication (MCWP) 6-12, Religious Ministry in the UnitedStates Marine Corps, describes the Chaplain Corps’ philosophy of ministry in the con-text of the unique mission requirements of the United States Marine Corps. It providesthe basis for how we train, plan, prepare, and provide for the free exercise of religion forMarines, Sailors, and their families. This publication defines the basic principles and out-lines requirements for delivering religious ministry to the men and women of the MarineCorps. It provides guidance for commanders, chaplains, religious program specialists, layleaders, and support personnel.

This publication supersedes MCWP 6-12, Religious Ministry Support in the US MarineCorps, dated 15 June 2001.

Reviewed and approved this date.

BY DIRECTION OF THE COMMANDANT OF THE MARINE CORPS

GEORGE J. FLYNNLieutenant General, U.S. Marine Corps

Deputy Commandant for Combat Development and Integration

Publication Control Number: 143 000082 00

DISTRIBUTION STATEMENT A: Approved for public release; distribution is unlimited.

PREFACE

As Lieutenant General Flynn has noted in his foreword, this publication describesthe Chaplain Corps’ philosophy for delivering religious ministry to the MarineCorps. This ministry is made possible by the partnership formed between the UnitedStates Marine Corps and the United States Navy Chaplain Corps, forged in freedomand tempered in the adversities faced together over two centuries of chaplains serv-ing with Marines. This publication reflects the next steps in this partnership as theDepartment of the Navy Strategic Plan for Religious Ministry is implemented. TheCommandant of the Marine Corps endorsed this plan in his September 2007 letter(appendix A of this publication), validating our core capabilities, and tasking theChaplain Corps with transforming this plan into action on the ground. This keystonepublication provides commanders and religious ministry teams a clear understandingof the purpose, mission, and principles of religious ministry and religious accommo-dation. This, and subsequent publications, will serve as the tools that enable chap-lains and religious program specialists to continue providing the highest quality,comprehensive programs of ministry to Marines, Sailors, and their families.

Godspeed in your ministry to the men and women serving in the United StatesMarine Corps.

MARK L. TIDDRear Admiral, Chaplain Corps, U.S. Navy

Deputy Chief of Navy ChaplainsChaplain of the Marine Corps

Religious Ministry in the United States Marine Corps __________________________________________________________ v

RELIGIOUS MINISTRY IN THE UNITED STATES MARINE CORPS

TABLE OF CONTENTS

Chapter 1. FundamentalsAuthority and Responsibility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-1Mission and Vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-1Free Exercise of Religion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-1Chaplain’s Noncombatant Status . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-2Religious Program Specialist’s Combatant Status . . . . . . . . . . . . . . . . . . . . . 1-2Religious Ministry Team . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-2Religious Ministry Team Garrison/Base Support . . . . . . . . . . . . . . . . . . . . . 1-3Religious Program Specialist Support . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-4Marine Chaplain Assistants . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-5Institutional Ministry in the Marine Corps . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-5Professional Qualifications. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-5Uniform Standards . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-6Form of Address . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-6Code of Ethics for Navy Chaplains . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-6

Chapter 2. Organization and Administration of Religious Ministry PersonnelThe Chaplain of the Marine Corps . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-1Marine Corps Organization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-1Billets and Assignments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-3Chaplains Religious Enrichment Development Operation. . . . . . . . . . . . . . . 2-5Reserve Component Religious Ministry Team Integration . . . . . . . . . . . . . . 2-5Religious Lay Leaders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-9Temporary Employment of Civilian Religious Ministry Professionals . . . . 2-10

Chapter 3. Religious Ministry Principles for the Marine CorpsThe Mandate of Religious Ministry . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-1 Religious Organizational Endorsement

and Command Religious Program Requirements . . . . . . . . . . . . . . . . . 3-1Mission-Essential Task List . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-1Defense Readiness Reporting System . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-3Religious Ministry Principles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-3Confidential Communication . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-8Pastoral/Professional Care Network . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-9Marine Corps Family Team Building and Other Supported Programs . . . . . 3-9Self-Care . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-11

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Chapter 4. Staff Officer TasksMilitary Organization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-1Officer Tasks. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-1Appropriated Funds Management Principles . . . . . . . . . . . . . . . . . . . . . . . . . 4-4Nonappropriated Funds. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-5Material Readiness and Accountability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-5Command Religious Program Tables

of Equipment and Property Accounts . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-5Command Religious Program Facilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-5Community Relations Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4-6Authority to Sign “By Direction” . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-6

Chapter 5. Core CapabilitiesReligious Accommodation: Facilitation and Provision . . . . . . . . . . . . . . . . . 5-1Pastoral Care . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-3Advisement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-5Guidance on Public Prayer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-6

Chapter 6. Combat Ministry ReadinessFormation: Establishing the

Religious Ministry Team for Combat Operations. . . . . . . . . . . . . . . . . . 6-1Coordinated Efforts Between Commands. . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-2Component Religious Ministry . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-2Planning: Develop the Religious Ministry Estimate Situation . . . . . . . . . . . . 6-2Tasks for Command and Supervisory Chaplains . . . . . . . . . . . . . . . . . . . . . . 6-3Basic Predeployment Preparations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-3Deployment/Employment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-8Nongovernmental Organizations Support. . . . . . . . . . . . . . . . . . . . . . . . . . . 6-10Crisis Response or Limited Contingency Operations . . . . . . . . . . . . . . . . . . 6-11Religious Support to Civil Affairs

and Humanitarian and Civic Assistance Operations. . . . . . . . . . . . . . . 6-11Peace Building . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-12Postdeployment Programs. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-12Marine Corps Combat Operational Stress Control Program . . . . . . . . . . . . 6-13

Chapter 7. Training, Professional Military Education, and Resource SupportProfessional Competence and Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-1Naval Chaplains School Courses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-1Chaplain Corps Officer Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-1Religious Program Specialist Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-2Training and Readiness Manual . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-2Chaplain and Religious Program

Specialist Expeditionary Skills Training Course . . . . . . . . . . . . . . . . . . 7-2Command Religious Program Personnel Training . . . . . . . . . . . . . . . . . . . . . 7-3

Religious Ministry in the United States Marine Corps ________________________________________________________ vii

Ecclesiastical/Religious Qualifications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-3Command and Staff College Distance Education Program . . . . . . . . . . . . . . 7-3Joint Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-4Fleet Marine Force Qualified Officer Program . . . . . . . . . . . . . . . . . . . . . . . 7-4Navy Enlisted Fleet Marine Force Warfare Specialist Program . . . . . . . . . . 7-4Armed Forces Chaplains Board . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-4Naval Support Branch, Logistics Integration

Division, Capabilities Development Directorate, MCCDC . . . . . . . . . . 7-5Training and Education Command, MCCDC . . . . . . . . . . . . . . . . . . . . . . . . 7-5Navy Knowledge Online . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-5

AppendicesA Commandant of the Marine Corps Memorandum . . . . . . . . . . . . . . . . . A-1B Reserve Mobilization Process for

Reservists on Unit Table of Organization . . . . . . . . . . . . . . . . . . . . . . . B-1C Survey: US Marines’ Expectations of Operational Chaplains . . . . . . . . C-1

Glossary

References and Related Publications

CHAPTER 1FUNDAMENTALS

Authority and Responsibility

This publication sets forth the United StatesMarine Corps’ doctrine of religious ministry. Theprinciples and doctrine contained in this publica-tion constitute the formal authority and assign-ment of implementation responsibilities to allcommanders by the Commandant of the MarineCorps (CMC). It has been prepared in accor-dance with policy as set forth by the Secretary ofthe Navy Instruction (SECNAVINST) 1730.7D,Religious Ministry Support Within the Depart-ment of the Navy; Marine Corps Order (MCO)1730.6D, Command Religious Programs in theMarine Corps; and SECNAVINST 1730.9, Con-fidential Communications to Chaplains.

Guidance in this publication requires judgment inits application. Chaplains are encouraged to focustheir role in the accommodation and delivery ofreligious ministry, to include advising the com-mander as set forth in SECNAVINST 1730.7D,and related instructions. Guidance provided inthis publication should be followed, except when,in the judgment of the commander, exceptionalcircumstances dictate otherwise. Most of the con-tent is applicable for garrison, base ministry, andoperational ministry, unless specifically noted.

Mission and Vision

The mission of religious ministry in the MarineCorps is to deliver religious accommodation,care, and advisement in order to strengthen faith,values, and virtues, so that Marines, Sailors, andtheir families may best serve their country. Reli-gious ministry teams (RMTs) (comprised of achaplain and religious program specialist [RP])

provide the following four capabilities to accom-plish this mission:

Facilitate. Chaplains and RPs are trained andcertified to manage and execute command reli-gious programs (CRPs) that accommodatediverse religious requirements.Provide. Chaplains meet faith group specificneeds, including worship services, rites, reli-gious and/or pastoral counsel, scripture study,and religious education. Religious programspecialists are uniquely trained to supportreligious accommodation.Care. Chaplains, supported by RPs, deliverspecific institutional care, counseling, andcoaching that attends to the personal, spiri-tual, and relational needs beyond a faith groupspecific context.Advise. Chaplains advise commanding officerson issues relating to morals, ethics, spiritualwell-being, and morale. Within the boundariesof their noncombatant status, chaplains adviseon the impact of religion on operations. Chap-lains and RPs train and educate leaders at alllevels in moral decisionmaking, cultural aware-ness, and cross-cultural communications.

The overarching vision and outcome for RMTs isto ensure that Marines, Sailors, and their familiesare mission ready—demonstrating spiritual,moral, and ethical maturity, supported by theinnovative delivery of religious ministry and com-passionate pastoral care.

Free Exercise of Religion

Marine commanders are responsible for the freeexercise of religion and religious support pro-grams within their units. Navy chaplains and RPs

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serve with Marines and Sailors to assist and advisein the primary duty of providing for religiousrights in accordance with Service directives.

The Constitutional protection of free exercise ofreligion for Marines and Sailors is clearly out-lined and provided for by—

United States Code, Title 10, Armed Forces,Chapter 555, Section 6031, Chaplains: DivineServices, requires commanders to cause divineservices to be performed and protects the chap-lain's ability to conduct those services “accord-ing to the manner and forms” of the chaplain'sreligious organization.Department of Defense Instruction (DODI)1300.17, Accommodation of Religious Prac-tices Within the Military Services, outlines thesame concepts for religious freedom in theArmed Services.

Navy chaplains are qualified religious ministryprofessionals (RMPs) of the Department ofDefense (DOD) who have been endorsed by theDOD’s recognized religious organizations to pro-vide religious ministry to the sea services. Theirministry, with the assistance of the RP, serves topromote the spiritual, religious, ethical, moral,corporate, and personal readiness of Marines,Sailors, family members, and other authorizedpersons consonant with their rights and needs,thereby enhancing unit readiness and increasingmission accomplishment in the Marine Corps.

Chaplain’s Noncombatant Status

In accordance with SECNAVINST 1730.7D andMCO 1730.6D, US chaplains are forbidden tocarry weapons. In addition, according to Depart-ment of the Navy (DON) policy, bearing arms isincompatible with a chaplain’s religious func-tions and spiritual duties. An individual chaplainwho violates this policy endangers the noncom-batant status of all other chaplains.

The Geneva Conventions of 1949 accord a spe-cial protective status to chaplains. Pursuant to theGeneva Conventions, chaplains are exempt frombeing treated and retained as prisoners of war, andthey are permitted to carry out their religiousduties after falling into enemy hands. Unless theirretention by the enemy is required to provide forthe medical or religious needs of prisoners of war,chaplains must be repatriated at the earliest oppor-tunity. To be entitled to this immunity, chaplainsmust, at all times, avoid any activity that compro-mises their noncombatant status per United StatesNavy Regulations, 1990, Article 1063.

Religious Program Specialist’s Combatant Status

Religious program specialists are combatants withthe role of providing force protection and physicalsecurity for the RMT. It is recommended that RPsreceive training in provision of physical security,such as the Marine Corps Martial Arts Program.

Religious program specialists carry arms and arerequired to train and be proficient with their tableof organization (T/O) weapon. According toMCO 3574.2K, Marine Corps Combat Marks-manship Programs, RPs are required to qualifywith their weapon. The T/O weapons qualifica-tions currently state that E5 and below qualify onthe service rifle, and E6 and above qualify withthe service pistol with the option of also qualify-ing with the service rifle.

Religious Ministry Team

The RMT is the commander’s primary resourcefor the delivery of comprehensive religious minis-try for operational, garrison, and/or base CRPs.Chaplains, RPs, and other designated commandmembers (e.g., assistants, civilian contract staff,appointed lay leaders) form the RMT. However,the RMT is mainly the chaplain and RP team,whose primary duty is the delivery of the four

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core religious ministry capabilities listed in theMission and Vision paragraph on page 1-1.

The composition of each command’s RMT will bedetermined by the command’s mission and T/O.Every unit is entitled to, and provided, religioussupport. When a unit does not have an organicallyassigned RMT, religious support is provided bythe RMT assigned by higher headquarters. Whenthis is not possible, other options for obtainingprofessional personnel resources from beyond thecommand include Navy chaplains from otherunits, chaplains of other area military or coalitionservices, Selected Reserve chaplains or voluntarytraining unit (VTU) chaplains, contract civilianclergy, and lay leaders. All RMTs serving in oper-ational and forward deployed units should refer tochapter 6 for guidance on establishing the RMTfor combat operations.

Religious Ministry Team Garrison/Base Support

The RMTs deliver direct support to the base com-mander for a comprehensive CRP. These dutiesinclude, but are not limited to—

Providing religious support for all authorizedMarines, Sailors, and civilians on the base.Preparing Marines, Sailors, and their familiesbefore, during, and after military operationsand deployments.Supporting RMT training and readiness.Initiating and maintaining liaison with localcommunity resources.

Deliver Religious Support

The Marine Corps base (MCB) chaplain is res-ponsible to the base commander for all religioussupport on the base, including all religiousservices and activities. The base RMTs provide abroad religious support program for units,

Marines, Sailors, and their families. Worshipservices, pastoral care, religious education, andspiritual fitness training are provided for thereligious support needs of local authorized per-sonnel. Proper coordination with tenant units isrequired to ensure comprehensive implementationof the CRP. If the base has a Chaplains ReligiousEnrichment Development Operation (CREDO), aclose cooperative relationship should be estab-lished between CREDO and base RMTs.

Provide Required Operational and Deployment Assistance

The RMTs are a primary resource to base com-manders for assisting families of deployed per-sonnel. Wounded Marines and Sailors and theirfamilies require specialized pastoral care andincreased support. The RMTs are encouraged towork closely with base resources, to includeMarine Corps Community Services (MCCS) andother agencies (see chap. 3). Additionally, RMTsoffer predeployment and postdeployment warriortransition (WT) program support to Fleet MarineForce (FMF) units.

Support RMT Training and Readiness

All RMTs are required to be trained and preparedto implement religious support mission of thecommander in any contingency. Spiritual readi-ness is essential to sustain Marine and Navyfamilies while the unit is deployed. It is alsoessential to train RMTs while in garrison inpreparation for being called as individual aug-mentees (IAs) and to sustain them betweenoperational command assignments. Base RMTswill also be called upon to support drilling ReserveRMTs and for integrating Reserve Componentannual training and command inspections.

Training is the critical component in preparationfor military operations. The base chaplain shouldensure that all RMTs under his supervision receiveall unit training provided by the S-3/G-3 and

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through applicable Chaplain Corps and local civil-ian training opportunities especially related to pas-toral care of Marines, Sailors, and their families.

Religious ministry teams should participate inboth unit and religious support training to ensuretheir tactical and technical proficiency. If train-ing for either operational or base settings isneglected, RMTs will not be adequately preparedto provide comprehensive religious support tothose for whom they are responsible.

Initiate and Maintain Liaison with Local Community Resources

Beyond a sound working relationship with localcivilian religious leaders, it will be necessary toinitiate and maintain liaison with local commu-nity resources. Social service agencies in thecommunity that provide counseling services,donations of food and clothing, and emergencyaid for crisis or disaster situations are valuableresources for referrals.

Religious Program Specialist Support

Religious program specialists are uniquelytrained and qualified Sailors assigned, along withchaplains, to support the delivery of religiousministry. As enlisted and nonordained membersof the RMT, the RPs’ responsibilities focus onfacilitation of religious ministry support—includ-ing accommodation, provision, care, advisementsupport, RMT force protection, logistics, programmanagement, and administration. Chaplainsshould fully utilize the particular gifts and talentsthat individual RPs bring, thereby multiplying thestrength of the team.

Religious program specialists organizationallyreport to the chaplain and receive enlisted leader-ship and direction from Navy senior enlisted staffmembers (e.g., regimental battalion aid station)and Marine Corps senior enlisted staff members

(e.g., sergeant major, 1st sergeant, companygunnery sergeant, S-1 staff noncommissionedofficer) for training and accountability purposes.This cooperative support is especially critical forjunior RPs to ensure balanced development as anFMF Sailor. General duties of RPs serving withthe Marine Corps, in addition to providing securityfor the RMT, include—

Providing combat field ministry support, toinclude coordination of convoy logistics andforce protection, host nation religious leaderengagement, and advising on religious ministrysupport.Preparing and “rigging” facilities used forreligious services and programs in the field andgarrison; operating audiovisual equipment; andcoordinating activities in support of worshipservices, religious education programs, spiri-tual renewal activities, foreign humanitarianassistance, civil support, and communityrelations projects; and performing other militaryduties as required.Providing general troop referral and assistance.Identifying and responding to Marines andSailors experiencing combat operational stress.Performing triage for ministry in a masscasualty event.Maintaining records and reports—includingfacility and equipment reports and records—and updating documents, directives, andinstruction files.Conducting inventories, safeguarding and main-taining equipment, managing the operationalministry budget, assisting in the management ofthe Religious Offering Fund (ROF), orderingsupplies, and preparing maintenance requests.Providing administrative and logistical supportat ceremonies and sacraments—including wed-dings, funerals, memorial services, baptisms,and special religious services and activities.Maintaining the RMT’s table of equipment (T/E)and mount-out supplies in preparation forembarkation.


Performing regularly scheduled preventive main-tenance on assigned vehicles and equipment.Performing other duties as assigned by thechaplain.

Marine Chaplain Assistants

When RPs are not available to be assigned to unitswith assigned chaplains, the commander will havean incomplete RMT. Therefore, it is expected thatqualified Marines with a military occupationalspecialty (MOS) of 0151 be assigned to serve asMarine chaplain assistants (CAs). They will workdirectly for the chaplain to whom they have beenassigned. Chaplain assistants are expected toperform the same duties as RPs, includingadhering to confidentiality privileges. The com-mander and chaplain will ensure that any requiredtraining is provided. Additionally, a commandermay desire to assign a Marine CA for other needs,including but not limited to, augmenting drivingof and personnel protection for the RMT whiletraveling in theater.

Institutional Ministry in the Marine Corps

The Marine Corps, like the American societyfrom which it is drawn, is pluralistic in that faithgroups and religious organizations coexist inmutual respect. Because of the impracticality ofproviding RMPs reflecting every religious orga-nization on each ship, station, or base, the DONand the religious organizations of the UnitedStates have developed an institutional ministrythat provides both cooperative and cooperatingministry. Every RMT must be willing and able tofunction in a pluralistic environment, wherediverse religious traditions exist side-by-side withtolerance and respect. Chaplains and RPs are spe-cialists trained to accommodate religious require-ments and deliver ministry within the demandingand specialized military environment, withoutcompromising the tenants of their own religioustradition and organization.

As stated in SECNAVINST 1730.8B, Accommo-dation of Religious Practices, this policy impliesthat the commander will—

Make provisions to accommodate the religiousneeds of every member of the command withinthese limits.Acknowledge that each command may beaffected by different conditions and requireindividual consideration of special requests forreligious accommodation.

Professional Qualifications

The two aspects of a Navy chaplain’s role are thechaplain’s identity as an endorsed representativeof a religious organization and the chaplain’sidentity as a commissioned Navy staff officer.

In the act of endorsing their RMPs for naval com-missions, the religious organizations of theUnited States concede that—

The RMPs will be placed under military com-mand.The RMPs will be subjected to military regula-tions and directives.The RMPs accept the principle of commandresponsibility for the spiritual and moral wel-fare of naval personnel.The RMPs accept the necessity of cooperativeministry.

Religious organizations, by endorsing chaplains,support Marines, Sailors, and their families’ freeexercise of religion in the sea services. Religiousorganizations retain their responsibility to men-tor, develop, and hold chaplains accountable fortheir professional and personal competencies.

While chaplains may possess professional creden-tials—such as educational degrees or state cre-dentials as clinical counselors, physicians, andpsychologists—chaplains are assigned only as

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RMPs and commissioned staff officers. Themaintenance of religious endorsement credentialsis the official responsibility of each chaplain.

The Chief of Navy Chaplains has the responsibil-ity to serve as liaison with endorsing agents andreligious organizations regarding professionalcredentials and other administrative matters thatare related to ministry requirements, expectedcompetencies, and other needs or expectations ofthe Navy. Chaplains are expected to maintain allrequired relationships with their religious organi-zation's endorsing agent and communicate withthem on a regular basis. Chaplains may attendconferences sponsored by their endorsing agent,but are not authorized to contact endorsing agen-cies regarding other chaplains.

Chaplains assigned to the Marine Corps areexpected to use their professional qualificationsto deliver religious accommodation and supportto the men and women serving in the MarineCorps, their family members, and authorized per-sonnel. MCO 1730.6D provides specific guid-ance for outside employment or religious obliga-tions by chaplains.

Uniform Standards

Uniform, grooming, and appearance standards areprescribed for Navy personnel serving with theMarine Corps in MCO P1020.34G, w/chs 1-5,Marine Corps Uniform Regulations.

Navy enlisted personnel are given the option towear identified Marine Corps uniforms whenassigned to a Marine Corps unit. Enlisted Sailorsopting to wear Marine Corps uniforms are autho-rized to be issued and wear the Service Dress A,B, and C uniforms. Sailors exercising this optionsign an agreement to observe Marine Corpsunform regulations that require adherence to the

grooming and physical readiness standards of theMarine Corps. Sailors who do not take theMarine Corps uniform option will maintain Navygrooming and appearance standards. Chaplainsmay also purchase and wear the same uniforms,with the understanding that they will observe thesame standards dictated by that uniform.

Form of Address

In verbal or written communications, chaplainsare addressed in accordance with United StatesNavy Regulations, 1990. Within the military com-munity, chaplains of all ranks are addressed andintroduced properly by the term, “Chaplain.”Terms of address that are common within particu-lar faith groups or denominations (e.g., Father,Pastor, Rabbi, Imam) may also be used inaddressing the chaplain.

The religious ministry specialists are to beaddressed as either “RP (rank), last name” (e.g.,RP2 Jones) or “Petty Officer, last name” (e.g.,Petty Officer Jones). Chief petty officers andabove are to be addressed by their rank rather thanrating (e.g., Chief Jones, Senior Chief Jones, Mas-ter Chief Jones).

Code of Ethics for Navy Chaplains

Chaplains have a responsibility to practiceministry within a cooperative framework of re-spect for others, recognizing the diverse pluralisticenvironment in which they are called to function.While not prescriptive, a Code of Ethics for NavyChaplains, adapted from national religiousadvisory groups, has often been quoted andremains a sound reference point for ethicalreflection by chaplains.


1. I will hold in trust the traditions and practices of my religious body.

2. I will carefully adhere to the directions conveyed to me by my endorsing body for mainte-nance of my endorsement.

3. I understand, as a Navy chaplain, I must function in a pluralistic environment with chaplainsand delegated representatives of other religious bodies to provide for ministry to all militarypersonnel and their families entrusted to my care.

4. I will provide for pastoral care and ministry to persons of religious bodies other than my ownas together we seek to provide the most complete ministry possible to our people. I will respectthe beliefs and traditions of my colleagues and those to whom I minister.

5. I will, if in a supervisory position, respect the practices and beliefs of each person I supervise.I will, to the fullest extent permissable by law and regulations, exercise care not to require ofthem any service or practice that would be in violation of the faith and practices of their particu-lar religious body.

6. I will hold in confidence any privileged communication received by me during the conduct ofmy ministry. I will not disclose confidential communications in private or public.

7. I will model personal integrity and core values.

Code of Ethics for Navy Chaplains

CHAPTER 2ORGANIZATION AND ADMINISTRATIONOF RELIGIOUS MINISTRY PERSONNEL

The Chaplain of the Marine Corps

The Chaplain of the Marine Corps reports directlyto the CMC and serves on the CMC’s staff. Thischaplain flag officer also serves as the DeputyChief of Navy Chaplains, reporting to The NavyChief of Chaplains. The Chaplain of the MarineCorps advises the CMC and Headquarters,Marine Corps (HQMC) staff agencies on allreligious ministry matters throughout the MarineCorps (MCO 1730.6D). The Chaplain of theMarine Corps is responsible for the staffingrequirements for chaplains and RPs within theMarine Corps and advises the Total Force Struc-ture Division, Marine Corps Combat Develop-ment Command (MCCDC) regarding billet place-ment, quality, and staffing levels for chaplainsand RPs.

Marine Corps Organization

Chaplains and RPs should have a basic under-standing of Marine Corps organization if theyare to carry out their duties effectively. TheMarine Corps is focused on major conflicts andcampaigns, as well as smaller scale stabilityoperations that are a part of humanitarian andcivic assistance (HCA) or civil affairs. There-fore, RMTs may find themselves ministeringaround the globe in various types of MarineCorps organizations.

As depicted in figure 2-1, on page 2-2, thePresident and/or the Secretary of Defense directthe Secretary of the Navy and the CMC. Com-batant commanders (CCDRs) then direct orcommunicate with Marine Corps component com-manders (see the Operating Forces paragraph).

Expeditionary in nature, the Marine Corps isorganized as a “force-in-readiness” that is able tosupport a wide range of national military require-ments. Deploying for combat as a combined-armsMarine air-ground task force (MAGTF), theMarine Corps provides the President and the Sec-retary of Defense with a responsive force that canconduct operations across the full range of mili-tary operations. The Service is divided into fourbroad categories—HQMC, operating forces, sup-porting establishment, and reserves.

Headquarters, Marine Corps

Headquarters, Marine Corps consists of the CMCand those staff agencies that advise and assist himin discharging his responsibilities. The Chaplainof the Marine Corps is a staff officer reportingdirectly to the CMC and the Assistant CMC.

Operating Forces

Operating forces are the heart of the MarineCorps; they comprise the forward presence, crisisresponse, and fighting power that the MarineCorps makes available to US unified CCDRs. TheMarine Corps has permanently established twocomponent commands that consist of perm-eanantly assigned forces—the United StatesMarine Corps Forces Command (MARFORCOM)and the United States Marine Corps Forces,Pacific (MARFORPAC). Normally, these forcesare task-organized for employment as a MAGTF.The largest form of the MAGTF is the Marineexpeditionary force (MEF).

Marine Corps forces (MARFOR) commandersare responsible for coordinating and integratingreligious ministry within their operational area.The MARFOR chaplains advise the MARFOR

2-2 ______________________________________________________________________________________________________ MCWP 6-12

commanders on matters relating to the religious,spiritual, moral, and ethical readiness of assignedforces and individual commands.

Marine Expeditionary Force The MEF is the principal Marine Corps war-fighting organization. It is composed of a logisticscombat element (LCE) (logistic group), groundcombat element (GCE) (division), and an aviationcombat element (wing). The MEF is capable ofconducting missions across the range of militaryoperations through amphibious assault and sus-tained operations ashore, in any environment.

The MEF commander is responsible for coordi-nating and integrating religious ministry within hisoperational area. The MEF chaplain is responsiblefor managing religious ministry requirements andensuring the religious ministry established byMEF major subordinate commands (MSCs) forman integrated and responsive network of support.The MEF chaplain and religious ministries staffalso advise the MEF commander on mattersrelating to the religious, spiritual, moral, and ethi-cal readiness of the command; religious ramifi-cations affecting mission; religious ministry

logistics; and current and future religious ministryplans and staffing at the MEF level. Componentsof the MEF are the—

Marine division (MARDIV).Marine aircraft wing (MAW).Marine logistics group (MLG).

Marine DivisionThe MARDIV is a ground force of combat andcombat support units organized and equipped pri-marily for amphibious and ground operations. Itconsists of three infantry regiments, an artilleryregiment, and separate combat support battalions.Subordinate units can be organized into effectiveforces of combined arms based upon the infantryregiment, infantry battalion, or tank battalion.One or more division(s) forms the GCE of theMEF. To perform its combat role, the MARDIVrequires air defense and aviation support from aMAW and Service support from an MLG.

The chaplain and religious ministry staff of theMARDIV are similar to the MEF’s staff but aremore specifically related to the activities of theGCE. When units smaller than divisions deploy

Figure 2-1. Marine Corps Operational and Service Branches.

ServiceBranch

OperationalBranch

President

Secretaryof Defense

Secretaryof the Navy

Commandantof the

Marine Corps

CombatantCommander

Chairman ofthe Joint

Chiefs of Staff

CommandAdministrative ControlChannel of Communication

Marine CorpsComponentCommander

Religious Ministry in the United States Marine Corp__________________________________________________________ 2-3

as the GCE, the regiment or battalion chaplainsassume much of the planning responsibility asso-ciated with their respective units.

Marine Aircraft WingThe MAW is the highest level of aviation com-mand in the FMF. The MAW is task-organized toprovide a flexible and balanced air combat orga-nization capable of providing the full range ofcombat air operations in a variety of areas, with-out the requirement of prepositioned support,control, and logistic facilities. Only the wing hasthe inherent capability of performing all six of theMarine aviation functions—antiair warfare,offensive air support, assault support, electronicwarfare, air reconnaissance, and control of air-craft and missiles—in support of the MAGTF.

Each MAW has a unique organizational structurethat includes a MAW headquarters, severalMarine aircraft groups, a Marine air controlgroup, and a Marine wing support group. TheMarine wing support squadron provides aviationground support for all supporting or attachedunits of the Marine air control group. The RMTsare assigned to each of these units. The MAWchaplain is responsible to the commander of theMAW and tasked with supervision of the RMTsin the squadrons and groups.

Marine Logistics Group The MLG is the LCE of the MEF. It is a perma-nently organized command charged with provid-ing combat service support beyond the organiccapabilities of supported units of the MEF.

The MLG chaplain advises the commander onthe religious, spiritual, moral, and ethical readi-ness of the command and the adequacy of reli-gious ministry support throughout the MLG. TheRMTs in MLG units work very closely withmedical units while deployed. In garrison, theRMTs work with all units to ensure adequatedelivery of religious ministry.

Supporting Establishment

The Marine Corps supporting establishment con-sists of those personnel, bases, and activities thatsupport the Marine Corps’ operating forces. Thisinfrastructure consists primarily of 15 majorbases and stations in the United States and Japan.It also includes the Marine Corps RecruitingCommand, MCCDC, and the Marine CorpsLogistics Command, as well as all training activi-ties and formal schools. The supporting establish-ment also provides facilities and support to thefamilies of deployed Marines, allowing Marinesto concentrate on their demanding missions. TheRMTs are assigned throughout these commandsto ensure adequate delivery of religious ministry.

Reserves

The United States Marines Corps Forces, Reserve(MARFORRES) is organized, trained, andequipped under the direction of the CMC andcommanded by the Commander, MARFORRES.Units of this command have been closely inte-grated with the Active Component under theMarine Corps’ Total Force Structure concept.The MARFORRES shares the same commitmentto expeditionary readiness as the active dutyMarine Corps.

Further guidance on how the Marine Corps isorganized may be found in Marine Corps Refer-ence Publication (MCRP) 5-12D, Organizationof Marine Corps Forces; Marine Corps DoctrinalPublication (MCDP) 1-0, Marine Corps Opera-tions; and the current United States MarineCorps Concepts and Programs publication. Fig-ure 2-2, on page 2-4, is an overview of how theforces are structurally organized.

Billets and Assignments

Chaplains are commissioned as Navy officerswith the understanding that they can be assignedto serve with the Marine Corps. Religious

2-4 ______________________________________________________________________________________________________ MCWP 6-12

program specialists sign a statement of under-standing that they are required to serve with theMarine Corps as combatants, if assigned, based onthe needs of the Navy and Marine Corps. Chap-lains and RPs are assigned to the Marine Corpswith the understanding that they are required tocomply with the unique requirements and stan-dards for Navy personnel serving in the MarineCorps. In Marine commands where the T/O hasmore than one chaplain and RP, the commandchaplain advises the commander concerning theplacement and assignment of all chaplains andRPs within the command. Assignments are madein accordance wi th the command’s T/O.Commands ensure that the Marine T/Os and NavyActivity Manpower Document (AMD) are recon-ciled. Staffing levels are regularly reported to theChaplain of the Marine Corps, who ascribesbillets according to inventory of RMT assets andthe needs of commands. Navy chaplains and RPsare assigned to Marine Corps commands bywritten orders from the Naval Personnel Com-mand, according to the Marine Corps’ T/O andNavy AMDs. Each Marine Corps command’s

Navy AMD l is ts chapla in and RP bi l le tscorresponding to the T/O. The Total ForceStructure Division, MCCDC, ensures Marine andNavy structure and manpower documentscorrectly reflect the validated requirements inaccordance with MCO 5311.1C w/ch 1, TotalForce Structure Process (TFSP).

Deployable commands (MARFOR) have thehighest priority in billet placement and staffingauthorization to ensure that direct religious min-istry requirements for expeditionary forces aremet. Billet placement for operational supportcommands (i.e., training commands and bases)are structured to ensure direct religious ministryis provided for all Marines, Sailors, and theirfamily members.

The fo rce chap la ins o f MARFORCOM,MARFORPAC, and MARFORRES regularlyreport chaplain and RP staffing levels to the Chap-lain of the Marine Corps. Authorized manninglevels are monitored by the Chaplain of theMarine Corps to ensure the required religiousministry is being provided.

Figure 2-2. Marine Corps Organization.

Commandantof the

Marine Corps

Marine CorpsCombat

Development CommandMarine Corps Forces

Marine CorpsForces Reserves

SupportingEstablishment

OperatingForcesHQMC

Marine CorpsLogistics Command

Marine CorpsRecruiting Command

Marine CorpsAir Stations

ReserveSupport Activities

Marine Corps Bases

Training Installations

SpecialSupporting Activities

Fleet Marine Forces

Security Forces

SpecialActivity Forces


Chaplains Religious Enrichment Development Operation

The CREDO program, instituted in 1971, existson both Navy and Marine Corps installations, andit remains a core program designed to aid theChaplain Corps in the performance of theirduties. The CREDO program’s mission is todevelop and provide briefs, seminars, and retreatsthat will ensure Marines, Sailors, and their fami-lies are healthier, more resilient, and better pre-pared for war and peacetime demands andstresses. Chaplains and Personal Growth Retreatteam members work with participants in retreatgroup settings to achieve positive results throughsupportive interaction within the CREDO. The72-/48-hour retreats are designed to improve rela-tionships, resolve issues, and develop personaland spiritual resources—all known to be factorsin improving resilience. The CREDO programoffers personal growth, marriage enrichment,spiritual growth, and family-oriented retreats. Inaddition, the CREDO program offers warriorpreparation, transition, and reintegration briefs ifa unit chaplain requests CREDO’s assistance.Each center has the flexibility to design pro-grams that meet the greatest need, such as one-day marriage seminars or singles seminarsoffered within the individual command. TheCREDO program is available at all three MEFsand in Hawaii. Program funding for the CREDOprogram at Marine Corps installations is providedby MCCS.

The Chief of Chaplains is the program sponsorfor all CREDOs. The CREDO program providesan assortment of ministries and weekend retreatsprimarily to active duty Service members andtheir family members and secondarily to Reser-vists and their family members and retired,DOD, and Civil Service personnel. Programs areoperationally focused, family supportive, andflexible in the provision of ministry. The missionof the CREDO program is to help people maturetoward an increased functional ability, accep-tance of responsibility, and resilience within allareas of life.

Reserve Component Religious Ministry Team Integration

Reserve Component chaplains and RPs arevaluable and proven religious ministry assets forthe Marine Corps. Smooth and successful Activeand/or Reserve integration requires an under-standing of the types of Navy Reserve (NR) units,personnel qualifications, responsibilities of eachassociated command, categories of Reservetraining, forms of operational support available toassist the Active Component, mobilizationprocesses, and the proper professional care ofReserve personnel.

There are two major categories of Reserve Com-ponent chaplain and RP billets that support theMarine Corps:

Commissioned units. Chaplain and RP billetsare organized within NR units that supportSelected Marine Corps Reserve (SMCR) com-mands of MARFORRES. The SMCR unitsclosely “mirror” similar Active Componentunits in mission and composition of RMT bil-lets. These NR units are also composed ofmedical personnel and may include naval gun-fire personnel. The commanding officer of theNR unit is usually a medical officer. Personnelassigned to these units ordinarily do theirmonthly inactive duty training (IDT) drills onlocation with their SMCR command. They areintegral to the unit and are expected to mobi-lize and operate with their assigned unit.Individual augmentation units. Chaplain and RPbillets are organized into Marine expeditionaryforce, religious (MEFREL) NR units thataugment the T/O of Active Component MarineCorps commands. Reserve religious ministrypersonnel assigned to Active Componentaugmentation units are to be trained andsupported as similarly as possible to their activeduty counterpar ts . These NR uni ts arecomposed entirely of chaplains and RPs, with achaplain serving as the officer in charge (OIC).Personnel assigned to these units train tomission-essential task lists (METLs) established

2-6 ______________________________________________________________________________________________________ MCWP 6-12

by thei r respect ive Act ive Componentcommands in order to be ready for mobilizationto their supported commands for majorcontingencies. Every effort should be made tofacilitate frequent onsite IDT drills with thesupported Active Component command inorder to accommodate both Active and/orReserve integration at the unit level. At aminimum, annual training with the supportedcommand is required and expected. Coordi-nation of onsite drills and ATs require closeinterface between the Active Component com-mand chaplain of the supported command; theOIC of the supporting MEFREL; the NavyOperational Support Center (NOSC), where theMEFREL is located; Commander, NavalReserve Forces Command (COMNAVRES-FORCOM) (N01G); and MARFORRES (REL).

Note: REL denotes an active duty, O-6 Navychaplain.

Qualifications

Upon assignment to a USMC support billet andprior to mobilization, all Reserve Componentchaplains and RPs must attain adequate trainingand experience that is commensurate with theirposition. Ordinarily, newly reported chaplains orRPs will use their first annual training period inthe reporting year to attend Chaplain andReligious Program Specialist ExpeditionarySkills Training (CREST). Religious programspecialists must either hold the 2401 Navyenlisted classification (NEC) upon assignment toa billet or attain the NEC within one year ofassignment. The 2401 NEC will be awarded toRPs upon successful completion of CREST. Oneadditional year to attain the 2401 NEC may begranted to RPs who enlist under the advancedplacement program or to chaplains who mustcomplete the chaplain basic course in their firstyear of naval service. In any case, CREST mustbe completed successfully within a member’sfirst two years of assignment. Waivers to theCREST requirement, based upon a member’sprevious qualifying military experience, will be

considered on a case-by-case basis by the respec-tive COMNAVRESFORCOM program manager.

In order to fulfill their responsibility as moral andethical advisor to the commander, the supportedcommand should ensure that the Reserve Compo-nent chaplains attend all schools (e.g., NavalChaplains School, CREST) and advanced courses(e.g., Command and Staff College DistanceLearning, annual Chaplain Corps ProfessionalDevelopment Training Course) that provideinstruction in emerging Marine Corps religiousministry requirements across the range of militaryoperations. When mobilization occurs, this priortraining and experience ensures a swift and seam-less transition by reservists to serve with ActiveComponent Marine units. Chaplains and RPsmust be prepared to mobilize to any environment,whether they are called to active duty with theirown Marine Reserve unit or are required to fillvacancies in an active command’s RMT.

Responsibilities

The COMNAVRESFORCOM (N01G) is respon-sible for detailing chaplains and RPs to valid bil-lets. All senior grade chaplains (O-5 and O-6)and all MEFREL OICs are board-selected forbillets via the annual National Command andSenior Officer (O5-O6)/Non-Command andCommand Billet Screening and AssignmentBoard (APPLY).

Note: APPLY denotes that billets are availablefor junior officers to apply in order to promoteand advance.

Officers in the grades of lieutenant commanderand below are detailed to billets via the monthlyjunior officer on-line application process. Reli-gious program specialists are detailed to billetsby the COMNAVRESFORCOM RP programmanager. Some inactive duty for training withtravel (IDTT), additional training period (ATP),and active duty training (ADT) funding (see Cat-egories of Reserve Training paragraph, page 2-7)is available to Reserve chaplains and RPsthrough their program manager.


The NOSCs provide administrative support andIDT and annual training funding. All NR unitshave a designated supporting NOSC whereparticipation is monitored and administrative andprofessional assistance is provided. Some IDTT,ATP, additional annual training, and/or ADTfunding (see Categories of Reserve Training) mayalso be available through a supporting NOSC.

The MARFORRES (REL) provides strategic andoperational oversight, as well as IDTT, ATP, andADT funding (see Categories of Reserve Train-ing) for all MARFORRES units and personnel.Some of these funds are also available forMEFREL chaplains and RPs in order to supporton-site Reserve drilling with their supported com-mand, other forms of training, and contributorysupport. The MARFORRES units issue field gearfor practical training and supply organizationalclothing for MARFORRES and MEFRELenlisted personnel.

Figure 2-3 describes how MEFREL units arealigned to Active Component operational units(MARDIV, MAW, and MLG). In addition, the

MARFORCOM, MARFORPAC, and the Train-ing and Education Command (TECOM) providestrategic oversight for their respective MEFRELs.The suppor ted MEFs and MCBs of eachMEFREL unit provide METLs and operationaloversight. Both the Service component and opera-tional units provide the necessary support andunit-specific training.

Categories of Reserve Training

The five categories of Reserve training are—

IDT. Commonly referred to as a drill period,IDT is an authorized 4-hour period of trainingconducted to enhance the participating NavyReservist’s readiness for mobilization. TheIDTs may be performed either with or with-out pay and may be performed at the localreserve center or other previously designatedor authorized site. IDTT. This training category includes funds forthe reservist to travel to a location other thanthe individual’s normal drill site.

Figure 2-3. MEFREL Organizational Chart.

MARFORCOM/USPACOM/TECOM(Strategic Oversight)

MARFORRES(Annual Conference

Funds)

COMNAVRESFORCOM(Detailing and Support

Funding)

MEF/MCB/MCRD(OperationalOversight)

MARDIV/MAW/MLG(Tactical Oversight,

FitRep, Training, etc)

MEFREL(Support Gaining

Command)

ServiceOperational

NOSC(Administrative

support, AT/IDT)

CommandSupportCoordination

2-8 ______________________________________________________________________________________________________ MCWP 6-12

ATP. The ATPs are extra, funded drill periodsover-and-above the usual 48 annual drillperiods. They are used for personnel matters,administrat ive matters , and some f ieldevolutions.Annual training. Appropriated funds are usedfor annual training and scheduled through aNOSC for a minimum of 12 days active dutyand one day of travel. A maximum of 17 daysand 2 days of travel may be authorized forMarine Corps support, especially if travel out-side the continental United States (OCONUS)is involved. The annual training of 12 daysduration is the minimum period of active dutytraining or participation that Selected Reservemembers must perform each year to satisfytraining requirements and receive a satisfac-tory year for retirement. It is used for contribu-tory support of a gaining command’s missionand/or for training and attending Serviceschools, with the exception of CREST, whichrequires a longer period of time. The firstannual active duty period must be attendance atCREST to ensure competency of follow-oncontributory support. After completion ofCREST, subsequent ATPs and drills are per-formed at the supported command.ADT. The funding for ADT is available foradditional active duty days for Reserve Com-ponent members. There are particular ADTfunds (e.g., ADT schools) that are set asideeach year for Reservists training in Navyschools, including CREST.

Nonpay additional drills may be performed by theReservist to earn one retirement point a day for a4-hour drill. There are no limits to the amount ofnonpay drill days, but only 90 total drills will becredited in any retirement year.

For additional information regarding annualtraining, ADT, IDT, IDTT, ATP, and Reservedrills, refer to the Bureau of Naval PersonnelInstruction (BUPERSINST) 1001.39_, Admini-strative Procedures for Navy Reservists onInactive Duty.

Operational Support

The active duty for special work (ADSW) pro-gram supports short-term mission requirementsfor which no permanent duty billet or position isprogrammed or where Active Component person-nel with the required skills are unavailable. TheADSW program is not for training and notdesigned to fill gapped Active Component billets.Commands requiring long-term solutions shouldconsider general recalls and/or mobilization. Typi-cally, ADSW is 90 to 179 days in duration, toinclude recall and separation processing of mem-bers. Prior to orders being issued, applicants mustbe a satisfactory performer in the Selected Reserveor a VTU and meet the minimum additionalrequirements spelled out in the Chief of NavalOperations Instruction (OPNAVINST) 1001.20_,Standardized Policy and Procedures for the ActiveDuty for Special Work (ADSW) and One YearRecall (OYR) Program.

Mobilization Process

When personnel requirements for military opera-tions exceed the shape or availability of the ActiveComponent T/O, the appropriate Marine Corpscomponent commander may determine to mobi-lize MARFORRES commissioned units thatinclude RMTs and/or to augment Active Compo-nent religious ministry capabilities with individ-ual augmentation personnel. For IA personnel,Active Component MEFs and MARFORs mustlook to their respective Reserve ComponentMEFREL unit(s) for personnel assets and collabo-rate with MARFORRES as requirements aredeveloped. Orders may be issued to a reservist onthe unit T/O for 365 days for forward deploymentOCONUS. The rotation is determined by theActive Component unit. See 19 January 2007 Sec-retary of Defense Memorandum, Utilization of theTotal Force and Naval Military Personnel Man-ual (NAVPERS) 15560D, Naval Military Person-nel Manual (MILPERSMAN), article 1050-272(Post-Mobilization Respite Absence for Mobi-lized Reserve Component Personnel).


When an RMT member returns from eitherOperation Iraqi Freedom (OIF) or OperationEnduring Freedom (OEF), the current policyprescribes that he may not be involuntarilymobilized for a period 5 times the length of hismobilization (i.e., 1:5 ratio of time betweendeployments). Voluntary mobilization can occur atany time. The Reserve Mobilization and SailorAdvocacy Team, which is located at the NavyPersonne l Command in Mi l l ing ton , TN[[email protected]<mailto:[email protected]] isavailable to answer questions with any issues onmobilization for Operations OEF/Noble Eagle.

In the case of mobilization of an RMT prior to theRP attaining the required NEC, the RP may bemobilized to CREST with follow-on orders toactive duty within a year. Total active servicetime, including CREST, cannot exceed the author-ity of the Presidential Executive Order 13223, ofSeptember 14, 2001: “Additional authority [forthis mobilization is afforded] under [United StatesCode, Title 10:] to order any unit, and any mem-ber of the Ready Reserve not assigned to a unitorganized to serve as a unit, to active duty for notmore than 24 consecutive months.”

Reserve members may be mobilized for greaterthan 365 days if command employment is stillvalid and the member agrees in writing by sign-ing a Noble Eagle Sailor Advocacy (NESA)agreement. The command may send the memberon temporary additional duty to another require-ment if the original requirement is no longervalid. A member may also be reassigned to a dif-ferent mobilization requirement. Additional daysof post-mobilization respite absence will accrue(see MILPERSMAN article 1050-272). Seeappendix B for the current process for mobiliza-tion. For joint doctrine instruction on the mobili-zation process, see Joint Publication (JP) 4-05,Joint Mobilization Planning.

Care of Reserve RMTs

Supervisory chaplains who obtain Reserve RMTsthrough one of the approved funding options (seechap. 4, page 4-4) must take appropriate steps tocare for those serving in reservist status. Proper

preparations for the arrival and utilization ofReservist RMTs will ensure that the followingareas are adequately addressed:

Supervisory chaplains must maximizeMEFREL asset time at their supported com-mand through use of annual training, ADT, andIDT funding and reimbursement of expensesby the supported command for lodging andmileage.The supported command should ensure thateach Reserve chaplain and RP are supplied therequired military equipment (the same stan-dards as their Active Component counterparts)for the environment in which the unit willoperate. Supervisory chaplains should communicate thevalue of the MEFREL RMT as an asset to thesupported command. MEFREL RMTs aretrained, available, and ready to support thecommand to which they are assigned. They canalso receive valuable on the job trainingthrough the unit training program while onactive duty supporting the command.Supervisory chaplains should learn and under-stand the administrative needs of the ReserveComponent RMTs, including proper usage andpreparation of fitness and evaluation reportsand awards.Commands requesting the mobilization ofReserve RMTs should seek to understand themobilization process and to mobilize ReserveRMTs only if absolutely necessary. Ordinarily,plans for mobilizations should be limited to amaximum period of 365 days per reservist.This time is inclusive of mobilization and/ordemobilization processing, transportation,travel time, workups, days on location, andleave periods.

Religious Lay Leaders

The authority for lay leaders is granted in theMILPERSMAN paragraph 1730-010, Use of LayLeaders in Religious Services. Both MCO1730.6D and SECNAVINST 1730.7D state that

2-10 _____________________________________________________________________________________________________ MCWP 6-12

commanders shall provide CRPs in support ofreligious requirements and preferences of autho-rized personnel. Lay leaders must have a writtenletter of recommendation or endorsement fromtheir own religious organization. Commandersmay appoint lay leaders to accommodate reli-gious preferences and diversity in the command.Appointment of a lay leader responds to an iden-tified requirement and will be in writing for aspecified period, not to exceed one year. Onlyauthorized personnel representing their own reli-gious organization may be appointed. Com-mands shall appoint authorized personnel as layleaders based on volunteerism, high moral char-acter, motivation, religious interest, and certifica-tion by the appointee’s religious organization.Commanders shall ensure that lay leaders aretrained and supervised by a military chaplain.Religious program specialists shall not beassigned as lay leaders.

In supporting the religious requirements forwhich the lay leader has been appointed, heshould first seek the services of a military chap-lain or civilian RMP. When this is not possible orpractical, he should seek to arrange transporta-tion to an appropriate service in proximity of thecommand. Lacking these opportunities, the layleader may provide a religious service for mem-bers of the lay leader’s religious organizationconsistent with his lay status, and as authorizedby his religious organization.

Lay-led religious services are integral to the CRPand subject to command supervision. In mostcases, lay-led services constitute a temporaryaccommodation of specific religious require-ments in an operational setting when the assignedchaplain is probably available, but not able to pro-vide the specific service required by the specificreligious requirement. Religious lay leader train-ing is described in MCRP 6-12B, Religious LayLeaders Handbook. Lay leader training programsdo not diminish the command responsibility for

verification of a lay leader’s attitude, abilities, andin some cases, faith group certification, beforeappointment by the commander.

Temporary Employment of Civilian Religious Ministry Professionals

Under the criteria in the DODI 5010.37, Effi-ciency Review, Position Management, andResource Requirements Determination, DONpolicy allows for the temporary employment ofqualified civilian RMPs. This temporary employ-ment is to meet requirements for delivering reli-gious ministries to personnel of religiousorganizations when such requirements cannot bemet by available Chaplain Corps officers or com-mand-appointed lay leaders. Civilian RMPs shallbe employed as contract RMPs to satisfy theneeds of the CRP in the most economical andappropriate manner.

Contract RMPs must be endorsed by a religiousorganization as defined by the DOD in DODI1304.28, Guidance for the Appointment of Chap-lains for the Military Departments. Duties shallbe religious and programmatic in nature, such asconducting religious services or providing reli-gious education as required by the command.

Contract RMPs shall be contracted on a non-personal services basis using competitive proce-dures under the authority and regulations set forthin the Federal Acquisition Regulations, JP 4-0,Doctrine for Logistic Support of Joint Operations.Military personnel or civilian Government em-ployees shall not supervise contractor personnel.In accordance with Federal Acquisition Regu-lations, commands shall assign a contractingofficer’s technical representative to monitor thecontract RMP’s performance. Contracts for RMPsshall not exceed one year. Contracts in support ofthe CRP are paid out of operation and main-tenance (O&M) funds.

CHAPTER 3RELIGIOUS MINISTRY PRINCIPLES FOR THE MARINE CORPS

The Mandate of Religious Ministry

Chaplains minister in the sea services to fulfillthe spirit of the First Amendment to the US Con-stitution—to avoid the establishment of religionand to protect the free exercise of religiousexpression. While chaplains have many dutiesand responsibilities supporting the range of mili-tary operations, they also have the primary man-date to meet the religious, spiritual, moral, andethical readiness needs of the people they arecalled to serve, and to function as a moral andethical advisor to the command. In serving thisprimary objective, chaplains are required to pro-fessionally plan and execute a comprehensiveCRP, which involves an integration of specialstaff officer and core chaplain capabilities asdelineated in chapters 4 and 5.

Religious OrganizationalEndorsement and Command Religious Program Requirements

The chaplain is endorsed by his religious organi-zation, which is the source of the chaplain’secclesiastical credentials. Chaplains facilitate theneeds of all faith groups, as well as providing forthe needs of their own. The relationship thechaplain has with his religious organization isnot separate from, but coexists with, the relation-ship to the Navy and Marine Corps. The condi-tions, standards, and context for ministry aredetermined by the naval service and the nature ofmilitary operations. Both the Navy and MarineCorps expect the chaplain to conduct ministry,not as an outsider visiting a military installationor participating in a military operation, but as amember of the command, with official duties and

responsibilities. As commissioned officers andRMPs serving on the staff of the Marine com-mander, the chaplains will conduct the CRPaccording to the following guidelines:

All provisions of pastoral ministry will bewithin the framework of the CRP.Pastoral ministry will be provided within therequirements, conditions, and standards of theMarine Corps.Pastoral ministry will be coordinated, and incooperation with, the ministry of other chap-lains; including those of other Military Ser-vices, contracted providers, and appointed layleaders.All pastoral ministry will be designed to meetthe religious needs of all members of the com-mand, their family members, and other autho-rized personnel.

Mission-Essential Task List

Each unit commander will develop a METL as atool for remaining focused on training and toensure successful mission accomplishment. AMETL contains the list of a command’s essentialtasks with appropriate conditions and perfor-mance standards and measures. The RMT mustbe aware of the METL as it relates to theirfunction on a tactical, operational, or strategiclevel. The mission analysis and METL develop-ment processes are described in Marine CorpsWarfighting Publication (MCWP) 5-1, MarineCorps Planning Process; MCRP 3-0A, UnitTraining Management Guide; and Chairman ofthe Joint Chiefs of Staff Manual 3500.03B, JointTraining Manual for the Armed Forces of theUnited States.

The CCDR-generated joint mission-essential tasklist (JMETL) draws on the Universal Joint Task

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List task library and lists the tasks, conditions,and standards that the CCDR identifies asrequired, assigned missions, which occur at thestrategic level. Marine commanders at all levelsemploy a similarly disciplined process to reviewtheir mission assignments in a concept ofoperations, operation plan (OPLAN), operationorder (OPORD), or other JMETL or METL fromhigher or adjacent units. A METL is a compre-hensive command and mission-specific list of aunit’s mission-essential tasks (METs). Generally,the RMT will have one MET with various tasksthat support that MET. For example, the Uni-versal Navy Task List as described in MCO3500.26A, Universal Naval Task List (UNTL),has levels of METs for the CRP at the strategicnational, strategic theater, operational, andtactical levels (see fig. 3-1.). Each of these METshas standards and measures to ensure that the taskis being conducted to support the MET.

The Marine Corps task list (MCTL), chapter 4 ofMCO 3500.26A, states one MET of the RMT’s isto provide religious support to components of theMAGTF (MCT [Marine Corps Tactical Task]4.6.2.2, Provide Religious Ministries Support).Religious ministry teams perform ecclesiasticalfunctions and provide coaching, counseling, andguidance for all personnel. This support serves topromote the spiritual, religious, ethical, moral,corporate, and personal well-being of Marines,Sailors, and their family members; thereby,

enhancing personal, family, and unit readiness ofthe Marine Corps.

Table 3-1 shows 4 of the 20 total standards andmeasures (M1-M4) from the MCTL that the com-mander will enlist to assist him in—

Completing the primary mission to providereligious ministries support to personnel withinthe components of the MAGTF.Establishing and coordinating a MAGTF reli-gious ministry plan that will provide chaplaincoverage to all elements.

The M1-M4 are measurements for determining ifthis MET is being completed and the CRP is mis-sion capable.

Table 3-1. Example of METs.

Standard Measurement and DescriptionM1 Percent of deviation from criteria for assignment of

RPs and/or CAs.

M2 Percent of major military locations with services for all major denominations available on weekly basis.

M3 Percent of authorized chaplains assigned and present for duty.

M4 Percent of chaplains’ time spent with military person-nel in work areas.

Percentage will be determined by each category of standards of readiness for a particular unit.

Figure 3-1. Levels of METs for the CRP.

Strategic TheaterST 4.2.5 - Provide Religious

Ministry Support Within Theater

Strategic NationalST 4.2.5 - Coordinate

Defense-wide Religious Support

OperationalOP 4.4.6 - Provide ReligiousMinistry Support in the JOA

TacticalMCT 4.6.2.2 - Provide Religious

Ministries Support


Defense Readiness Reporting System

Mission readiness is reported according to thecommand’s METL using the newly developedEnhanced Status of Resources and TrainingSystem (ESORTS) software. The ESORTSdatabase is being populated with existing tasksfound in the Universal Joint Task List as well asthe current version of Service task lists. Byensuring that the current version of the MCTL isrevised and approved, the ESORTS database canbe populated with applicable and accurate MarineCorps tasks for use by operational units tocomply with the Defense Readiness ReportingSystem (DRRS) requirements.

It is important that RMTs at each of the threelevels—strategic, operational, and tactical—understand that standards and measures is aform of Status of Resources and TrainingSystem (SORTS) reporting. The DRRS isupdated monthly from very broad and specifictasks that flow from the battalion level, to theMARFORs, to the CCDR, so the RMT maymake an informed decision on many areaswithin the command. Not all commands will berequired to provide information on the readinessof RMTs. This will be tied to the mission of thecommand and its level.

Religious Ministry Principles

While the mandate of religious ministry in theMarine Corps is rooted in the free exercise of reli-gion in an institutional setting with reporting andreadiness requirements, there are other significantprinciples of ministry that are essential for a com-prehensive CRP that meets the religious, spiri-tual, moral, and ethical readiness needs of Servicemembers. These principles include guiding andoperational principles. It is the dynamic faith andpersonal integrity of the chaplains serving the menand women of the Marine Corps that will bringthese principles to life.

Guiding Principles

As an organization comprised of individualscalled to serve our Sailors, Marines, and theirfamilies, the Chaplain Corps’ guiding principlesreflect a commitment and dedication to DON CoreValues. Marine Corps CRPs should continually beevaluated to ensure that they are implemented inaccordance with the following guiding principles:

Promote the spiritual well-being of Sailors,Marines, and their families, in accordance withthe first amendment, by respecting and accom-modating their diverse religious requirements:

Administer CRPs that are comprehensiveand support the free exercise of religion,while simultaneously honoring the Constitu-tional provision of nonestablishment.Provide and accurately publicize divine ser-vices, with each chaplain serving accordingto the manner and forms of his religiousorganization.Perform professional duties in cooperationwith chaplains and civilian RMPs from otherreligious traditions.Recognize that our diversity within theChaplain Corps is a strategic organizationalstrength and signals that the Navy andMarine Corps welcome the service of per-sons of diverse backgrounds.

Demonstrate spiritual and moral integrity: Hold one another to the highest standards ofmoral and ethical behavior.Protect confidential communications, honor-ing the sacred trust placed upon chaplains bythose whom they serve.Offer informed and objective advice, both upand down the chain of command.Exercise supervisory responsibilities withthe utmost commitment to the professionaland personal development of subordinates.

Model and teach that every person should betreated with human dignity:

Value, understand, and respect differences ingender, culture, race, ethnicity, and religion.

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Promote communication and conflict re-solution skills to build strong relationshipswith Service members, family members, andcommunities with whom the Navy andMarine Corps interact throughout the world.

Project professionalism and accountability:Identify required capabilities and equip chap-lains and RPs with the requisite competenciesfor success.Develop, implement, and monitor policies,doctrine, measures of performance, and mea-sures of effectiveness.Implement both continuous planning and im-provement processes in order to project andplan for current, near-term, and long-term re-ligious requirements.

Operational Principles

Responsive Religious MinistryReligious ministry at all levels should be simulta-neously responsive to both the commander’sMETs and the individual religious needs of theMarines and Sailors. In the case of operationalreligious ministry based on the command’sMETs, special attention must be paid to ensurethat it is appropriate to the command’s mission,location, alert status, operating environment andtempo, current threat, and other conditions thataffect ministry requirements. Since real worldevents or political decisions may change theseconditions in a matter of hours, flexibility remainsessential. Religious ministry support for opera-tions is explained in greater detail in chapter 6.

Ministry of Purpose Operational religious ministry flows from an ex-peditionary mindset. Time, personnel, and thelimited resources of expeditionary forces de-mand purposeful actions at every level. Ministryis not only responsive, but must also be inten-tional and proactive.

Consequently, RMT actions should also be pur-poseful and intentional. Decisions concerningwhat ministry is appropriate must reflect

consideration of the unintended consequences, aswell as the immediate need. During any operationor exercise, the “right” ministry will meet thegreatest need while supporting the primarymission of the command. Ministry, in any form,should neither interfere with the mission norcause the RMT to become a liability to the unit.In the fluidity of military operations, the focus ofeffort for the RMT must match the focus of effortfor the unit.

A ministry of purpose extends beyond a “ministryof presence.” The RMT with a plan of action thathas been well thought out prior to an operation orexercise will be more effective (see app. C).

Mission and Focus of Effort The mission of RMTs in every military operationis to provide and facilitate appropriate ministriesthat support the religious needs and preferencesof all members of the force or command. In timesof crisis, such religious ministries are the core ofthe RMT’s role in support of the commander’smission and the force’s operational readiness.Careful RMT preparation requires attention to thevarious anticipated circumstances and the optionsof ministry to meet those circumstances. Whilean RMT’s efforts may be focused on one of theseoptions, sudden events may immediately changethe team’s focus of effort (e.g., mass casualties,emergent traumatic reactions).

There will also be times of temporary change offocus, which require discernment in the applica-tion of effort. For example, the demand for reli-gious accommodations for faith groups withspecific seasonal needs requires extra effort toarrange for visits from RMPs not attached to thecommand. However, while operations involvingmisplaced persons, evacuees, and even detainedpersonnel may seem to commanders to be appro-priate missions for RMTs, care should be taken toensure RMT employment is never in conflict withtheir primary mission. Proper understanding ofthe mission of the command, needs of attachedcommand personnel for religious ministry, and


availability of chaplain and RMP inventory canallow for advance planning to meet these com-mand and personnel needs.

Planning MCDP 5, Planning, identifies five key functionsof planning and plans. These concepts are centralto the Marine Corps Planning Process and to thedevelopment and implementation of a compre-hensive religious ministry plan for any operation.As with all aspects of military operations, effec-tive religious ministry begins with planning andpredeployment actions. Every aspect of the reli-gious ministry Planning, Programming, Budget-ing, and Execution process is focused onproviding an innovative and comprehensive CRPfor Marines, Sailors, authorized personnel, andtheir families.

Whether deployed, preparing for deployment, orredeployed, Marines, Sailors and their familiesare entitled to deliberate, well-executed religiousprograms that focus on their needs and require-ments. An awareness of the Marine Corps Plan-ning Process will serve RMTs well in developingand practicing sound religious ministry princi-ples. The following five functions demonstratethe importance of understanding the com-mander’s intentions when developing plans.

The first key function in planning is to “... directand coordinate action by instructing those withinthe unit what to do and informing those outsidethe unit how to cooperate and provide support.”(MCDP 5) Effective ministry is both proactiveand responsive. Awareness of the commander’sintentions will help the RMTs anticipate the fun-damental requirements for ministry during theplanning of an operation or exercise. This allowsfor intentional preparation and coordination ofeffort. As with any operation’s planning, RMTsmust consider external, internal, and task-relatedfactors when planning and coordinating opera-tional religious ministry. Such factors include aclear understanding of the mission and the com-mander’s intent; a comprehensive analysis of

local religions; and the impact of religious cus-toms, traditions, and culture on the mission andvice-versa. Timely and accurate RMT input to thecommand’s deliberate planning process is essen-tial for the development of the operational reli-gious ministry section of the commander’sestimates in both the OPORD and OPLAN.

Secondly, “planning develops a shared situa-tional awareness.” (MCDP 5) The commander’sintent is based on the intelligence and research ofhis staff, and it informs the RMT of the environ-ment in which religious ministry will be con-ducted. Awareness of the threat level, localcooperation possibilities, and requirements fortravel in theater will prepare the RMTs to minis-ter more effectively.

The impact that culture and religion may have onthe mission will depend largely on the role reli-gion plays in the daily life of opposing force andindigenous population (e.g., daily prayers may bea requirement for practicing members of a partic-ular faith). RMTs may need to advise command-ers that certain activities or behavior may beperceived as inflammatory by members of the op-posing force and/or indigenous persons, causingunintended consequences. Situational awarenessincludes attention to all factors that impact indi-vidual and unit readiness. When Marines areunprepared physically, emotionally, intellectually,morally, or spiritually, they may have difficultyfocusing on the mission. In times of stress or cri-sis, overlooking basic religious needs (i.e.,required sacramental or ritual observances) andessential faith practices may have a negative ipacton personal readiness and unit morale.

The third key function demands that “planninggenerates expectations about how actions willevolve and how they will affect the desired out-come.” (MCDP 5) Religious ministry duringoperations focuses on essentials. Much of theRMT’s ministry to command members takesplace as they prepare for operations. By proac-tively planning and providing for the religiousrequirements of the force, RMTs ensure effectiveresponse to emerging religious ministry needs

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(e.g., ministry to the wounded and dying, assis-tance with evacuations). Commanders expecttheir RMTs to be accessible and ready to respond.The RMTs are uniquely prepared for a criticalrole that centers on nurturing the living, caring forthe sick or wounded, and honoring the dead.

“Planning supports the exercise of initiative”(MCDP 5) as the fourth key function. Solid plan-ning facilitates timely response to changingevents. Deficiencies are easier to detect, andoptions departing from the plan can be betteridentified and generated. The RMTs are trainedto adapt ministry to the changing environmentand emerging needs. While force planning forreligious ministry is done at the MSC level andhigher, all levels of command include opera-tional planning for religious ministry. By beinginvolved in planning an operation, the RMT canbetter anticipate where the need will be. Ifunforeseen needs arise, the RMT can respond inaccordance with the intent of the plan (e.g., whereand when to administer sacraments, prayers, andministry to the wounded and dying).

The final, and fifth, key function requires“planning [to shape] the thinking of planners.”(MCDP 5) Planning provides a disciplined frame-work for approaching problems. The experienceof developing a plan can make an RMT more re-sponsive to changing circumstances. The RMTsmust take into consideration how their actions willaffect the readiness and effectiveness of theMarines and Sailors to whom they minister. Addi-tionally, they must maintain situational awareness,providing ministry at the appropriate time. When,in the course of an operation, religious ministryplans are overcome by events, RMTs must adaptand move on. Ministry to people must never beallowed to jeopardize the security of those towhom the ministry is being provided.

There will be times when RMTs must react ratherthan plan to respond. That does not relieve RMTsfrom the responsibility of planning. Planninghelps ensure that one’s reaction to the unexpectedis the appropriate response. It is through plan-ning, testing, and replanning that chaplains andRPs develop their ability to respond appropriately.

The Marine Corps Planning Process is a six-stepmethodology that helps organize the thought pro-cesses of the commander and staff throughout theplanning and execution of military operations(see fig. 3-2). This process focuses on the missionand the threat and is based upon the MarineCorps’ philosophy of maneuver warfare and thedoctrine set forth in MCDP 5. It capitalizes on theprinciple of unity of effort and supports the estab-lishment and maintenance of tempo.

The first step in the planning process is missionanalysis. The commander’s intentions can befound in the OPORD. The force chaplain willwrite Appendix 6 (Chaplain Activities) to AnnexE (Personnel) of the OPORD, expressing how thecommander expects religious ministry to bedeployed. The commander’s intentions are com-bined with all other research into the anticipatedmission and become the foundation for theMarine Corps Planning Process. Awareness ofthese factors also becomes a part of RMT missionanalysis, along with other information gatheredon the geography, culture, infrastructure, forcelocations, and employment. The analysis of themission is fundamental to intentional RMT plan-ning. Reading the OPORD and conducting theresearch are necessary prior to planning.

The next step in the planning process is the devel-opment of all reasonable and possible courses ofaction (COAs). The COAs are designed so theymay be wargamed and/or practiced. The RMT’sawareness of, and involvement in, the develop-ment of various COAs enables planning of reli-gious ministry to meet each circumstance.

Developed COAs are simulated into war gamesto better identify benefits and risks. The RMTscan also creatively imagine their own responsesto various COAs deployed and enacted in orderto identify the efficacy of their plans.

During COA comparison and decision, benefitsand risks are assessed and the COA is chosen.Thechosen COA is put into action during step 5,orders development. For RMTs emulating thisprocess, the chosen COA becomes the focus oftheir ministry plans.


Step 6 addresses transition. The order is matchedto the commander’s intentions and becomes theOPLAN or OPORD. This step also leads back tomission analysis as an ongoing process, remind-ing RMTs that plans must remain responsive to achanging environment.

There are several pitfalls to planning for reli-gious ministry, especially in an expeditionary en-vironment. Awareness of the following commonmistakes will assist RMTs in guarding againstthese pitfalls:

Attempting to forecast and dictate events toofar into the future (e.g., planning worship ser-vices to Marines and Sailors dispersed in thefield prior to obtaining exact unit locations canresult in poor planning for ground transporta-tion to dispersed units; whereas, awareness ofCOAs can prevent these errors).Trying to plan in too much detail (e.g.,attempting to construct community relations[COMREL] projects prior to meeting localhost nation leaders).

Using planning as a scripting process that triesto prescribe friendly and possibly enemyactions with precision (e.g., assuming that tac-tical operations will place a unit in a preciselocation after the completion of the mission;not attending OPORD meetings to understandand anticipate ministry needs of upcomingoperations).Adapting institutionalized planning methodsthat lead to inflexible thinking and rigid proce-dures (e.g., limiting use of resources to what isimmediately available).

Mutual SupportThrough mutual support, RMTs provide a broad,comprehensive religious ministry to their as-signed commands and enhance the CRPs of othercommands. Mutual support requires coordinationbetween units, and in some cases, between Ser-vices. This will require a thorough and accurateunderstanding of the chain of command and thecommander’s intent to accommodate mutual sup-port of other units’ personnel. This is true forboth supported and supporting commands. When

Figure 3-2. Marine Corps Planning Process.

Higher Commander'sWarning Order,

Operation Plan orOperation Order

Marine Commander'sOperation Plan orOperation Order

Course of ActionComparison and

Decision

Course of ActionDevelopment

OrdersDevelopment

Transition

MissionAnalysis

Course of ActionWar Game

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the commander’s intent is to provide mutual sup-port to other units or Services, some guiding prin-ciples apply. Chaplains will—

Facilitate religious ministry for members ofother faith groups.Provide specific religious ministries to mem-bers of their own faith.Deliver pastoral care to all military members,their families, and authorized personnel.Advise the command on the impact of religionand the CRP on the command, as well as theimpact of religion on the command’s externalmission.

Confidential Communication

Confidentiality is the cornerstone of pastoral carefor Navy chaplains. The unconstrained ability todiscuss personal matters in complete privacyencourages personnel and family members seek-ing chaplain assistance to speak freely, withoutfear of recrimination in pursuing their need forpastoral care. Such ability to speak freely estab-lishes a sacred trust, facilitates increased moraleand mission readiness, and benefits both the indi-vidual and the institution. Confidential communi-cation includes acts of religion, matters ofconscience, and any other information conveyedto a chaplain. Confidential communication maybe conveyed through oral or written means,including electronically. All chaplains have theprofessional obligation to maintain the privacy ofall confidential communication disclosed to themin their official capacities. All RPs and MarineCAs working for chaplains are also required tomaintain confidential communication relation-ships. This is true, either if they inadvertentlyoverhear such communication or if a member dis-closes information to them in their role as an RPor Marine CA.

Other members of the RMT, such as lay leadersand other support personnel in the CRP, are not

covered by the provisions of being recipients ofconfidential communications; but are bound tomaintain such confidences if they inadvertentlyoverhear or discover them.

The term “confidential communications” includesthe legal recognition of the clergy-penitent privi-lege, all communication between Navy chaplainsand those who confide in them as an act of reli-gion, a matter of conscience, or in their role asspiritual advisors. This is considered a right forthose who seek out chaplains for this purpose.Commanders and chaplains are required to honorthe confidential relationship between Service per-sonnel and military chaplains.

Privileged communication is a subset of confiden-tiality and may also be known as “religiousprivilege,” “priest-penitent privilege,” or “clergyprivilege.” The United States Manual of Courts-Martial , Military Rules of Evidence 503 ,Communications to Clergy, defines the chaplain-penitent privilege for military chaplains andServ ice members . Th is ev iden t ia ry ru lerecognizes that certain communications to clergyshould be held confidential as a matter of publicpolicy and outweighs the Government’s interestin securing a criminal prosecution. The chaplain,the penitent, and even certain third parties presentduring the communication cannot be compelled todisclose qualifying communications. “Privilege”is applied when a communication is made to achaplain in his capacity as a spiritual advisor or toa CA acting in an official capacity. The officialpolicy is detailed in SECNAVINST 1730.9.

Various conferences and boards relating to mili-tary chaplaincy have contributed to currentunderstandings and applications of importantconcerns with regard to confidentiality. The unof-ficial code of ethics cited in chapter 1 containsthe following statement on confidentiality:

I will hold in confidence any privileged communi-cation received by me during the conduct of myministry. I will not disclose confidential communi-cations in private or public.


The RMT acts as a shoreline of safety, towardwhich the spiritually stressed and those seekingwisdom search for clarity, guidance, and healing.Concerning the duty of leading Marines and Sail-ors to healing, RMTs must be confident in boththeir understanding of the sacred trust that consti-tutes the basis of their ministry and in their abilityto work within the active silence of confidential-ity and privilege.

Pastoral/Professional Care Network

Chaplains maintain professional relationshipswith other care providers and agencies within themilitary and civilian communities. Referrals oftenenable RMTs to provide the type of professionalsupport required by Service members and theirfamilies. Direct support organizations—theAmerican Red Cross (ARC), Navy-Marine CorpsRelief Society, MCCS/Fleet and Family SupportCenters, and the Salvation Army—provide a widerange of professional services. RMTs shouldconstantly update their working database ofprofessional services in their geographic opera-tional area.

Religious ministry teams maintain working rela-tionships with legal assistance offices, familyreadiness officers (FROs), MCCS, hospitals, alco-hol and drug rehabilitation centers, and other mil-itary and civilian resources. Similarly, RMTsmaintaining their professional relationships withlocal community religious organizations enableappropriate referrals for specific religious require-ments and needs.

Marine Corps Family Team Building and Other Supported Programs

Marine Corps Family Team Building (MCFTB)is a major program involved in enhancing familyreadiness. The MCO 1754.6A, Marine CorpsFamily Team Building (MCFTB), describes fam-ily readiness as “families who are prepared and

equipped with the skills and tools necessary tosuccessfully meet the challenges of the militarylifestyle.” Given their professional training, posi-tion, and role in the command, chaplains areactive contributors to the MCFTB program, andthey are a natural bridge between families and thechain of command.

Personal and family readiness staff personnel pro-vide required direct support for the maintenanceand operation of the MCFTB programs, whichinclude KVN; Lifestyles, Insights, Networking,Knowledge, and Skills (L.I.N.K.S.); Spouses’Learning Series; CREDO; and Prevention andRelationship Enhancement Programs (PREP).

Increasingly, family readiness is viewed as a keyfactor in overall unit readiness. Family issues, ifnot addressed, can have a significant impact onunit readiness and cohesiveness. The MarineCorps family readiness programs instituted inrecent years are designed to provide a supportmechanism to help address family concerns. Col-lectively, these programs support optimum uniteffectiveness and mission readiness, prepareMarine families to meet the challenges of the mil-itary lifestyle, and standardize the policies andfunctions of the MCFTB programs across organi-zations and duty stations.

A significant number of observations and lessonslearned from operations in the United StatesMarine Corps Central Command’s operationalarea (available on the Marine Corps Center forLessons Learned [MCCLL] Web site) have pro-vided insight into the strengths of the MCFTBand its component programs, as well as identify-ing areas for improvement.

Family Readiness Officers

The MCO 1754.6A prohibits chaplains from serv-ing as FROs. Chaplains need to be available todeploy with their unit while other qualified per-sonnel fulfill the role of the FRO. Chaplains mustmaintain a close working relationship with FROs.

The FROs are vital to the life and health of adeployed unit. The FRO should ensure that thestate of family readiness is constantly promoted

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through a well-planned and carefully executedprogram for his assigned unit(s). These unitsinclude those traditionally referred to as “non-deploying” units, as well as deploying units.

Family members of all units have to be preparedfor separations. When a Marine or Sailor deploys,the deployment cycle is a major event in the livesof family members. Clear and direct communica-tion is the most effective means of limiting thestress of a deployment. The unit’s leadership anddemonstrated concern for families during allphases of deployment directly affects the successof the unit’s family readiness efforts. The FROcommunicates the commander’s goals and visionfor family readiness; information about the unit’smission; and how to link unit members, familymembers, MCCS, and community resources. Formore information on the FRO program, see Navy/Marine Corps Directive (NAVMC DIR) 1754.6A,Marine Corps Family Team Building (MCFTB),and Marine Corps Bulletin (MCBul) 1754, Pri-mary Duty Family Readiness Officers (FROs).

Marine Corps Mentoring Program

Chaplains are cited in NAVMC DIR 1500.58,Marine Corps Mentoring Program (MCMP)Guidebook, as a resource for Marines who needassistance with spiri tual guidance, stressmanagement, combat and operational stress care,and individual encouragement and generalsupport. Chaplains are highly encouraged to takea proactive role in assisting in the ethical andmoral development and growth of Marines andSailors assigned to their care, by partnering withsenior enlisted and officers within their unit inimplemen t ing th i s p rogram. Add i t iona linformation may be found in NAVMC DIR1500.58 and MCO 1500.58, Marine CorpsMentoring Program.

Family Advocacy Program

Chaplains play a critical role as a communityresponder (e.g., medical, legal, base security andlaw enforcement , educators , counselors ,advocates, chaplains) in the Family Advocacy

Program (FAP). They should be trained in identi-fying family violence risk factors and dynamics,basic community information and referral, safetyplanning, and appropriate responses as a profes-sional—to include screening procedures,identification, assessment, and sensitive inter-viewing of victims. The FAP manager responsiblefor the FAP local program is responsible forproviding this training. While chaplains are notprohibited from attending the FAP case reviewcommittee during risk assessment and treatmentplanning deliberations, they are not designated aspermanent voting members during the incidentstatus determination phase. Chaplains should notserve as case review committee voting members.More specific program guidance may be found inSECNAVINST 1752.3B, Family AdvocacyProgram (FAP).

Sexual Assault Prevention and Response Program

All chaplains are expected to receive the peri-odic training in sexual assault prevention andresponse (SAPR) per SECNAVINST 1752.4A,Sexual Assault Prevention and Response, andMCO 1752.5A, Sexual Assault Prevention andResponse Program. Chaplains play an integralrole in SAPR along with Marine and Family Ser-vices personnel (i.e., counselors and victim advo-cates) and health care professionals.

Exceptional Family Member Program

The Exceptional Family Member (EFM) Programincludes the identification, enrollment, and track-ing of all eligible family members with specialmedical and educational needs, regardless ofwhere the sponsor is assigned. This program isdetailed in SECNAVINST 1754.5B, ExceptionalFamily Member Program.

Marine for Life Program

The Marine for Life (M4L) Program is designedto expand transition assistance and provide spon-sorship for the more than 27,000 Marines whohonorably leave active service each year and

Religious Ministry in the United States Marine Corps _______________________________________________________ 3-11

return to civilian life. The M4L Program formallyextends our commitment to take care of our ownand nurtures mutually beneficial relationshipsinherent in our ethos—once a Marine, always aMarine. The MCO 1754.8A, Marine for Life(M4L) Program, directs the program.

Self-Care

A critical principle of religious ministry is thecare of the deliverer. While RMTs specialize intaking care of other people, they are frequentlynot as good at taking care of themselves. Withthis in mind, the importance of RMT self-carecannot be overstated. Chaplains and RPs are atrisk for fatigue and stress because of their uniquerole as caregivers. A continuous practice of basicphysical, psychosocial, intellectual, and spiritualdisciplines keep the RMT healthy and conditionedto care for others (see fig. 3-3 on page 3-12).

The RMTs offer a link to both the spiritual andthe divine. They are the only personnel in thecommand officially designed by MOS and policyto claim this professional territory. The RMTs arethe gatekeepers, or “lane” keepers, of the innova-tive delivery of religious ministry and compas-sionate pastoral care. Lack of self-care causes oneto run out of resources to help others. Addition-ally, the RMT sets a poor example for others.

Physical

Physical self-care is the most immediatelyobservable sign of wholeness or brokenness in aperson. Regular attention to physical training, aswell as good general medical care, are importantways for RMTs to take care of themselves. Awell-conditioned RMT is better able to with-stand the stressors of the day-to-day demands ofthe CRP.

Modeling good physical health through properrest, exercising, consuming a healthy diet, andavoiding abuse of substances pays dividends indi-vidually for the RMT and collectively for the unit.

Psychosocial

The emotional health of RMTs impacts directlyon their ability to provide religious ministry.Understanding and managing emotions canminimize the negative effects of stress and helpbuild strong, appropriate relationships withfamily, friends, colleagues, mentors, communitiesof faith, and the recipients of ministry.

Seeking psychological self-awareness can bringhealing and growth. Learning to manage emo-tional stress and how to deal effectively with con-flict can reduce relational and personal diffi-culties. Support from colleagues and mentors cansustain personal and professional development.Finally, the ability to enjoy life through play andrecreation contributes to a resilient personalitythat retains the capacity for joy. These practicesadd to a psychosocial well-being and the balanceof a whole being, enabling better care to others.

Intellectual

Intellectual growth is both a personal wholeness,as well as a professional competence issue. Chap-lains and RPs are required to receive advanced andrefresher training on a regular basis, as directed byhigher authority. Examples of this training includeChaplain Corps Professional DevelopmentTraining Workshops (PDTWs) and ProfessionalDevelopment Training Courses (PDTCs), jointprofessional military education, the Doctor ofMinistry Program, postgraduate education, clinicalpastoral education, local area training events,denominational training oppor-tunities, and self-directed study and reading. Taking the time topursue these programs during busy schedules,though challenging, should be a priority of theRMT. Good intellectual health is as important forthe growth and sustenance of RMTs as is physicaltraining. Sustaining intellectual and professionalcompetencies not only serves the RMT well, butalso the unit and future units of that RMT. Seniorand supervisory RMTs should promote and make

3-12 _____________________________________________________________________________________________________ MCWP 6-12

time for junior RMTs to pursue a broad range ofintellectually and professionally rewardingtraining and study.

Spiritual

The RMT holds a unique position in the com-mand to facilitate spiritual health and healing inMarines and Sailors. Neglecting spiritual self-carecan negatively impact the ability of the RMT tocarry out their higher calling to connect Marinesand Sailors to spiritual sources.

Spirituality is the expression of the human spiri-tual nature in thoughts, actions, and relationships.Being disciplined in the growth of personalspiritual understanding, personal spiritual dis-ciplines, and personal spiritual connections withothers and the divine causes chaplains and RPs togrow personally and replenish their resources forcaring for others. Intentional practices of study,prayer, worship, charity, service, silence,simplicity, and rest represent ways of invigoratingspiritual health.

The RMTs are a symbol of hope, reminding eachmember of the command that they are not alone.

The RMTs are encouraged to attend CREDOretreats, to seek spiritual counsel from trustedadvisors, and to continuously monitor andappraise their own spiritual focus and health inorder to sustain their role as caregivers.

Buddy Care

Buddy care is integral to self-care. From theconcept of battle buddies to the new emphasis onbuddy care for caregivers, intentional actions ofcaring, trust, accountability, reciprocity, andfollow-up are essential. Buddy care may involvechecking on how another is doing, holding inten-tional sessions of goal setting and growth, orpresenting direct debriefs of traumatic events. Akey responsibility of buddies is to ensure buddiesget the appropriate professional help when needed.

Group Care

The MAGTF chaplains can encourage and aidRMT self-care by offering Care for the Caregiverretreats. Chaplains in leadership positions,sometimes in cooperation with CREDO, MCFTB,or MCCS counseling offices may offer group

Figure 3-3. The Four Pillars of Self-Care Health.

THE FOUR PILLARS

OF SELF-CARE HEALTHPS

YCH

OSO

CIA

L

PHYS

ICA

L

INTE

LLEC

TUA

L

SPIR

ITU

AL


settings for RMTs to process their deploymenttransition, both in-theater and postdeployment.Care for the Caregivers retreats have been held forRMTs alone and jointly with medical personnel.

Retreats can range from brainstorming andsharing sessions, to full multiday retreats withteaching, exercises, assignments, and goal setting.Some retreats have been held in-theater with frag-mentary order (FRAGO) or chief of staff letter ofinstruction support. For example, a retreat mayconsist of large group brainstorming on simple

questions, such as: How have you changed? Whatwas good? What was bad? What do you need todo to readjust? These retreats are a time for RPs,chaplains, IAs, and Reserve RMTs to air theirconcerns, either separately or as a group. Themore lengthy postdeployment retreats mayinclude tools such as creative and expressivewriting, trauma timelines, reflective time, andgroup sharing. Additional tools con-cerning groupcare are available through the Chaplain CorpsPDTW sponsored by CREDO centers.

CHAPTER 4STAFF OFFICER TASKS

Military Organization

Navy chaplains will be assigned as principal staffofficers to assist commanders in the develop-ment, implementation, and support of religiousministries at each level of command. Chaplainsadvise commands in matters of morale, morals,ethics, and spiritual well-being. They also serveas advisors to commanders for the impact ofreligion on military operations. Chaplains areorganizationally placed under the chief of staff orexecutive officer, while retaining direct access tothe commanding officer in accordance withMCO 1730.6D.

As staff officers in a military organization,chaplains function according to the rules andregulations of the sea services. As commissionedofficers, chaplains are subject to the UniformCode of Military Justice (UCMJ) and are expectedto observe good order and discipline.

A chaplain’s belief system, concept of calling, anddivine service does not diminish his responsibili-ties to fulfill the requirements of his commission.

Following orders and regulations, adhering tostanding operating procedures (SOPs), fulfillingstaff responsibilities to superiors and subordi-nates, and following the chain of command arenot optional duties for chaplains. These duties areessential to successful institutional ministry andsound staff work. Furthermore, the institutionvalues chaplains who show respect to the menand women they serve by becoming familiar withthe dynamics of their environment.

Chaplains perform an important role because theycan prophetically speak the truth in places andtimes where most Service members have little

voice. An institutionally perceptive chaplainknows best when to speak the “truth to power”and how best to do so. Chaplains who are notaware of the system often miss opportunities toinfluence it, or sometimes find themselves inopposition to it, thus failing to be effective to theneeds of their people. Knowing, practicing, andhoning staff officer skills enhance the chaplain’scredibility and value to the unit and the men andwomen they serve.

Officer Tasks

Chaplains must continuously seek to developstaff officer skills to be effective institutionalministers. Chaplains carry responsibilities identi-cal to other officers: advising the commander;providing leadership, training, and education; andprovisioning of resource management.

Advising the Commander

As staff officers, chaplains have the core capa-bility task of advising commanders (see chap. 5,page 5-5).

Providing Leadership, Training, and Education

The chaplain will provide leadership, training,and education through appropriate professionalmilitary education (PME) and classes on topicssuch as ethics, character development, relationaland life skills, personal and spiritual well-being,crisis and suicide awareness, domestic violence,grief and loss, values, cultural issues, and WTprograms. Chaplains can also contribute to themoral and ethical leadership aspects of theMarine Corps Martial Arts Program.

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Provisioning of Resource Management

The chaplain will contribute to the provisioningof resource management, which includes theproper leadership, management, supervision ofpeople, administration of programs, and oversightof logistical needs of the CRP. As a staff officerfor the Marine commander, the chaplain willaddress the specific areas, functions, and skill setsdiscussed in the following paragraphs.

Supervision, Leadership, and ManagementProfessional development of subordinates includesthe supervision and measure of performance of allassigned personnel and volunteers. Senior chap-lains within the command structure provide directsupervision of the CRP (e.g., a division chaplain,as the director for religious ministries on the staffof the division commander, oversees the CRP atall subordinate command levels). Senior chaplainsalso function as mentors for subordinate chaplainsto adjust and adapt professionally to the uniquemilitary ministry setting. Marine commanderssupport a training program for chaplains, RPs, andMarine CAs assigned to their commands (seeMCO P3500.44A, Religious Ministry Team(RMT) Training & Readiness Manual). Propermanagement of this program is under the cogni-zance of the senior supervisory chaplain to whomsubordinate commands report.

CRP InspectionsSupervisory chaplains will ensure that an appro-priate regimen of CRP inspections or assist visitsare conducted at subordinate commands, defi-ciencies properly documented, and CRP person-nel held accountable for performance and trainingin proper procedures.

Force ProtectionWhile chaplains are noncombatants, all membersof the CRP are responsible for practicing soundforce protection practices. The antiterrorismawareness training Web site is a resource for forceprotection awareness and training. Additional

information may be found in the SECNAVINST3300.2B, Department of the Navy (DON) Antiter-rorism (AT) Program.

Physical FitnessCompliance with physical fitness and groomingstandards is essential for RMTs serving withMarines. A rigorous physical fitness programensures RMTs are fully capable of performingthe demanding physical requirements associatedwith combat skills. As previously stated in theself-care paragraph in chapter 3, RMTs whopractice a disciplined regimen of physical fitnessare better physically qualified to do their jobs andgain the respect of Marines. For additional guide-lines, see OPNAVINST 6110.1H w/ch 1, Physi-cal Readiness Program.

Administration of Programs The chaplain will assist and advise the com-mander in the administration of various programsas follows:

Fitness reports. Preparing fitness reports andevaluations required for officers and enlistedmembers is a skill that must be learned andexercised to ensure the success of futureRMTs. Supervisory chaplains will assist andadvise unit commanders in preparation andappropriate submission of these reports perMCO 1730.6D. Further guidance on the prepa-ration of reporting procedures is provided inBUPERSINST 1610.10A, Navy PerformanceEvaluation System.Humanitarian transfers and conscientiousobjector. Processing humanitarian transfers andconscientious objector assessments are essen-tial staff officer tasks that are highly valued bythe commander. Humanitar ian t ransferprocedures are found in MILPERSMANparagraph 1900-020, Convenience of theGovernmen t Separa t ion Based onConscientious Object ion (Enlis ted andOfficers), and NAVPERS 15909B, EnlistedTransfer Manual, for Navy personnel and inMCO P1000.6G, Assignment, Classification,and Travel Systems Manual, for Marine Corps


personnel. Conscientious objector interviewsdirected by the commanding officer are admin-istrative functions and are not consideredcounseling relationships. They are not con-fidential communication and the chaplain shallinform the interviewee of this fact. If a chaplainhas a prior counseling relationship with aService member requesting designation as aconscientious objector , he shall not beappointed to evaluate that Service member forconscientious objector status, per MCO1306.16E, Conscientious Objectors, and thecommand will appoint another chaplain toconduct the interview.Equipment. Preventive requirements must beperformed on all equipment assigned to theRMT. This includes field gear and equipmentused in support of religious worship.Reporting requirements. Monitor to ensurecompliance with DRRS reporting protocolsand all CRP and other inspection protocols.Ensure that subordinate command CRPs arereporting compliance data in the appropriatecollection systems (DRRS and ChaplainCorps).Performance. A supervisor will measure per-formance by—

Collecting and analyzing data on subordinateunits as required and reporting required in-formation to higher headquarters.Ensuring compliance with all recording andreporting protocols; inspection regimes; datacollection, management, and reporting re-quirements; customer and command satisfac-tion surveys; and other data calls.Monitoring the development and use of localCRP SOPs to delineate specific policies andresponsibilities for the operation of the CRP,which will become the basis for reportingmetrics.Developing SOPs to define particular dutiesand functions of all members assigned to theCRP to include, at a minimum, programrequirements and tasks, watch standingprocedures, plans for response to disasters,support of the casualty assistance calls

officer (CACO) program, and coordinationof area ministry. For further information onthe CACO program, see NAVPERS Manual15607C, Casualty Assistance Calls OfficerHandbook, and MCO P3040.4E, MarineCorps Casualty Procedures Manual.Compiling periodic reports as required bythe Chaplain of the Marine Corps, HQMCCode (REL), Information in these reportswill include significant ministry accomplish-ments, data on the number of deployedRMTs, dwell time, and other emergingtrends. This data is often used to establishand sustain manpower and funding require-ments. Additionally, units deployed in a jointenvironment will have significant operation-al reporting requirements from higher head-quarters as delineated in OPORDs.

After action reports and lessons learned.Deployed RMTs and IAs are required to fileafter action reports (AARs) and/or lessonslearned just prior to returning from deploy-ments. These reports and lessons should be filedthrough/with the command lesson manager inthe unit and submitted to the MCCLL, wherereports of RMTs may be viewed on the Website: https://www.mccll.usmc.mil/.

Logistics The CRP is an official and integral part of eachorganization within the Marine Corps, asestablished by Title 10, United States Code,SECNAVINSTs, and Marine Corps directives.Each commander bears responsibility for logis-tical support for religious ministries. The com-mander’s direct support of the religious ministrymission is contained in the MCO 1730.6D andstates that, “Commanders will include the CRP asan integral and essential element of adminis-tration, planning, programming, and budgetingactivities, supported with appropriated funds at alevel consistent with other personnel programswithin DON.”

Logistical support of the RMT includes, but is notlimited to, provision of adequate office space,furniture, equipment, supplies, support services,

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and transportation. Due to the sensitive nature ofpastoral counseling and the professional study ofchaplains, office spaces for chaplains should beaccessible to Marines, Sailors, and their families,while providing sufficient privacy. A separate butadjunct administrative space for the chaplain’soffice is essential to accommodate the RP’sadministrative responsibilities and to provide anadequate waiting area. An office door with a win-dow is required to eliminate perception of inap-propriate activity by counselee or chaplain.

Logistical support for divine services, religiouseducation, personal devotions, group activities,classes, and training require intentional planningand continual upkeep and maintenance. Transpor-tation, radio communication (field and deployed),direct phone lines (garrison), adequate office fur-niture, up-to-date information technology, andconnectivity are basic requirements to supportcomprehensive religious ministry.

Commands are accountable for all nonconsum-able items. Unit commanders will ensure that aresponsible officer (RO) from the CRP isassigned in writing. The RO will maintain aninventory of nonconsumable items purchased byO&M funds.

Appropriated Funds Management Principles

Religious ministry funding is derived fromcommand-appropriated O&M funds and operateswithin the Planning, Programming, Budgeting,and Execution process. Adequate planningrequires the inclusion of the religious ministryplan in the development of the command’sbudget. The command’s design for ministry relieson the RMT’s management of the following:

Budget and procurement resources. The O&Mfunding, planning, programming, and budget-ing will reflect current and anticipated programrequirements that support the religious require-ments of individuals and families served by the

CRP. Commands will prepare and submitannual O&M budget estimates. When submit-ting CRP budgets, RMTs ensure that require-ments are detailed, prioritized, and accuratelyestimated.Needs assessment. A comprehensive needsanalysis/assessment is conducted to identifythe command’s religious ministry requirementsof assigned personnel and establish the com-mander’s priorities for religious ministry. Thisincludes identifying specific faith groups rep-resented within the command.Mission and operational requirements. Thereshould be a thorough understanding of the com-mand’s mission and operational requirements.Command’s calendar. The RMTs should havea working knowledge of the command’s calen-dar for submission to the budget cycle.Command’s supply system. There should be afunctional understanding of the commandssupply system and established working rela-tionships with the supply department.Command T/O. There should be proper know-ledge of the command T/O and utilization ofReserve assets. An active duty chaplain shouldplan for training Reserve assets assigned to thecommand and should budget accordingly tofund the travel and other expenses for theassigned Reservist’s active duty training.

The following steps are crucial to the design ofthe CRP budget:

Plan the program. Develop a comprehensivereligious ministry plan based on the com-mander’s priorities, identified needs, commandmission, planned training and operations sche-du le , ava i l ab le a s se t s , and poss ib lecontingencies.Match the goals with the funds. Translate theplanned programs into dollar amounts.Submit the plan. The religious ministry planshould be submitted with the CRP budget forcommand approval and inclusion in the com-mand’s O&M funds.


Implement the funding. Put the funded pro-grams into operation.Record the process. Actual expenses and effec-tive programs are documented to assist infuture religious ministry plans and validatingbudget requirements.Study the results. By evaluating the effective-ness of the programs, the RMT develops a clearunderstanding of requirements and direction forfuture planning.

Nonappropriated Funds

The ROFs provide a vehicle for religious expres-sion. Various religious traditions include the con-cept of voluntarily offering money and financialsupport of mission organizations as an aspect ofreligious life. Marines, Sailors, their family mem-bers, and authorized personnel are encouraged toexpress their religious devotion through directstewardship and financial contributions to theirfaith groups and the CRP through the ROF. As amatter of policy, deployable commands neitherestablish nor maintain a ROF due to the inabilityto provide security and timely administration ofthe contributions. Contributions made within thecontext of worship in Marine Corps chapels areadministered by the commanding officer or com-mander under the authority of SECNAVINST7010.6A, Religious Offering Fund, and MCO7010.17A, Religious Offering Fund. These for-mal instructions provide specific procedures forthe administration of these nonappropriated funds.

Material Readiness and Accountability

Generally, the senior chaplain or the senior RP ofthe RMT is designated by the commander, inwriting, as the RO for RMT equipment andassumes responsibility for the care, safekeeping,and maintenance of RMT property. This respon-sibility pertains to all Government property com-

ing into his possession from any source, and byany means, until properly relieved. The signatureof the designated RO on the proper documents isprima facie (at first sight) evidence that responsi-bility for the care and safekeeping of the publicproperty has been accepted. A joint physicalinventory is conducted annually-as directed bythe commander, the RO, the individual holdingthe property accounts, or when the property istransferred to a newly designated RO.

Command Religious Program Tablesof Equipment and Property Accounts

Marine commands and units maintain prescribedT/Es that include the essentials for religious min-istry. The RMTs advise the commander and assistthe supply officer to ensure the command or unitinventories include all authorized religious minis-try T/E items. The RMTs generally maintain cus-tody and ensure the religious ministry T/E itemsare properly maintained and ready for deploy-ment. Periodic inspections and assist visits areconducted by the command or higher headquar-ters to evaluate command readiness, including thestatus of authorized T/E equipment and materials.Property, furniture, and equipment essential toreligious ministry, but in addition to the T/E, arealso controlled by the unit supply officer and arelisted on the command property account. Subcus-tody (i.e., signed custody cards) and care of reli-gious ministry equipment are generally assignedto the command’s senior chaplain or RP.

Command Religious Program Facilities

Commanders may authorize use of chapels andreligious support facilities for nonreligious meet-ings for any legitimate purpose. As Governmentproperty, religious support facilities are availablefor authorized purposes at no charge. Becausechapels are provided for the free exercise of reli-gion, religious services and activities for all rec-ognized faith groups have first priority.

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Chapels and religious support facilities will bemade available to chaplains of other commands tothe maximum extent possible. Facilities will alsobe made available to military members; theirimmediate family members listed in Defense En-rollment Eligibility Reporting System (DEERS);and authorized personnel for sacraments, rituals,ordinances, and other religious ceremonies—suchas baptisms, weddings, and funerals—at whichcivilian clergy may officiate. When size andarrangement permit, areas may be set aside andkept permanently rigged to accommodate theprivate devotional needs of Marines, Sailors, andfamily members. The senior chaplain of eachcommand prepares schedules of services thatprovide fair and equitable use of chapels andreligious support facilities for the faith groupsrequiring facilities for worship and other faithgroup related activities. No fees or gratuities willbe charged or received for the use of Governmentfacilities in the performance of any religious act,sacrament, or rite. In addition, no fees or gratuitieswill be charged or received by a chaplain, RP, orMarine CA in the performance or support of anyreligious act, sacrament, or rite performed onGovernment-owned property.

It is the responsibility of the commander toupgrade inadequate CRP facilities and the con-struction of new facilities to meet identified CRPdeficiencies. Command chaplains advise com-manders on projects for facility improvementsand expansion. The Chaplain of the Marine Corpsadvises the CMC on religious ministry facilitieswithin the Marine Corps. In consultation with theMARFOR chaplains, the Chaplain of the MarineCorps also recommends special Chapel Life

Extension Program projects, military constructionprojects, and priorities for chapels and religioussupport facilities.

Command chaplains will assist commanders byregularly inspecting facilities, thus ensuringproper maintenance of buildings and equipmentused in the CRP.

Community Relations Projects

Chaplains assist the command in organizing andcoordinating philanthropic activities in support oflocal communities and/or citizens. Such eventsoften serve to enhance the image of military orga-nizations in civilian sectors.

Authority to Sign “By Direction”

As the assistant chief of staff or principal staffofficer for religious ministries authorized toadminister the CRP, the command chaplain maybe authorized in writing by the commander orcommanding officer to sign “By direction” forthe commander or commanding officer. This “Bydirection” authority is limited to the specifics ofthe assigned duties and responsibilities of thecommand chaplain. Per SECNAVINST 5216.5Dw/ch1, Department of the Navy CorrespondenceManual, “By direction” authority is conferred inwriting and remains in effect until the officer istransferred or until rescinded in writing by thecommander/commanding officer.

CHAPTER 5CORE CAPABILITIES

Religious Accommodation: Facilitation and Provision

Facilitation

Chaplains and RPs manage and execute CRPs thataccommodate diverse religious ministry require-ments. Accommodation of individual and collec-tive religious ministry requirements includes, butis not limited to, scheduling, coordinating, budget-ing, and contracting. The RMTs will assess, iden-tify, and research command religious ministryrequirements. In the facilitation of religious minis-try for all, the chaplain will address the followingspecific areas and functions:

Identify authorized personnel to be served byCRP.Identify religious preferences of command per-sonnel, as well as groups outside the com-mand, to be served by the reporting RMT (i.e.,other uniformed personnel, veterans, retirees,family members, contract personnel, and DODcivilians).Identify religious requirements. The process ofidentifying religious requirements (using a bud-get submitting office-approved needs assess-ment survey) includes personnel faith grouppreferences (identified in needs assessment),observance practices, accommodation con-cerns, and support needs. Command validationand approval is part of the process, as are iden-tification of resources within and beyond thecommand and coordination of delivery of ser-vices within and across command lines in sup-port of accommodation.

Identify the accommodation of religiousrequirements. For identified and validated reli-gious requirements accounting for operationaltempo and mission activities (deployment,exercises, Fleet response plan, etc), developprograms and strategies to facilitate individualand group religious expression. Prepare a writ-ten plan for accommodation of religious prac-tices and holy day observances. Account forscheduling, procurement of gear, consumablesupplies, outside chaplain/clergy/minister sup-port, and related support activities. Additionalrequirements include preparing for and brief-ing the command on policy and doctrine, withregard to accommodation in general and alsospecific accommodation issues identified forcommand personnel. Provide and promote anenvironment of understanding and respect forthe variety of individual and group religiousexpressions.Organize religious services support. Execute areligious accommodation plan in terms of layleader, other chaplain, civilian, and/or contrac-tor support; facilities availability and upkeep;supplies; publicity; and related functions. Facil-itate, schedule, and monitor worship services(that the chaplain is not able to provide person-ally due to faith group regulations) to includedaily, weekly, special, seasonal, and appointedoccasions, as well as funerals, memorial ser-vices, burials, sacramental acts, ordinances,rites, dedications, ceremonies, weddings, ritu-als, and other spiritual acts. Participate in orga-nizing cooperative ministry with all RMTs tocoordinate accommodation of the religiousneeds of all authorized personnel in a definedgeographical or operational area. Identify,

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assess, and liaise with civilian religious andcommunity organizations in order to identify abroad range of religious opportunities that willenhance life within the military community.Implement the lay leader program. The RMTswill recruit, train, certify, and superviseimplementation of the lay leader program inaccordance with MILPERSMAN paragraph1730-010. They will be familiar with faithgroup requirements and conduct lay leaderrecruitment, training, and certification. Inaddition, where access to religious services maybe limited, they will plan and execute supportfor deployments, field exercises, and otheroperational contingencies in response toreligious accommodation issues identifiedwithin the command. They will maintain arecord of current and potential lay leaders byfaith group.Identify and train volunteers (facilitation).Identify volunteers in support of the accommo-dation plan of the CRP. Volunteers mayinclude choirs, musicians, altar servers, teach-ers, ministry group leaders, children’s activi-ties support, and readers.Consult with the command when commandfunctions include religious elements (e.g.,changes of command, retirements, history/heri-tage events, some memorial observances thatare not explicitly bound by United States Code,Title 10). When command functions occur out-side the context of the manner and forms ofspecific religious organizations, chaplains con-sult with the command with regard to purpose,audience, and expectations. Chaplains deliverappropriate support to the command function(e.g., invocation, benediction, remarks). Chap-lains may abstain from delivering religious ele-ments at command functions in light of faithprecepts, without adverse consequences.Monitor compliance for “facilitate” capability.Systematically monitor and report volunteer,lay leader, contractor, and outside chaplainactivities in support of all command religiousaccommodation efforts. Comply with DRRSreport ing protocols and CRP and other

inspection protocols. Ensure that subordinatecommand CRPs are reporting compliance datain the appropriate data collection systems(DRRS and Chaplain Corps).Measure performance for “facilitate”capability. Comply with all reporting require-ments, to include data entry, recordkeeping,and Chaplain Corps data base inputs. Routeand file reports as required. Facilitate ministry to the displaced and refu-gees in HCA and CA.Facilitate religious ministry to prisoners of warand other authorized detained personnel (seeSECNAVINST 3461.3, Programs for Prison-ers of War and Other Detainees).Plan crisis response or limited contingency oper-ations as defined in JP 3-0, Joint Operations.

Provision

Based upon their professional credentials—eccle-siastically endorsed and commissioned—chap-lains meet faith group specific needs, includingworship services, sacraments, rites, and ordi-nances. Faith group specific needs include reli-gious and/or pastoral counsel, scripture study, andreligious education. Religious program special-ists are uniquely trained to support religiousaccommodation. Provisions include—

Religious services. Participate in cooperativeministry with all RMTs to provide for thereligious needs of all authorized personnel in adefined geographical or operational area. Plan,schedule, prepare, conduct, and monitorworship services in accordance with thechaplain’s religious organization’s manner andforms. Religious services and/or occasionsmay include—

Daily, weekly, and special occasions.Seasonal and appointed occasions.

For supervisors:

Collect and analyze data on subordinate units as required and report to higher headquarters.


Funerals, memorial services, and burials.Sacramental acts, ordinances, and rites.Dedications and ceremonies.Weddings, rituals, and other spiritual acts.

Spiritual counseling and direction. Providefaith-based counseling, mentoring, sacramentalministration, and spiritual direction (based ontheologically derived truths) designed toenhance, grow, and strengthen faith, whichpositively impacts the spiritual readiness (e.g.,develop character, morals, personal responsi-bility, community solidarity, resiliency, cross-cultural awareness, stress management, copingskills, grief processing) of individuals andgroups of Sailors and Marines. Safeguardconfidentiality.Scripture and religious study. Conduct groupand/or individual faith-based instructionderived from the documents and practices ofreligious organizations designed to strengthenand grow people in their faith.Faith-based life skills training. Develop anddeliver training from a religious perspectiveconcerning marriage, child rearing, relation-ships, ethics, personal and spiritual well-being,crisis and suicide prevention, domestic vio-lence, values, character development, and othermoral issues.Sacraments, ordinances, and rites preparation.Plan, coordinate, deliver, support, record, andreport faith-specific preparation, as required byreligious organizations. Faith-based relationship and/or marriageenhancement preparation. Plan and conductrelationship enhancement and/or marriage pre-paration according to faith-specific programs(e.g., PREP).Command functions with religious elements.When called upon, deliver context-appropriate,faith-specific support for command functionswith religious elements (e.g., prayers, hymns,sermons, memorials, ceremonies).Outreach (religion-based). Develop, plan, andcoordinate programs to facilitate participationin religious ministries. Provide and promotepersonal and spiritual growth programs to

include retreats. Identify and coordinateopportunities within the civilian community forthe expression of religious and humanitariancharity by members of the military. Prepare andpublish outreach-oriented religious communi-cations for the benefit of military members.Plan and provide support to chapel fellowshipprograms. Participate in cooperative ministrywith all RMTs to provide outreach in a definedgeographical or operational area.Capability compliance. Monitor the compli-ance with DRRS reporting protocols. Complywith all CRP and other inspection protocols.Ensure that subordinate command CRPs arereporting compliance data in the appropriatedata collection systems (i.e., DRRS and Chap-lain Corps).Capability reporting requirements. Complywith all recording and reporting requirements,inspection regimes, data collection protocols,required surveys, including those of customerand command satisfaction.

Pastoral Care

Chaplains are uniquely chartered to deliverspecific institutional care, counseling, andcoaching, which attends to personal and relationalneeds outside of a faith group specific context.This includes relational counseling by chaplains,which is motivated by their proximity andimmediate presence, distinguished by confi-dentiality, and imbued with professional wisdomand a genuine respect for human beings. Suchcounseling is most effective when based on strongrelationships developed in the context of sharedlife in the same unit. Examples of care includedeck plate ministry; counseling; coaching onmilitary life; predeployment and postdeploymenttraining for Sailors, Marines and their families;

For supervisors:


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crisis prevention and response; the CREDOprogram; memorial observances; and combatcasualty ministry. Religious program specialistsare uniquely trained and positioned to support thedelivery of care, individually and program-matically. Pastoral care capabilities include—

Counseling. Deliver relational counseling,which is based on the trust gained by a sharedexperience of military Service, characterizedby confidentiality and mutual respect, anddesigned to develop and strengthen core valuesand personal responsibility in people whetheror not they profess a particular faith back-ground (e.g., walk-in, delivery of an ARC mes-sage, emergency leave, mentoring). Safeguardconfidentiality.Crisis response. Pastoral intervention in anydisruptive event in the lives of command per-sonnel, singularly or collectively (to includecare for the wounded and/or dying, and per-sonal, family, professional, interpersonal, orother crises) for the purpose of offering sup-port, advice, comfort, and/or referral. Thiswould include preexisting plans that respond tomass casualties, natural disasters, and/or com-mand emergencies. It also includes participa-tion in unit/force/regional chaplain and RP dutywatch bills.CACO. Specific efforts in support of CACOsand calls, to include initial and follow-up visitswith the bereaved. Ongoing support for the com-mand should be captured in other categories.Deck plate ministry. The RMT has frequentand regular participation in the daily life of thecommand, to include pastoral visitation to andpresence in workspaces, at training evolutions,field exercises, and other such command func-tions. This ministry also includes visitations(e.g., barracks, hospitals, confinement facili-ties, residences). Safeguard confidentiality.Crisis prevention. Support of commandprevention efforts in areas such as suicide,domestic violence, combat operational stress

control (COSC), substance abuse, sexualassault, and other identified areas that mayarise. Support methods may include lectures,classes, talks, training, or other forms ofcommunication.Spouse, child, and family support. Counseling,training, advice, comfort, and support pro-grams delivered programmatically to spouses,children, and/or family members individually,as families, or in larger groups. This includessupport for command organizations focused onspouse/child/family support such as Key Vol-unteers, spouses organizations, ombudsmen,United through Reading, Compass Program,and L.I.N.K.S..Life skills training. Assist the command indevelopment and delivery of training and pro-grams designed to address the unique stressorsof Military Service by strengthening core val-ues; developing character, morals, personalresponsibility, community solidarity, and resil-iency; addressing cross-cultural issues; anddeveloping stress management, coping skills,and grief processing skills of individuals andgroups.Deployment. Delivery of deployment support(e.g., predeployment, deployment, postdeploy-ment, WT) to meet the physical, emotional, orspiritual needs associated with separation. Thiswould include advice, comfort, and/or referralthat is delivered individually and/or for groups.Core values education and training. Assist thecommand in the development and delivery oftraining and/or classes specifically designed tofamiliarize and strengthen commitment toMarine Corps Core Values.Marriage and relationship enhancement prep-aration. Delivery of marriage preparation pro-gram (e.g., PREP).CREDO programs. Support for the full rangeof CREDO programs to include planning,facilitation, publicity, and any other support asrequired or needed.


ARC. Track and deliver ARC messages andmanage the response system.Command diversity initiatives (heritageobservances). Assist the command in develop-ment and delivery of diversity programs,including monthly heritage/history obser-vances and special events. DRRS reporting protocols for care capability.Monitor compliance for care capability forcompliance with DRRS reporting protocols.Comply with all CRP and other inspection pro-tocols and ensure that subordinate commandCRPs are reporting compliance data in theappropriate data collection systems (i.e., DRRSand Chaplain Corps).Performance for “care” capability. Trackusage of care services. Comply with all recor-ding and reporting protocols; inspectionregimes; data collection, management, andreporting requirements; customer and commandsatisfaction surveys; and any other data calls.

Advisement

Chaplains advise commanders and other leaderson issues relating to morals, ethics, spiritual well-being, and morale; and also on the impact of theCRP on the command and command climate.Within the boundaries of their noncombatantstatus, some chaplains are trained to advise on theimpact of religion on military operations. Chap-lains also advise leaders at all levels of the chainof command in moral and ethical decision-making, cultural awareness, conflict resolution,and cross-cultural communications. Chaplains are

supported in their work by RPs who are integral tothe effort. Chaplains and RPs also advise on thefollowing issues:

CRP impact on operations. Assess the com-mand and advise the commander and otherleaders in the chain of command on issuesrelated to free exercise and establishment ofreligion and religious accommodation—toinclude personal and family spiritual readiness,religious discrimination, and cooperative min-istry across units.Religion and cultural impact on operations.At the tactical, operational, and strategic lev-els of war, advise on religious and/or culturalissues (external to the command) related tounit operations.Conflict resolution (within the command). Uti-lizing pastoral skills and wisdom, offer adviceto leaders that enhances cooperation, defusespersonality conflicts, and contributes to leader-ship effectiveness. Moral advice. Advise members in the chain ofcommand on issues of right and wrong, foster-ing a climate of fairness, accountability, andtrust.Ethical advice. Advise the commander on theethical implications of command policies,decisions, trends, and situations. Provide adviceto leaders within the chain of command on theethical implications of leadership styles andstrategies. Provide advice to leaders up anddown the chain of command on ethicaldecisionmaking practices. Morale. When and where appropriate, suggestimprovements to quality of service to includeissues related to quality of life, quality of worklife, human values, unit enhancement, reten-tion, personnel, and family issues.OCONUS COMREL (as part of theater securitycooperation). Advise the commander, asdirected, as he assists the CCDR in develop-ment of community relations projects, whichare components of the theater securi tycooperation program.

For supervisors:


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Religious leader engagement. As part of thetheater security cooperation program, assist thecommand, as directed, in engagement withlocal religious leaders to enhance communica-tion and understanding (without violating non-combatant status).Interagency. As directed, assist the command inliaison with outside agencies (governmentaland nongovernmental organization [NGO]),host nation, and civilian-military operationssupport.Capability compliance. Comply with DRRSreporting protocols. Comply with all CRP andother inspection protocols. Ensure that subordi-nate command CRPs are reporting compliancedata in the appropriate collection systems (i.e.,DRRS and Chaplain Corps).Capability performance. Track usage ofservices. Comply with all recording andreporting protocols; inspection regimes; datacollection, management, and reporting require-ments; customer and command satisfactionsurveys; and any other data calls.

Guidance on Public Prayer

Navy chaplains who serve in Navy, MarineCorps, and Coast Guard commands are trained todistinguish between divine services and othercommand functions at which they may be invitedto offer prayer. The United States encompasses adiversity of faiths and beliefs, as do the naval seaservice communities. The policy set forth inDODI 1300.17 requires commanders to accom-modate individual religious practices consonantwith the best interests of the unit. Tolerance,mutual respect, and good order and discipline willhelp guide Navy policy, doctrine, and practice.Recognition that religious ministry in the militarytakes place in a pluralistic setting is a prerequisitefor service as a Navy chaplain.

The DODI 1304.28 makes it clear that to beconsidered for appointment to military chaplaincy,RMPs must be “willing to function in a pluralisticenvironment” and follow the orders given by thoseappointed over them. Chaplains are encouraged torespect the diversity of the community as theyfacilitate the free exercise of religious rightsprotected by the Constitution and military policy,as described in DODD 1304.19, Appointment ofChaplains for the Mil i tary Departments .Chaplains may opt not to participate in commandfunctions containing religious elements with noadverse consequences.

For supervisors:


CHAPTER 6COMBAT MINISTRY READINESS

Formation: Establishing the Religious Ministry Team for Combat Operations

The RMT is appointed and established to conductreligious ministry planning prior to combat; tosupport COA development; and to prepare theappropriate estimates, annexes, and/or otherplanning products for the unit. The RMT shouldbe capable of developing, coordinating, andissuing policies, programs, and guidance for theplanning and execution of religious ministryoperations in support of combat. The team’splanning should focus on the following actions bythe unit chaplain:

Identifying personnel manning and augmenta-tion requirements.Identifying RMT training requirements.Identifying logistic requirements for equip-ment, supplies, and facilities, including com-munications and connectivity requirements, andRMT operational transportation requirements.Organizing, prior to deployment, how eachRMT should plan, control, and monitor all reli-gious ministry requirements in a combat envi-ronment. Specific tasks that require thoughtand planning and are paramount to successfulministry in the military setting include advisingthe commander on matters of religion, ethics,morals, and morale affecting personnel withinthe force.Coordinating religious ministry for a broadrange of pastoral care, including memorial ser-vices, with subordinate RMTs.Coordinating logistic support for religiousministry.Having a thorough knowledge and under-standing of facilitating religious support forenemy prisoners of war (EPWs) per MCO

3461.1, Enemy Prisoners of War, RetainedPersonnel, Civilian Internees and OtherDetainees, which states:

“Military chaplains who fall into the hands ofthe U.S. and who remain or are retained toassist enemy prisoners of war (EPW), andrestricted personnel, will be allowed to minis-ter to EPW, restricted personnel, of the samereligion. Chaplains will be allocated amongvarious camps and labor detachments con-taining EPW, restricted personnel, belongingto the same forces, speaking the same lan-guage, or practicing the same religion. Theywill enjoy the necessary facilities, includingthe means of transport provided in theGeneva Convention, for visiting the EPW, re-stricted personnel, outside their camp. Theywill be free to correspond, subject to censor-ship, on matters concerning their religiousduties with the ecclesiastical authorities inthe country of detention and with interna-tional religious organizations. Chaplains shallnot be compelled to carry out any work otherthan their religious duties.”

Providing, within the bounds of noncomba-tancy, informed advice on the impact of opera-tions in light of religious and cultural customs,beliefs, shrines, and places of worship in for-eign and host nation countries. The MCCLLwill reinforce the need for RMTs to study andunderstand the religious and cultural aspects ofindigenous religions prior to deployments.Deploying commands prepare classes fordeploying personnel to ensure their awarenessof cultural and religious issues and sensitivi-ties. The RMTs need to be involved in theinstruction of cultural and religious classes, orat a minimum, receive the presentations.

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Establishing and maintaining a liaison withchaplains of multinational forces. The AARsfiled with MCCLL indicated that in largeoperational areas, and certainly in combatsituations, a chaplain may not immediately haveaccess to all his Marines and Sailors; therefore,the RMTs should be able to rely on assistancefrom personnel of other Services and faithgroups in providing worship services. Asauthorized, this provision of ministry can alsobe extended to the troops of multinationalforces, the appropriate civilian religious leaders,and NGOs, such as the ARC and otherhumanitarian/religious organizations.

Prior to deploying to the combat environment,command and supervisory chaplains should—

Develop and verify ministry procedures thatare consistent with unit policy.Coordinate appropriate training for subordinateRMTs.Consider provision of ministry and religioussupport activities and the scheduling of reli-gious activities in relationship to the battlerhythm.Establish contact and coordinate religious min-istry requirements with higher, adjacent, andlower RMTs.Understand where their unit lies within thechain of command and contact RMTs in sup-ported, senior, adjacent, and subordinate com-mands.

Coordinated Efforts Between Commands

When an operational force is augmented, thesupported commander’s responsibility for coor-dination of religious ministry extends to hisentire force or operational area. When possible,to ensure the best faith group coverage for theforce, the supported commander’s senior staff

chaplain coordinates faith group support with thesupporting commands. Chaplains are expected toinitiate contact and work together to facilitatebalanced faith group coverage and pastoral carewhenever possible.

Component Religious Ministry

The increase in joint, interagency, and multina-tional exercises and operations has expanded theneed for cooperation across Service and nationallines. Emerging military chaplaincies are learn-ing about cooperative ministry by observing howwell the Navy/Marine Corps team and its RMTswork together. Cooperative religious ministryduring combined operations can be coordinatedto enrich the spiritual life of US and interna-tional military personnel and their families.Using religious ministry personnel from ourallies can also enhance the cultural awareness ofUS troops. For coordination of such efforts,guidance is provided by JP 1-05, Religious Sup-port in Joint Operations.

Planning: Develop the Religious Ministry Estimate Situation

When a unit has received a planning directive todevelop OPLANs and COAs for combat opera-tions, supervisory chaplains should begin to iden-tify, coordinate, and integrate religious ministrysupport and efforts. Religious ministry must betailored to the mission plan, the operating environ-ment, and the religious ministry assets that areavailable. Religious ministry estimates should bedeveloped in accordance with the mission of theunit and tailored in accordance with policy anddoctrine to the type of unit. For example, RMTsserving with Marine expeditionary units (MEUs)should become familiar with the MCO 3120.9Bw/ch 1, Policy for Marine Expeditionary Units.


Tasks for Command and Supervisory Chaplains

Receive Commander’s Guidance

Once a unit receives a planning directive to deve-lop OPLANs, the commander should provideguidance to the J-3/G-3/S-3 personnel. If needed,the senior chaplain in the force or unit should askthe commander for any guidance necessary tocontinue religious ministry planning.

Contribute to the Overall Mission Analysis

Command and supervisory chaplains shouldbegin to review initial planning documents forreligious ministry issues that will impact or beimpacted by mission planning and provide inputto the overall staff mission analysis. They willalso need to determine the extent of RMTs avail-able from adjacent nonsubordinate commands,develop and begin to track assumptions containedin OPORDs and OPLANs, and analyze the com-mander's mission and intent from a religious min-istry perspective. In addition, they will need todetermine limitations concerning constraints(what religious ministry must do) and restraints(what religious ministry cannot do).

Develop Religious Ministry Options for Courses of Action

Chaplains review the mission analysis and com-mander’s guidance, and develop, at a minimum,brief COAs for religious ministry to support—

Combat forces.Medical services.Mortuary affairs and personnel recovery pla-toons (PRPs).Noncombatant evacuation operations.EPWs, civilian internees, and other detainedpersonnel.Formerly captured, missing, or detained USpersonnel.

Civil affairs.Inter-Service chaplain support (if required).Host-nation support (if required).Religious leader engagement.

Analyze Religious Ministry Options for Courses of Action

Chaplains will provide religious ministry inputinto the COA comparisons. As much as possible,they should participate in determining the com-parison criteria for the COAs. The best compari-son criteria usually comes from the commander'sintent statement; however, the chaplain may alsoprovide criteria. By participating in the compari-son of COAs, the RMT may provide informedrecommendations to the commander that impactunit engagement:

Basic Predeployment Preparations

Predeployment Preparation: 6 Months Away

Personnel The following personnel actions should beaddressed 6 months away from deployment:

Identify lay leaders. A thorough assessment ofthe religious makeup of the unit can be donethrough a statistical analysis of the command'sfaith group makeup. This may be obtainedfrom the G-1/S-1 through a unit printout, orseparate assessment and survey, 6-monthsbefore any deployment. The MCCLL recom-mends that chaplains contact persons of faithgroups who may not have easy or any access torepresentative chaplains or clergy to ensuretheir religious needs will be met.Identify leadership challenges. The impor-tance of self-care, care of the RMT, and care ofcommanders and senior personnel cannot beoverstated. Chaplains, RPs, and senior person-nel can fall victim to fatigue and combat stressjust as easily as the Marines and Sailors theyserve.

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Maintain the basic physical, emotional, intel-lectual, and spiritual disciplines that are criticaltoward keeping the RMTs in a condition tocare for others.Obtain a SECRET security clearance for RMTsin order for them to establish and accessSECRET Internet Protocol Router Network(SIPRNET) accounts.

Training

The identification of sacred or holy days in vari-ous religions that will occur during deploymentand the collection of resources for those events ispart of RMT training. It is important that theRMTs know and identify these special days whendealing with all religions to avoid the appearanceof disrespect.

Note: If specific training is not available, re-sources for identifying holy days and days of reli-gious observance are available from bothecumenical and denominational sources; but canalso be as basic as Microsoft Outlook’s® ‘AddHolidays’ option, which is available under theCalendar section. These, and other tools, shouldbe acquired and catalogued for ready use duringthe opening stages of a combat deployment.

The MCCLL system and AARs have indicatedthat assigned chaplains and RPs should receivetraining in the following areas:

Pastoral care response to trauma. The RMTsshould read and conduct training on combatand operational stress reactions, posttraumaticstress disorder (PTSD), and trauma counseling(current resources may be found at the NationalCenter for PTSD Web site). Additional trainingmay be required to aid the RMT in specificassignments (e.g., surgical shock, trauma pla-toon [SSTP] training that is given at the NavalTrauma Training Center in the Los AngelesCounty Hospital, CA).Combat stress and fatigue. Prior to going intocombat, an RMT must be trained to recognizesigns for combat stress and fatigue. All RMTs

should become familiar with MCRP 6-11C,Combat Stress—particularly the stress contin-uum, stress decision matrix, and core leaderfunctions.Field memorial ceremonies. Memorial cere-monies are a command responsibility andshould be conducted according to expressguidance from appropriate authority. Prior toconducting services, all applicable SOPs andappendices and annexes to OPORDs should bereviewed.FRO and CACO training. The FROs willreceive all their training from MCFTB. Thistraining should be conducted far in advance ofa unit’s deployment (refer to MCO 1754.6Aand NAVMC DIR 1754.6A). The CACO train-ing is handled by the Casualty Assistance Divi-sion and local decedent affairs offices.Suicide awareness and prevention. These pre-sentations may be given prior to and duringdeployment. Resources are available on theNavy Knowledge Online (NKO) Web site inthe chaplain’s section. Another invaluableresource is the Leaders Guide for ManagingMarines in Distress, which is a succinct guidefor helping leaders manage their Marines andSailors. To review this guide, go to the MCCSWeb site.Standard mass casualty procedure. Provisionof a rapid pastoral response is essential todiminish immediate and/or long—termnegative effects of mass casualty events onpersonnel and overall command missionaccomplishment. All available RMTs must beprepared—at any moment—to coordinate andprovide immediate religious ministry and crisispastoral care in a cohesive and reinforcingmanner for all personnel affected by masscasualty events.Mortuary affairs. The RMTs must be preparedto visit mortuary affairs personnel and thePRPs in an assigned operational area. Theymust establish SOPs within the command andbe prepared to educate subordinate RMTs onthe requirements involved in ministry toMarine PRP personnel.


Interaction with NGOs. Refer to the nongovern-mental organizations discussion on page 6-10.Grief counseling for evacuees. The RMTsmust be prepared to offer the appropriate griefcounseling for evacuees.Reuniting with significant others upon returnfrom deployment. Resources may be obtainedthrough the MCCS Web site.Warrior Transition. The standardized COSCProgram WT presentations may be found on theMCCS Web site under Military Life, CombatOperational Stress, and COSC Briefs (see WTpostdeployment discussions on page 6-12).Local religions. A lack of awareness of localreligious sensitivities could create significantproblems with allies. It is imperative thatRMTs obtain an understanding of the religiousenvironment of the area of operations prior todeployment and entering a combat situation.For example, MCCLL from OIF I indicatedsome chaplains were not as prepared as theyshould have been to teach classes on and sup-port the requirement for the religious and cul-tural aspects of Islam. A self-study course, suchas the Middle East Orientation Course at theJoint Special Operations University, could haveprovided the required training and information.

Religious Program Specialists Religious program specialists must address thefollowing predeployment tasks 6 months awayfrom deployment:

Embarkation procedures. Establish a CRPbudget that provides funding for religiousprograms and materials. For further guid-ance, refer to MCWP 4-11.7, MAGTF SupplyOperations, and MCRP 4-11.3G, Unit Embar-kation Handbook.Marine Corps supply procedures. See MCOP4200.15G, Marine Corps Purchasing Proce-dures Manual, for direction.Tactical vehicle high mobility multipurposewheeled vehicle (HMMWV) licensing. Licens-ing must be accomplished prior to deploying. It

is imperative that RPs have their regular statedriver’s license as well as specific HMMWVlicensing before a deployment. Religious pro-gram specialists serve as force protection forthe RMT. It may be preferable to have aMarine driver for the RMT when in a combatenvironment.Weapons qualification. Refer to MCO3574.2K for guidance.CREST follow-on training. CREST follow-ontraining occurs after “A” school or prior toassignment to a Marine Corps command.Combat training exercises. Participation in atraining evolution that encompasses combat-arms exercises and training will develop reli-gious ministry support skills required in a com-bat environment; for example, Mojave Vipertraining at the Urban Warfare Training Center,Twentynine Palms, CA.

LogisticsRecent MCCLL indicated that obtaining a dedi-cated vehicle for RMT transportation in theater isessential. If a dedicated vehicle is not available,arrangements should be made to share trans-portation with another section. In addition, thepreparation, development, and maintenance of a60-day mount-out box should be planned duringthis time. When MAGTF commanders receiveoperational objectives, they begin providing theMLG with estimates of supply usage and con-sumption. Staff estimates begin during missionanalysis and are refined during COA war games.All RMTs must provide input to the commander’sestimate. Due to the priority of critical andessential logistic requirements, religious ministryreplenishment is slow and sporadic.

Chaplains should begin communicating with theirrespective camp commandants about berthing,office, and worship spaces. The RMTs shouldinterface with their J-4, G-4, and S-4 aboutembark, fly-in echelon, and other supplies. Inter-face should also occur with the J-6, G-6, and S-6about Non-Secure Internet Protocol Router Net-work (NIPRNET) and SIPRNET computer drops,

6-6 ______________________________________________________________________________________________________ MCWP 6-12

phone drops, and access to message traffic. Theseinterfaces are critical to the RMT for reportingrequirements in theater.

For effective pastoral counseling, RMTs mustmaintain confidentiality. A dedicated space facili-tates confidentiality and provides administrativespaces for the RMT. Often the provision of a ded-icated space for RMTs means using a tent desig-nated for another purpose, resulting in a shortfallwithin the unit. Each unit T/E should be modi-fied to include standard equipment in support ofthe RMT. Ensuring that all faith groups are ade-quately supported during deployment requiresordering essential religious materials to supportall faith groups represented within the unit,including their holy days, within reasonable lim-its (e.g., Qurans, Seder Kits, rosaries).

Predeployment Preparation: 3 Months Away

Personnel The senior RMT of a force, regiment, or unitshould ensure that deploying personnel in theirsupervision have up-to-date shots, gas maskinserts, and a 180-day supply of routine medica-tions. All RMT members with dependent familymembers should file a family care plan with theirpersonnel office.

All RMTs must be persistent about updating thefaith group roster of those members who may bedeploying. This includes the identification of allfaith group needs and RMT assets necessary andavailable to support those needs.

TrainingWhile legal briefs are the responsibility of theFRO, the RMT can play a vital role in supportingfamily readiness issues, such as childcare andcustody issues, wills, and powers of attorney. Layleader training needs to be ongoing and nearlycompleted. The RMT’s training should be con-cerned with combat first aid training, radio com-munication training, vehicle usage, and trainingand orientation in the Marine Corps’ supportedactivities supply systems management unit.

Since the deploying MAGTF chaplain will writeAppendix 6 (Chaplain Activities) to Annex E(Personnel) for the deployment of OPLANs and/or OPORDs, an important part of RMT trainingmust include a thorough awareness of Appendix6 for use in planning ministry and meeting report-ing requirements for the deployment.

The RMTs should also continue to pursue cul-tural and religious training and study and thedevelopment of training classes for the troops.

LogisticsIt is essential that the RMT’s berthing, counsel-ing, and location of personnel is current at alltimes. Furthermore, the RMT must ensure that allnecessary items for provision of ministry are onthe assigned unit’s T/E. There are standardizedallowances for the CRP. The RMT needs to bepositioned where they will be best prepared toprovide both a proactive and responsive ministry.

Providing effective ministry depends upon theRMT's level of mobility, and mobility in a com-bat environment is a must. Therefore, dedicatedtransportation must be available at all times forthe RMT. The dedicated vehicle should be on theunit T/E.

In a combat environment, religious service parti-cipation by Service members dramaticallyincreases over peacetime participation. One of thechallenges of combat ministry is the uncertainty

Leadership challenge:

Senior and supervisory chaplains must con-tinue to address the importance of self-care,care of the RMT, and care of the commandersand senior personnel.


of the availability of musicians and instruments toenhance worship occasions with music. WhileMCCLL reports indicate that electronic musicplayers are effective tools for increasing parti-cipation within the worship tents, findings are thatworship DVDs, music CDs, and mp3 files playedfrom a laptop computer or mp3 player are themost available and portable.

CommunicationThe keys to communication in operationalreligious ministry are information, location,accessibility, and reporting. Information is thecontent of communication. Commanders requireaccurate and useful information to make informeddecisions regarding the levels of operationalreligious ministry required. During any operation,RMTs must be positioned where they are bestable to provide responsive ministry to emergentneeds and remain aware of the command’scurrent status. The RMTs participate in thecommand communication loop by keeping theircommanders and unit leaders informed of theirmovements and locations.

When the war begins, communications systemscan become degraded or cease functioning. Thereis routinely no NIPRNET, landline, or cell phoneconnectivity with combatant units. The SIPRNETaccess is limited to key senior commands. Toensure each RMT has a radio and each member ofthe RMT is completely familiar with its operation,it is essential for the RMTs to coordinate with theJ-6, G-6, and S-6. When using the commander’sSIPRNET, chaplains should limit their com-munication to a “just the facts” basis via asituation report. Official business within the DON(including the Marine Corps) is via the DefenseMessage System (DMS). The RMTs need tofamiliarize themselves with the methods forsending and retrieving message traffic in order tocommunicate effectively with others. Video tele-conferences, NIPRNET, and SIPRNET are valu-able assets when the infrastructure is available.

Predeployment Preparation: 1 Month Away

PersonnelThe following predeployment actions need to beaddressed 1 month away from deployment:

Validate deploying RMT roster. Provide the additional time-phased force anddeployment data input, if required. Inspect deploying RMT personnel gear andequipment at least 30 days before deployment.Obtain legal assistance for last minute issues.

Training Training includes delivering and receiving briefs.Combat stress (including suicide), ARC proce-dures, operational area religious and culturalbriefs, and CACO are examples of briefs thatRMTs should give. Force protection, tracking per-sonnel casualty reports, knowledge of OPLANsand HCA procedures, reporting require-ments andnote taking for AARs, and legal briefs on EPWsare examples of training briefs that RMTs shouldreceive. Chaplains may assist with training for thehandling of EPWs (and law of war classes) andwork closely with CA personnel when such unitsand detachments are assigned to Marine com-mands. Training and supervision is necessary ifEPWs are to be handled properly. Chaplains

Leadership challenge:

The essential command requirement to fullystaff, train, and supply the RMTs needs con-stant attention. Unfortunately, if RMTs havenot planned for all areas of personnel supportin advance of deployment, these areas willprobably not be taken care of before the unitis in combat. Supervisory chaplains mustcontinue to repeat the positive message ofwhat the mission is and how the RMT isprepared to carry out that mission.

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should be involved in these training evolutionsand in the related law of war training classes.

LogisticsEffective RMTs plan and prepare for the next pos-sible religious ministry task (short- and long-range) while taking care of the current need. Chap-lains and RPs from higher echelons (e.g., MSC,MEF) make a critical difference in the effective-ness and morale of operational level RMTs byensuring that they are resupplied and providedrelief and assistance during sustained or extendedoperations. It is crucial that the units be properlysupplied for the particular needs of their mission.

The RMTs should not solely rely on electronicmeans and Web sites to retrieve information whiledeployed. Hardcopy paper documents will proveinvaluable as operations shift and RMTs arerequired to move to smaller units. Documents caninclude sermons, special services (e.g., memorialservices, prayers, emergency ministrations, burialpractices), and unclassified unit SOPs.

To ensure that adequate electronic equipment andreligious ministry documentation and transporta-tion accompany deployed personnel, the follow-ing actions should be taken:

Mount-out box inspection. The senior RPdeploying with the force, regiment, or unitshould inspect all mount-out boxes of subordi-nate units to ensure that RMTs bring enoughsupplies for the entire unit for 60 days.Office equipment/deployable computers. EachRMT should ensure that they have protectionfrom the environment for all electronic equip-ment and computers. Transportation. The RMTs must verify dedi-cated vehicle usage, berthing, and group and/orministry tents with J-4, G-4, and S-4. To main-tain operational religious ministry, RPs becomethe RMT’s vital link for effective use of thecommand logistic support and resupply net-work. By maintaining regular liaison with theunit's logistic officer and supply personnel, RPs

ensure essential religious ministry supplies areincluded in the command’s resupply network.

Deployment/Employment

The RMT, as staff for the commander, monitors,assesses, and controls the religious ministry sup-port for the unit and directs changes based on thecommander’s intent.

The commander and his staff, including the chap-lain, will control current operations and plan anddirect future operations, including religious min-istry. Religious ministry support includes a con-tinuous presence for effective coordination andavailability of religious, ethical, and moral advice.RMTs deployment/employment functions in com-bat are as follows:

Religious ministry support includes ongoingtraining of religious ministry personnel, as wellas a provision of religious services andactivities.Counseling services, religious and ethicaladvice to staff and decisionmakers, and re-search on host nation and regional religiouscultural matters and their impact on commandoperations are key to effective religious minis-try operations.Knowledge of holy days and religious tradi-tions is an invaluable tool for the commander.(see Predeployment Preparation, 6 MonthsAway paragraph on page 6-3).RMTs monitor religious ministry operationsand the religious climate within the operationalarea for the commander.RMTs should continually assess the religious,ethical, and moral climate of their command forthe purpose of updating command advisement,future planning, and training requirements.Continuously planning for religious ministrysupport enables the command to prioritizetransportation assets for RMT use.


Whenever possible, RMTs should coordinatetransportation requirements and religious pro-grams with other command activities. Forexample, RMTs can coordinate with the airplanning board to use helicopters as “lifts ofopportunity.”Coordination and communication are critical toensure that urgent ministry requirements aremet through dedicated RMT transportation andjoint operational area assets.Two critical elements of RMT operationalmobility are—

Ensuring commanders and small unit leadersare informed regarding their RMT’s locationand schedule. Religious program specialistsshould always liaison with the unit J-4, G-4,and S-4 to obtain authorized and safe routesfor travel.Including RMTs in the communications net-work. The RMTs are best prepared to re-spond immediately to emergencies andcrises when they are positioned forward,kept informed, remain in the communicationloop, and have transportation immediatelyavailable.

Senior and supervisory RMTs need to updatecurrent estimates of religious ministry byreviewing and confirming COAs in anticipa-tion of ongoing operations and missions, advis-ing, and disseminating adjusted plans andorders related to religious ministry needs.Proper planning includes synchronizing actionsto established timelines and conditions andadvising commanders and their staff in plan-ning efforts.Senior RMTs must continuously support sub-ordinate RMTs in their primary mission of reli-gious accommodation, compassionate pastoralcare, and command advisement. Religiousworship services, rites, sacraments, ordinances,and counseling, are all a part of spiritual com-fort, moral support, and encouragement to thetroops. For example, MCCLL and ministryAARs from OIF indicated that memorial cere-monies are a critical activity in terms of effec-tive grief and combat stress management,

potential impact on command mission, andhigh-event visibility within and outside theoperational area. These critical ceremonieshave become a command function that areoverseen by the line, with the help and guid-ance of RMTs. Furthermore, these ceremonieshave become standardized and demonstrate theimportance in a combat setting of a compre-hensive religious ministry plan, making wor-ship opportunities and pastoral care availableto all members of the command. Assets need tobe coordinated by senior chaplains to ensure abalance of faith coverage, always being mind-ful of the limited supply and high demandassets (e.g., Roman Catholic, Orthodox Chris-tians, Jewish, Muslim, female chaplains).Creative thinking and planning by chaplainswill allow for dynamic on-the-spot worshipopportunities, especially for small and dis-persed units that are difficult for RMTs to visitregularly.Chaplains should develop—specially for hos-tile and combat situations—several types, for-mats, and lengths of religious ministry pro-grams. For example, “hip-pocket ministry”talks, devotionals, scripture homilies, and faithgroup specific brochures or small literatureguides:

Fear.Courage.Leadership.God’s presence.God’s protection, life and death.“Going in harms way/through the Valley ofthe Shadow of Death” prayer.Daily devotions.Spiritual growth.Thankfulness.

Plans should also be made to support lay led orpersonal times of devotion for individualMarines and Sailors separated for long periodsfrom their RMT or lay leaders.If an RMT is to minister effectively to Marinesand Sailors in combat, they must be able toreschedule worship opportunities at a moment’snotice.

6-10 _____________________________________________________________________________________________________ MCWP 6-12

When a Marine asks chaplain, what’s the goodword, the chaplain should be prepared with atleast one.Unit chaplains should have situational aware-ness regarding all Marines and Sailors in theirunit. In a combat environment, MCCLL haveshown that chaplains should be key players inthe receipt and delivery of ARC messages. Toallow optimal pastoral care, chaplains—

Arrange to routinely receive copies of allARC communications.Are routinely involved in the ARC notifica-tion process.Are kept informed regarding emergencyleave plans.Provide follow up with all personnel return-ing from emergency leave.Establish procedures that allow them to pro-vide proper notification.

Supervisory and unit RMTs must be analyticaland proactive. They must proactively identifythe religious, ethical, and moral needs of thecommand. RMTs should:

Research and interpret cultural and religiousfactors pertinent to operations.Coordinate actions and/or operations wherelines of authority and responsibility overlapand/or conflict in the operational area.Ensure that any change remains supportiveof current mission and intent, based on a continuing estimate of the situation.Acquire and communicate operational infor-mation about religious ministry needs con-tinuously.Inform supervisors, decisionmakers, and oth-er staff about factors that could affect a com-mander’s decision.

RMTs should collaborate with medical offic-ers, health care, and mental health providers tocoordinate the delivery of well planned rede-ployment briefs (i.e., WT and in-theater returnand reunion targeted for single and marriedMarines and Sailors).

Note: After action reports indicate that return andreunion briefs delivered by the unit chaplain tohis unit Marines and Sailors are often better re-ceived than those delivered by chaplains fromother units. However, if the unit chaplain is notavailable, RMTs from other units with theater-awareness are better received than “outside” ex-perts. The RMTs should coordinate with the unitFRO and their home base MCCS counselors toset-up spouses’ return and reunion briefs.

Nongovernmental Organizations Support

Proactive coordination and positive working rela-tionships with NGOs can enhance successful crisisresponse or limited contingency operations. How-ever, it is the civil affairs officers, not chaplains,who are trained and prepared to affect NGO coor-dination. When directed, the RMT can establishand maintain positive relationships with NGOs,enabling commanders to identify possible answersfor emerging support requirements that fall outsidecommand resources or authority (e.g., support ofmigrants, evacuees). When working with civilaffairs officers or public affairs officers, chaplainscan assist commanders in matching resources withrequirements. However, tasking RMTs with totalresponsibility for coordination with NGOs effortscan detract from their main effort to provide reli-gious ministry to their commands.

The RMTs can advise their commanders concern-ing emerging religious ministry requirements andthe need for additional NGO support when anoperation involves evacuation or support of dis-placed persons. Early identification of supportrequirements that fall outside the assets, capabili-ties, legal restrictions, or limits of the force orcommand could prove critical in identifying andmobilizing NGOs and other resources. A chap-lain’s experiences and working relationships with


NGOs can be vital assets for the commander.When directed, chaplains can facilitate supportand working relationships with NGOs on-siteand/or in country.

Crisis Response or Limited Contingency Operations

Crisis response or limited contingency opera-tions are typically limited in scope and scale andconducted to achieve a very specific objective inan operational area. These operations are gener-ally part of stability operations and may be con-ducted as stand-alone operations in response to acrisis or executed as an element of a larger, morecomplex joint campaign or operation. Typical cri-sis response and limited contingency operationsinclude noncombatant evacuation operations,peace operations, foreign humanitarian assis-tance, recovery operations, consequence manage-ment, strikes, raids, homeland defense operations,and civil support operations. During crisisresponse or limited contingency operations,RMTs will have a variety of roles to play in pro-viding a ministry of presence, day-to-day out-and-about visitations (deckplate ministry), andadvising the commander (see JP 3-0 for furtherguidance). Crisis response and limited contin-gency operations overseas will likely involvemultinational operations (see JP 3-16, Multina-tional Operations).

In any setting—homeland defense, overseas,national, or multinational—decisionmakers mayseek the expertise of senior chaplains; therefore,it is becoming important for chaplains to receivetraining in terrorist ideology and religious atti-tudes. Senior chaplains who have received jointPME and/or have some strategic level trainingand experience may be in a position to advise hiscommander in crisis response and civil support

scenarios. Training may be obtained from theOccupational Safety and Health AdministrationWeb site and the National Incident ManagementSystem Community Web site. Additional train-ing may be obtained from the Emergency Man-agement Institute’s Independent Study Office.The Naval Chaplains School also offers twocourses that help develop professional compe-tency in providing senior level oversight in crisisresponse situations—the Senior SupervisoryChaplains Course and the Strategic/Joint Chap-lains Course.

Religious Support to Civil Affairs and Humanitarian and Civic Assistance Operations

The focus of civil affairs is to engage the civilcomponent of the operational environment byassessing, monitoring, protecting, reinforcing,establishing, and transitioning—both actively andpassively—political, economic, and information(social and cultural) institutions to achievenational goals and objectives at the strategic,operational, and tactical levels of operation, bothabroad and at home. The DODD 3025.1, Mili-tary Support to Civil Authorities, and DODD3025.15, Military Assistance to Civil Authorities,describe support of military units in civilian set-tings and situations. Much of this responseaddresses the calculated use of violence, or threatof violence, to instill fear or to intimidate govern-ments or societies in the pursuit of goals that aregenerally political, religious, or ideological.

Military support and assistance to civil authoritiesis an area of emerging importance to combatantcommanders. The United States Northern Com-mand (USNORTHCOM) was established Octo-ber 1, 2002, to provide command and control ofDOD homeland defense efforts and to coordinate

6-12 _____________________________________________________________________________________________________ MCWP 6-12

defense support of c ivi l authori t ies . TheUSNORTHCOM defends America’s homelandby protecting our people, national power, andfreedom of action. Its specific missions are to—

Conduct operations to deter, prevent, anddefeat threats and aggression aimed at theUnited States and its territories and interestswithin the assigned operational area. Provide defense support of civil authorities,including consequence management opera-tions, as directed by the President or Secretaryof Defense.

The RMTs will play an increasingly importantrole in response to civil emergencies and disas-ters. Hurricane Katrina in the continental UnitedStates and Operation Unified Assistance tsunamirelief in Southeast Asia were two such disasterswhere RMTs provided religious ministry in sup-port of military humanitarian assistance opera-tions. The RMTs should become familiar with thefollowing publications on civil affairs and HCA:

FM 3-05.40 (FM 41-10), Civil Affairs Oper-ations.FM 100-23, Peace Operations.SECNAVINST 3006.2, Department of theNavy Implementing Procedures for the Human-itarian and Civic Assistance (HCA) Program.

Peace Building

Joint Publication 3-0 indicates that peace buildingtakes place during crisis response and stabilityoperations. The ultimate measure of success inpeace building is political, not military. The RMTsplay a supporting role in peace building throughthe sustainment functions provided to personnel.

When directed, RMTs in combat or deploymentstatus have far-reaching opportunities to assistwith NGOs, civil affairs, disaster relief, stability,and peace building operations.

Because peace and humanitarian relief opera-tions appear to be a form of intervention that theUS military will continue to undertake in thefuture, it is prudent to acknowledge the possibil-ity that these particular missions may requirechaplains to perform nontraditional activities.Chaplains can become constructive participantsin the military/NGO interactions that character-ize these kinds of missions. Participation of theRMTs in military/NGO interactions is just as cru-cial to the commander in strategic planning asthat of the civil affairs teams. The RMTs shouldcarefully evaluate their roles in these unusualoperations, with the chaplain always mindful ofthe preservation of noncombatant status.

At the strategic and operational levels of opera-tion, application of civil affairs operations oractivities can mitigate the need for the applicationof other military operations in crisis response.The RMTs should plan appropriate responses forrequests to join these efforts (see MCO 3440.7A,Marine Corps Support to Civil Authorities).

Postdeployment Programs

The RMTs will ensure that the command postde-ployment programs target a wide-range of safereturn issues, including the adjustment to rede-ployment stressors that are common (e.g., adjust-ments to life at home, changes in work locationsand schedules, separation from comrades), andstress reactions that are cause for concern andtreatment. The RMTs should become very familiarwith PTSD signs, symptoms, and wide-range ofassistance options, beginning with Navy medicine.

Unit classes should be developed, along withindividual sessions for Marines and Sailors whoare transferring, IAs who are demobilizing, andthose who are separating from active duty ser-vice. The classes provide a forum to discuss bothcommon and uncommon postdeployment experi-ences in a safe and helping environment. Pastoral


ministry and making necessary referrals is thefocus of the unit’s RMT during this phase ofpostdeployment operations.

Followup postdeployment WT briefs should beplanned and delivered 60—120 days after theunit returns. The recommended briefs are foundon the COSC Web site (under Military Life,Combat Operational Stress, and COSC briefs)and focus on combat and operational stressreactions. The Web site’s COSC briefs should becustomized to include both inherent and outsidelocal Navy medical providers, the VeteransAdministration, MCCS, L.I.N.K.S., and thefamily readiness programs.

Marine Corps Combat Operational Stress Control Program

The COSC Program is mandated for all Servicesand combatant commands by DODD 6490.5,Combat Stress Control Programs. The MarineCorps has a comprehensive program to prevent,identify, and effectively manage stress problems.The goals of COSC are to maintain force readi-ness, contribute to combat effectiveness, and pre-serve and restore the mental health of Marinesand their family members.

Combat and operational stress control is theresponsibility of military leaders at all levels, withsupport from medical personnel, chaplains, andmental health personnel. Marine Corps coordina-tion is administered by the COSC team in the Per-sonal and Family Readiness Division, Manpowerand Reserve Affairs Department, HQMC. TheMarine Operational Stress Training (MOST) Pro-gram is an integrated package of educational

briefs, preventive interventions, and health assess-ments delivered to Marines throughout eachdeployment cycle—from predeployment throughpostdeployment. Two significant tools that lead-ers should be familiar with are the stress contin-uum model and the stress decision matrix.

One specific program, Operational Stress Controland Readiness (OSCAR), embeds mental healthprofessionals, along with Navy psychiatric techni-cians and Marine staff noncommissioned officers,in ground combat units. The OSCAR program isbased on the principles of community mentalhealth, with the goals of primary prevention, earlyidentification, and reducing barriers to appropri-ate care of operational stress problems. Chaplainsmay serve with OSCAR teams as a collateral dutyand should acquire the requisite training.

The WT and return and reunion briefs are twocomponents of the HQMC COSC Program thatprovide end-of-deployment normalization andeducation briefs for Marines and their spouses toprepare them for homecoming and reunion.Delivered by unit leadership, RMTs, medical per-sonnel, WT, and return and reunion were origi-nally developed by chaplains as programs ofministry to Marine operating forces and havebeen a major contributor to the COSC effort.

Indicators of the measures of the effectiveness ofthe Marine Corps COSC Program include therates of suicide, divorce, domestic violence, endof active service attrition, and drug and alcoholabuse. Elevated indicators should cause the RMTto review the current program schedule andincorporate the needed adjustments. Furtherinformation on the COSC Program may be foundin the MCRP 6-11C.

CHAPTER 7TRAINING, PROFESSIONAL MILITARY

EDUCATION, AND RESOURCE SUPPORT

Professional Competence and Training

A comprehensive training and PME program en-sures that RMTs are prepared to meet the uniquereligious ministry requirements of CCDRs, mili-tary members, and their families.

Professional competencies are improved andexpanded by PME. As a professional staff corps,the Chaplain Corps must ensure that its membersmaintain the competencies required by thePDTCs, PDTWs, PME seminars, and regionaltraining designed to educate RMT members inthe most current trends in institutional ministry.

Certain billets require specific professional quali-fications identified as subspecialty codes. Billetsubspecialty codes identify certain billets asrequiring chaplains with specialized skills. A sub-specialty is a Navy officer manpower classifica-tion defined by an operational, technical, ormanagerial field of interest, which requires spe-cialized professional skills or knowledge. Profes-sional subspecialty codes for chaplains and NECsfor RPs are obtained through a combination ofeducation, training, and/or experience.

Naval Chaplains School Courses

As Director of Religious Ministries for the DON,the Chief of Chaplains directs the professionaldevelopment, education, and training of chaplains,Chaplain Candidate Program Officers (CCPOs),and RPs. Under the supervision of the Chief ofNaval Education and Training, the mission of theNaval Chaplains School is to develop, implement,

and evaluate appropriate curricula to educate andtrain chaplains and CCPOs.

Naval Chaplains School exists to prepare Navychaplains for institutional ministry and profes-sional leadership throughout and beyond the seaservices. This mission is accomplished through avariety of resident, nonresident, and virtualcourses designed to support chaplains throughouttheir careers—from preaccession to retirement.

Existing courses at the Naval Chaplains Schoolare being revised to support emerging needs citedby commanders. The Naval Chaplains Schoolcoordinates the annual PDTC, along with numer-ous PDTWs, covering a variety of topics thatmeet identified training requirements. Currentcourse information can be found at the NavalChaplains School Web site on NKO.

Chaplain Corps Officer Training

Chaplain Corps officer training is designed toensure progressive professional development,while meeting identified ministry requirements.Formal training and professional education beginwith accession-level training and continuethroughout each officer’s career. The training andeducation system includes Navy officer leader-ship continuum courses, Chaplain Corps residenttraining courses, PDTCs, PDTWs, postgraduateeducation, local or regional professional militaryeducation, distance learning, and other traininginitiatives. The Doctor of Ministry in MilitaryMinistry Degree is a voluntary program designedto further enhance the chaplain’s ability for min-istry in the military setting (visit the NKO Website for guidance).

7-2 ______________________________________________________________________________________________________ MCWP 6-12

Emerging trends may necessitate changes in thedelivery of religious ministry and require newtraining initiatives. When this happens, the Chap-lain Corps develops the policy, doctrine, require-ments, and standards to meet these needs. Thesebecome the basis for Corps-wide training. Oncejob requirements are established and training isoffered, chaplains and RPs are accountable formeeting these standards.

The Naval Education and Training ProfessionalDevelopment and Technology Center maintains adatabase that records satisfactory completion offormal training courses. Subspecialty codes, addi-tional qualification designators, earned degrees,and professional credentials are documented ineach officer’s service record.

Religious Program Specialist Training

Religious program specialists receive the train-ing necessary to become, and remain, proficientin their skills and knowledge. In addition to quali-fying to the unit’s T/O specifications, RPs may berequired by the command to complete additionaladministrative and computer training as needed.All RPs may attend the following schools:

Religious program specialist A school. Com-puter-based training (approximately 20 days tocomplete) on approximately 25 topics, includ-ing religious accommodation, the supply sys-tem, correspondence, and the ROF.CREST. Provides expeditionary or operationaltraining.Religious program specialist F school. 3-week,mid-manager (E5-E6) mobile course on how toprepare and conduct briefings, management ofreligious education, manpower, personnelmanagement, writing correspondence, andfacilities management.Navy leadership continuum courses. Navyleadership continuum courses required foradvance in rate.

Training and Readiness Manual

All RMTs are encouraged to become familiarwith, and use, MCO P3500.44A. The purpose ofthe Marine Corps Ground Training and Readi-ness (T&R) Program is to provide the com-mander with training standards for all groundpersonnel. The goal is to develop RMT know-ledge, skills, and abilities for ministry in expedi-tionary environments. The performance standardsare designed to ensure proficiency in corecompetencies. An effective T&R Program is thefirst step in providing a commander with an RMTcapable of providing religious ministry in supportof a unit’s wartime mission. The T&R Programprovides the fundamental tools for commanders tobuild and maintain RMT combat readiness. Usingthese tools, training managers can construct andexecute an effective training plan that supportsboth unit and RMT mission-essential tasks.

Guidance for all training and evaluation in theMarine Corps, from entry level training at formalschools (such as CREST) to advanced PME forsenior enlisted and officers, is found in what arecalled the cornerstone orders. All training andevaluation programs throughout the Marine Corpswere designed and based on the guidanceprovided in the following cornerstone orders:

MCO 1553.1B, The Marine Corps Trainingand Education System.MCO 1553.2A, Management for Marine CorpsFormal Schools and Training Detachments.MCO 1553.3A, Unit Training Management.MCO 1553.4B, Professional Military Education.

Chaplain and Religious Program Specialist Expeditionary Skills Training Course

To meet increasing demands placed on the RMTsserving with the FMF, the CMC establishedCREST in 1996 to provide accession-level


training in combat survivability, mobility, andfield operations.

The mission of CREST is to train chaplains andRPs to provide effective religious ministry toMarines and Sailors in an expeditionary and com-bat environment. The CREST program empha-sizes Marine Corps orientation, common combatskills, physical training and conditioning, fieldministry support, religious ministry expedition-ary logistics, and religious ministry support forMarine Corps combat operations. Navy RPs alsoreceive Marine Corps Martial Arts Program train-ing, weapons familiarization, and HMMWV per-mit instruction.

The CREST program is 35 training days (approxi-mately 7 weeks) for RPs and 22 training days(approximately 4 weeks) for chaplains. Being aformal Marine Corps school, the Director ofCREST reports to TECOM. The CREST pro-gram is presently collocated at Camp Johnson,NC, with the Field Medical Service School (East),where it receives administrative, logistical, andinstructional support. The NEC 2401 may beawarded to RPs upon successful completion of theCREST course. Additionally, the NEC 2401 maybe awarded to RPs who laterally convert from theMarine Corps (see NAVPERS 18068F, NavyEnlisted Classifications, chap. 4).

Command Religious Program Personnel Training

Trained volunteers are essential RMT membersfor many CRPs. Local training prepares CRP vol-unteers for specific roles within their local CRP.Chaplains and RPs are the primary coordinatorsfor local CRP volunteer training. Volunteer train-ing programs are developed with the same inten-tions as prescribed military training for chaplainsand RPs. Training requirements, standards, andconditions for volunteer training programs aredefined to meet the identified command needs forall personnel who serve the CRP.

Ecclesiastical/Religious Qualifications

Religious organizations require their clergy tomaintain professional standards, competencies,and/or other qualifications that relate to theirposition as RMPs and the delivery of ministry inthe military setting. These ecclesiastical and reli-gious standards are met through continuing edu-cation units, annual conferences and meetings,and professional retreats and seminars. As RMPs,chaplains have the following ecclesiastical/reli-gious development needs and requirements:

Spiritual growth and renewal (retreats and reli-gious conferences).Intellectual growth (continuing education pro-grams).Preaching and teaching aspects of religiousministry (study and preparation as a part of thedaily or weekly routine).

Individual chaplains must be proactive in pursuingtheir own ecclesiastical/religious development.Chaplains are authorized official travel orders forthe maintenance of their ecclesiastical/religiouscredentials when such travel complies with thecurrent DON travel requirements and restrictions.

Command and Staff CollegeDistance Education Program

The College of Continuing Education (CCE),under TECOM, is the Marine Corps’ college forsupporting and advancing the new Expedi-tionary Warfare School for Distance EducationProgram (EWSDEP) 8650 and the Commandand Staff College for Distance EducationProgram (CSCDEP) 8800. The EWSDEP courseis generally for lieutenants and the CSCDEP isgenerally for lieutenant commanders or com-manders. Successful completion of the CSCDEPwill credit an officer with Joint PME Phase Icredit and will help in future assignment to jointbillets. Because not all officers have the oppor-tunity to attend a resident PME school, the CCE

7-4 ______________________________________________________________________________________________________ MCWP 6-12

delivers PME support to Marines and Sailorsthroughout the world via a network of satellitecampuses. The CCE’s main campus is locatedaboard MCB, Quantico, VA. The CCE satellitecampuses are located at MCBs Lejeune, Pendle-ton, Hawaii, Butler (Okinawa) and Quantico;Marine Corps Air Station Miramar; and NavalAir Station, Pensacola. The seminar programsfor both the EWSDEP and CSCDEP take 2academic years to complete.

Joint Training

As joint training and education opportunitiesdevelop and expand, the role of chaplains andRPs will continue to be reshaped and defined.Complete integration of the RMT role in suchtraining is essential for effective and efficientreligious ministry for joint operations. Inter-Service dialogue and planning for integratedRMT training will continue to expand to meet theemerging requirements. As joint doctrine isdeveloped and revised, the religious ministryrequirements will be identified and defined.Cooperation between Service component com-manders and CCDRs will facilitate training andpreparation for the role of religious ministry inhumanitarian assistance, disaster relief, crisisresponse, or limited contingency operations. Jointtraining is not so much learning new roles, buttraining Service-specific RMT ministry skills tomeet joint and multinational requirements.

Fleet Marine Force Qualified Officer Program

The OPNAVINST 1414.6, Fleet Marine ForceQualif ied Officer Program , identifies therequirements for the Personnel QualificationStandard (PQS) for the Fleet Marine ForceQualified Officer (FMFQO) Program. Navalofficers assigned to the operating forces of the

FMF—MARFORs, MEF components, MARDIV,MAW, MLG, and MEU—may earn the FMFQOdesignation upon meeting all requirementsprescribed in the cited instruction. Attainment ofthe FMFQO designation for a Navy officersignifies an achieved level of excellence andproficiency in Marine Corps operations. Thisdesignation indicates a fundamental under-standing of a MAGTF and its components. TheFMFQO insignia signifies additional generalknowledge that enhances a chaplain’s under-standing and role in warfighting, mission effec-tiveness, and command survivability. The badgeworn by Chaplains is distinguished from the oneworn by the medical community by the absenceof the crossed rifles.

Navy Enlisted Fleet Marine Force Warfare Specialist Program

All RPs serving with FMF units are required toqualify as Enlisted Fleet Marine Force WarfareSpecialists (EFMFWSs). The OPNAVINST1414.4B, Navy Enlisted Fleet Marine Force War-fare Specialist Program, outlines the specificrequirements of this designator. The FMF insig-nia designates that Sailors have acquired knowl-edge that enhances their understanding ofwarfighting, mission effectiveness, and com-mand survivability. The FMF designator is man-datory for all active duty E-1 and above per-sonnel permanently assigned to a Marine Corpscommand and who meet the eligibility require-ments set forth in the instruction. Other enlistedactive duty personnel and Selected Reservistsmay qualify for the FMF designator if they meeteligibility requirement.

Armed Forces Chaplains Board

The Armed Forces Chaplains Board (AFCB) iscomprised of the Chiefs of Chaplains and the


Deputy Chiefs of Chaplains of the Army, AirForce, and Navy and the executive director (non-voting administrator). The AFCB chair rotatesamong the Services, as does the assignment ofexecutive director, who is the board’s only full-time chaplain staff member.

The AFCB advises the Secretary of Defense—through the Office of the Deputy Under Secre-tary of Defense for Military Personnel Policy—on religious, ethical, moral, and ecclesiasticalmatters and coordinates religious ministry activi-ties and polices within the chaplaincies of theMilitary Services (see DODI 5120.08, ArmedForces Chaplains Board Charter).

Naval Support Branch, Logistics Integration Division, Capabilities Development Directorate, MCCDC

Marine Corps Combat Development Commandreligious ministries doctrine officer functions asan action officer for doctrine development ofreligious ministries. In consultation with the Chiefof Chaplains, the Chaplain of the Marine Corps,and the force chaplain at MARFORCOM (whoserves as the proponent for religious ministrydoctrine and publications), the religious ministriesdoctrine officer develops doctrinal products anddistributes them to RMTs in the operating forces.This includes performing and providing coordi-nation for the development of procedures,concepts, strategies, support items, and equipmentemployed in CRPs throughout the Marine Corpsfor the spiritual, moral, physical, and psycho-logical rigors to be faced on future battlefields.

Additionally, the Naval Support Branch providessubject matter expertise and technical advice tothe Chief of Chaplains, the Chaplain of theMarine Corps, the Naval Chaplains School, andthe AFCB.

Training and Education Command, MCCDC

Located at MCCDC, TECOM functions as atraining agency, providing support, personnel,facilities, and resources to the Chief of Chaplainsin meeting training requirements and standards.The TECOM assists the Chief of Chaplains, theChaplain of the Marine Corps, and the ChaplainCorps’ Professional Development Officer (Chiefof Naval Operations [CNO] N977) in the devel-opment, assessment, and administration ofrequired training events as detailed in MCOP3500.44A. The TECOM also has Marine CorpsRecruiting Depots at San Diego, CA, and ParrisIsland, NC; the MAGTF Training Command inTwentynine Palms, CA, and the Mountain War-fare Training Center in Bridgeport, CA, undertheir cognizance.

Navy Knowledge Online

All RMTs are required to register on the NKOWeb site to receive the latest news items from theChaplain of the Marine Corps and adequatelymanage their careers. Registration may be com-pleted by logging into the Web site and follow-ing the directions.

Page number

CLASSIFICATION

APPENDIX ACOMMANDANT OF THE

MARINE CORPS MEMORANDUM

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APPENDIX BRESERVE MOBILIZATION PROCESS FOR

RESERVISTS ON UNIT TABLE OF ORGANIZATION

Coordinates requirements with MSCs and submitsproposal in response to MARFOR tasking

MEF

MARDIV MLG MAW

MARFOR MARFORRES

NOSC

MOB Center - New Orleans

OPNAV N3/5 MOB Cell

Manpower & Res. Affairs/ CMC MPP-60

Final USN Validation

USMC tracksby USMC RTN

USMC Validation

Begins with DMSMessage + MRTM

(ManpowerRequirement

Tracking Module)

NMPS

Combatant Commander Receives Personnel

USN tracksby MOB Event #

Fill RequirementsWrite Orders

Total Force Structure/PP&O

Organizational CoordinationNavy TrackingCoordinationMarine Corps Tracking

Key:

CMC = Commandant of the Marine CorpsDMS = Defense Message SystemMARDIV = Marine divisionMARFOR = Marine Corps forcesMARFORRES = United States Marine Corps

Forces, ReserveMAW = Marine aircraft wingMEF = Marine expeditionary forceMLG = Marine logistics groupMOB = mobilization MPP = Manpower, Plans, Programs, and Budget

MRTM = Manpower Requirement TrackingModule

MSC = major subordinate commandNMPS = naval mobilization processing siteNOSC = Naval Operation Support CenterOPNAV = Office of the Chief of Naval

OperationsPP&O = Plans, Policies and OperationsRTN = requirement tracking numberUSMC = United States Marine CorpsUSN = United States Navy

APPENDIX CSURVEY: US MARINES’

EXPECTATIONS OF OPERATIONAL CHAPLAINS

In this survey, conducted by CREST in March 2006, the ultimate goal was to pro-vide chaplains the information they need to most effectively provide ministry toMarines and Sailors in combat. The CREST staff sought to evaluate expectationsthat Marines in combat had of their RMT. Combat Marines were asked to evaluatechaplain tasks as to their relative personal importance of application in the combatzone. The participants of this survey consisted of 62 US Marines who had been inOIF or OEF within the last 4 years. Marines were also given an opportunity to pro-vide narrative input. See figure C-1 for a complete breakdown of survey participantsby rank.

Interaction with Chaplain

Those surveyed also rated how they perceived the quality of their interaction with thechaplain. Most felt the interaction was positive or mostly positive, but 34% con-sidered the interaction merely neutral. Figure C-2, on page C-2, shows that a verysmall group categorized their interaction with the chaplain as negative.

Figure C-1. Participants by Rank.

Field Grade Officers6%

CompanyGrade Officers

19%

StaffNoncommissioned

Officers26%

NoncommissionedOfficers

31%

Junior Enlisted18%

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The perception of the quality of interaction could be directly related to the frequencyof interaction (ministry of presence). Given the overall positive attitude towardchaplains, tied to the moderate frequency of interaction, this study surmised thatneutral perception of interaction with the chaplain would be enhanced with a greaterfrequency of purposeful interaction and presence with the Marines.

Specific Trends of the Survey

As a result of the survey, participants categorized the following trends as priorities:

Frequent presence and interaction with a chaplain is a priority for Marines.The highest expectation for chaplains amog all Marines is to conduct memorialceremonies to honor fallen comrades, followed closely by providing comfort tothose grieving for wounded or killed comrades.Participants expressed moderate value for advisory tasks. These would includeadvising the command concerning such diverse topics as cultural awareness orsuicide awareness. Encouragement tasks were of relatively lower importance to respondents.

Figure C-2. Quality of Interaction with Chaplain.

Negative2%

Neutral34%

Somewhat positive24%

Positive40%

Somewhat negative(less than 1%)

Religious Ministry in the United States Marine Corps ________________________________________________________ C-3

Broad Conclusions for Ministry Applications

As a result of the survey, participants considered that the following conclusions werepriorities:

Chaplains need to be with Marines. The ministry goal of presence is to estab-lish the necessary relationships with personnel in preparation for possible griefministry following combat operations.In order to maneuver the combat zone to practice ministry of presence, theRMTs need to train to skills. Considering the high importance among Marinesfor memorial ceremonies, RMT training should also emphasize attention to thistask.Knowledge of simple logistical procedures would enable RMTs to adapt minis-try of presence to operational tempo. Chaplains assigned to FMF units would bewell served to receive ongoing training in pastoral care.

GLOSSARYSECTION I. ACRONYMS AND ABBREVIATIONS

AAR . . . . . . . . . . . . . . . . . . . . .after action reportADSW. . . . . . . . . . . .active duty for special workADT . . . . . . . . . . . . . . . . .active duty for trainingAFCB . . . . . . . . .Armed Forces Chaplains BoardAMD . . . . . . . . . . Activity Manpower DocumentARC. . . . . . . . . . . . . . . . . . . American Red CrossATP. . . . . . . . . . . . . . . .additional training period

BUPERSINST . . . . . . . . . . . . . . Bureau of NavalPersonnel Instruction

CA. . . . . . . . . . . . . . . . . . . . . . . chaplain assistantCACO . . . . . . . . . casualty assistance calls officerCCDR.. . . . . . . . . . . . . . . . combatant commanderCCE. . . . . . . . . .College of Continuing EducationCCPO . . . . .Chaplain Candidate Program OfficerCMC . . . . . . . .Commandant of the Marine CorpsCNO . . . . . . . . . . . . . . Chief of Naval OperationsCOA. . . . . . . . . . . . . . . . . . . . . . . course of actionCOMNAVRESFORCOM . . . . . . .. Commander,

Naval Reserve Forces CommandCOMREL . . . . . . . . . . . . . . .community relationsCOSC. . . . . . . . .combat operational stress controlCREDO. . . . . . . . . . . . . . . . . Chaplains Religious

Enrichment Development OperationCREST. . . . . . . . Chaplain and Religious Program

Specialist Expeditionary Skills TrainingCRP. . . . . . . . . . . . . command religious programCSCDEP. . . . . . . . . Command and Staff College

for Distance Education Program

DEERS . . . . . . . . . . . . . . . . . Defense EnrollmentEligibility Reporting System

DMS . . . . . . . . . . . . . . .Defense Message SystemDOD . . . . . . . . . . . . . . . . .Department of DefenseDODD. . . . . . . . Department of Defense directiveDODI. . . . . . . Department of Defense instructionDON.. . . . . . . . . . . . . . . .Department of the NavyDRRS. . . . . Defense Readiness Reporting System

EFM . . . . .Exceptional Family Member ProgramEFMFWS. . . . . . . . . . . . . . .Enlisted Fleet Marine

Force Warfare SpecialistEPW. . . . . . . . . . . . . . . . . . enemy prisoner of war

ESORTS . . . . . . . . . . . . . . . . .Enhanced Status of Resources and Training System

EWSDEP. . . . . Expeditionary Warfare School forDistance Education Program

FAP. . . . . . . . . . . . . . Family Advocacy ProgramFMF. . . . . . . . . . . . . . . . . . . . .Fleet Marine ForceFMFQO. . . . . . . . . . . . . . . . . .Fleet Marine Force

Qualified OfficerFRAGO. . . . . . . . . . . . . . . . . . .fragmentary orderFRO. . . . . . . . . . . . . . . . . family readiness officer

G-1 . . . . . . . . . . . . . . . . . . . . . . brigade or higher manpower staff officer

G-3 . . . . . . . . . . . . . . . . . . . . . . brigade or higher operations staff officer

G-4 . . . . . . . . . . . . . . . . . . . . . . brigade or higher logistics staff officer

G-6 . . . . . . . . . . . . . . . . . . . . . . brigade or highercommunications system staff officer

GCE . . . . . . . . . . . . . . . . ground combat element

HCA. . . . . . . . . humanitarian and civic assistanceHMMWV.. . . . . . . . . . . . . . . . . . . . high mobility

multipurpose wheeled vehicleHQMC . . . . . . . . . . .Headquarters, Marine Corps

IA . . . . . . . . . . . . . . . . . . . . individual augmenteeIDT . . . . . . . . . . . . . . . . . . . inactive duty trainingIDTT . . . . . . inactive duty for training with travel

J-3 . . . . . . . . . . . . . . . . operations directorate of ajoint staff; operations staff section

J-4 . . . . . . . . . . . . . . . . . . logistics directorate of ajoint staff; logistics staff section

J-6 . . . . . . . . . . . . . . . . . . communications system directorate of a joint staff

JMETL . . . . . . . . joint mission-essential task listJP. . . . . . . . . . . . . . . . . . . . . . . . . joint publication

LCE. . . . . . . . . . . . . . . . logistics combat elementL.I.N.K.S. . . . . . . . . . . . . . . . Lifestyles, Insights,

Networking, Knowledge, and Skills

Glossary-2 _____________________________________________________________________________________________ MCWP 6-12

M4L . . . . . . . . . . . . . . . . . . . . . . .Marine for LifeMAGTF. . . . . . . . . . Marine air-ground task forceMARDIV. . . . . . . . . . . . . . . . . . . Marine divisionMARFOR . . . . . . . . . . . . . . .Marine Corps forcesMARFORCOM . . . . . . . . . United States Marine

Corps Forces CommandMARFORPAC . . . . . . . . . ..United States Marine

Corps Forces, PacificMARFORRES. . . . . . . . . . ..United States Marine

Corps Forces, ReserveMAW . . . . . . . . . . . . . . . . . .Marine aircraft wingMCB.. . . . . . . . . . . . . . . . . . . . Marine Corps baseMCBul . . . . . . . . . . . . . . . Marine Corps bulletinMCCDC. . . . . . . . . . . . . . . Marine Corps Combat

Development CommandMCCLL. . . . . . . . . . . . . . . . . . . . . . Marine Corps

Center for Lessons LearnedMCCS. . . . . .Marine Corps Community ServicesMCDP . . . . . .Marine Corps doctrinal publicationMCFTB. . . . . . . . . . . . . . . . . . . . . .Marine Corps

Family Team BuildingMCMP . . . . . .Marine Corps Mentoring ProgramMCO . . . . . . . . . . . . . . . . . . . .Marine Corps orderMCRP . . . . . .Marine Corps reference publicationMCT . . . . . . . . . . . . .Marine Corps Tactical TaskMCTL . . . . . . . . . . . . . . . . Marine Corps task listMCWP . . . . . . . . . . . . . . . . . . . . . . Marine Corps

warfighting publicationMEF. . . . . . . . . . . . . . Marine expeditionary forceMEFREL... . . . . . . . . . . . . .Marine expeditionary

force, religiousMET . . . . . . . . . . . . . . . . . .mission-essential taskMETL . . . . . . . . . . . . . .mission-essential task listMEU.. . . . . . . . . . . . . . Marine expeditionary unitMILPERSMAN . . . . . military personnel manualMLG.. . . . . . . . . . . . . . . . Marine logistics groupMOS . . . . . . . . . . military occupational specialtyMOST . . . . . .Marine Operational Stress TrainingMSC . . . . . . . . . . . . major subordinate command

NAVMC DIR.. . . . . . . . . . . . Navy/Marine Corpsdepartmental publication directive

NAVPERS . . . . . . . . . . . . . . . . . . . naval militarypersonnel manual

NEC . . . . . . . . . . . . .Navy enlisted classificationNESA . . . . . . . . . . Noble Eagle Sailor AdvocacyNGO . . . . . . . . . . .nongovernmental organizationNIPRNET.. . . . . . . . . . . . . . . Non-Secure Internet

Protocol Router NetworkNKO . . . . . . . . . . . . . . . Navy Knowledge Online

NOSC . . . . . . . Navy Operational Support CenterNR. . . . . . . . . . . . . . . . . . . . . . . . . . Navy Reserve

O&M. . . . . . . . . . . . . .operation and maintenanceOCONUS . . . . . . . . . . . . . . . . . . . . . . outside the

continental United StatesOEF. . . . . . . . . . . . Operation Enduring FreedomOIC . . . . . . . . . . . . . . . . . . . . . . . officer in chargeOIF. . . . . . . . . . . . . . . . . Operation Iraqi FreedomOPLAN . . . . . . . . . . . . . . . . . . . . . .operation planOPNAVINST.. . . . . . . . . . . . . . . . Chief of Naval

Operations instructionOPORD. . . . . . . . . . . . . . . . . . . . . operation orderOSCAR . . . . . . . . . . . . . . . . . . Operational Stress

Control and Readiness

PDTC . . . . . . . . . . . . . . . . . . . . . . . . ProfessionalDevelopment Training Course

PDTW . . . . . . . . . . . . . . . . . . . . . . . . ProfessionalDevelopment Training Workshop

PME. . . . . . . . . . . professional military educationPQS . . . . . . . . . Personnel Qualification StandardPREP. . . . . . . . . . . . . . . . . . . . . . . Prevention and

Relationship Enhancement ProgramsPRP. . . . . . . . . . . . . . personnel recovery platoonPTSD. . . . . . . . . . . . posttraumatic stress disorder

RMP. . . . . . . . . . . .religious ministry professionalRMT.. . . . . . . . . . . . . . . . religious ministry teamRO. . . . . . . . . . . . . . . . . . . . . . responsible officerROF. . . . . . . . . . . . . . . . . .religious offering fundRP.. . . . . . . . . . . . . . . religious program specialist

S-1. . . . . . . battalion or regiment manpower staffS-3. . . . . . . battalion or regiment operations staffS-4. . . . . . . . . battalion or regiment logistics staffS-6. . . . . . . . . . . . . . . . . . . . battalion or regiment

communications system staffSAPR . . . . . . . . . . . . . . . . . . . . . . . sexual assault

prevention and responseSECNAVINST . . . . . . . . . . . . . . Secretary of the

Navy instructionSIPRNET . . . . . . . . . . . . . . . . .SECRET Internet

Protocol Router NetworkSMCR . . . . . . . . . Selected Marine Corps ReserveSOP . . . . . . . . . . . . .standing operating procedureSORTS . . . . . . . . . . . . . . . . . Status of Resources

and Training SystemSSTP . . . . . . . .surgical shock and trauma platoon

Religious Ministry in the United States Marine Corps _______________________________________________ Glossary-3

T/E . . . . . . . . . . . . . . . . . . . . . table of equipmentTECOM . . . . .Training and Education CommandT/O . . . . . . . . . . . . . . . . . . . table of organizationT&R . . . . . . . . . . . . . . . . . .training and readiness

UCMJ . . . . . . . Uniform Code of Military JusticeUS . . . . . . . . . . . . . . . . . . . . . . . . . . United States

USNORTHCOM . . . . . . . . . . . . . . United StatesNorthern Command

VTU . . . . . . . . . . . . . . . . . voluntary training unit

WT . . . . . . . . . . . . . . . . . . . . . . warrior transition

Glossary-4 _____________________________________________________________________________________________ MCWP 6-12

SECTION II. DEFINITIONS

assault support request—The method forrequesting lifts of opportunity from operationalarea assault aircraft to move between camp andbases. Usually requires 3 to 7 days advance plan-ning and approval.

clergy—As used in doctrine publications, refersto all professionally qualified religious leaders/representatives endorsed by religious faith groupsfor chaplaincy in both the military and civiliansector.

Coalition—An ad hoc arrangement between twoor more nations for common action. (JP 1-02)

combatant command chaplain—The seniorchaplain assigned to the staff of, or designatedby, the combatant commander to provide adviceon religion, ethics, and morale of assigned per-sonnel and to coordinate religious ministrieswithin the combatant commander’s area ofresponsibility. (JP 1-02)

command advisory task—A task to advise andprovide counsel to the commander on personal,family, and unit readiness, including the reli-gious ministry mission and requirements, morale,moral and ethical issues, core values, and reli-gious ministry personnel, resources, and logistics.

command chaplain—The senior chaplainassigned to or designated by a commander of astaff, command, or unit. (JP 1-02)

command religious program—A program thatprovides religious ministry support that isplanned, programmed, budgeted, and imple-mented to meet identified religious ministry sup-port requirements. Also called CRP.

commander’s intent—A concise expression ofthe purpose of the operation and the desired endstate. It may also include the commander’s assess-ment of the adversary commander’s intent and anassessment of where and how much risk is accept-

able during the operation. (JP 1-02) A com-mander’s clear, concise articulation of thepurpose(s) behind one or more tasks assigned to asubordinate. It is one of two parts of every mis-sion statement which guides the exercise of initia-tive in the absence of instructions. (MCRP 5-12C)

commander’s planning guidance—Directionsand/or instructions which focus the staff’s courseof action development during the planning process.(MCRP 5-12C)

confidential—The acts of religion, matters ofconscience, and any other information conveyedsecretly or in confidence to a chaplain or reli-gious program specialist serving in their officialcapacities as a religious ministry team. Confi-dential communication may be conveyed throughoral or written means, including electronically.

course of action—1. Any sequence of activitiesthat an individual or unit may follow. A possibleplan open to an individual or commander thatwould accomplish, or is related to the accomplish-ment of the mission. (Part 1 of a 5 part definition,JP 1-02)

design for ministry—A comprehensive docu-ment identifying a command’s religious ministryrequirements, mission, program goals, plannedministry objectives, ministry programs, plan ofaction and milestones, religious ministry budgetproposal, a religious ministry spending plan.

free exercise of religion—The constitutionalguarantee that each citizen has the right to hold,practice, and express the tenets of his or her reli-gion or religious beliefs within the restrictions ofapplicable laws and military regulations. “Con-gress shall make no law respecting an establish-ment of religion, or prohibiting the free exercisethereof; or abridging the freedom of speech, or ofthe press; or the right of the people peaceably toassemble, and to petition the Government for aredress of grievances.” (US Constitution, FirstAmendment)


joint—Connotes activities, operations, organiza-tions, etc., in which elements of two or more Mil-itary Departments participate. (JP 1-02)

joint operations—A general term to describemilitary actions conducted by joint forces, or byService forces in relationships (e.g., support,coordinating authority), which, of themselves, donot establish joint forces. (JP 1-02)

joint task force—A joint force that is consti-tuted and so designated by the Secretary ofDefense, a combatant commander, a subunifiedcommander, or an existing joint task force com-manders. Also called JTF. (JP 1-02)

lay leader—A volunteer appointed by the com-manding officer and supervised and trained bythe command chaplain to serve for a period oftime to meet the needs of a particular religiousfaith group when their military chaplains are notavailable. The lay leader may conduct services,but may not exercise any other activities usuallyreserved for the ordained clergy. See also com-batant command chaplain; command chap-lain; religious ministry team. (JP 1-02)

lay-led religious service—A religious/faith groupservice conducted by a command-appointedreligious lay leader. Lay-led services are not equi-valent to divine services conducted by chaplainsor ordained civilian clergy. Lay-led services aresubject to chaplain supervision. Lay-led servicesconstitute temporary accommodation of specificreligious needs.

noncombatant evacuation operations—Opera-tions directed by the Department of the State orother appropriate authority, in conjunction withthe Department of Defense, whereby noncomba-tants are evacuated from foreign countries whentheir lives are endangered by war, civil unrest, ornatural disaster to safe havens or to the UnitedStates. Also call NEOs. (JP 1-02)

operational area—An overarching term encom-passing more descriptive terms for geographicareas in which military operations are conducted.Operational areas include, but are not limited to,

such descriptors as area of responsibility, theaterof war, theater of operations, joint operationsarea, amphibious objective area, joint specialoperations area, and area of operations. (JP 1-02)

operational religious ministry—Those tasksand professional services performed by the reli-gious ministry team in direct support of theMarines, Sailors, family members and otherauthorized personnel of the command to whichthey are assigned. It includes, but is not limitedto, such religious ministry activities and pro-grams as divine services, sacraments, rites, ordi-nances, pastoral counseling, visitation, religiousand morals education, ethics education, criticalincident debriefings, and advising the commanderon religion, ethics, morals, morale and indigenousreligions and customs.

operational religious ministry principles—Thebasis for the conduct of religious ministry in theMarine Corps: ministry of purpose, mission andfocus of effort, planning, and mutual support.

operation order—A directive issued by a com-mander to subordinate commanders for the pur-pose of effecting the coordinated execution of anoperation. Also called OPORD. (JP 1-02)

outreach task—A task to provide and facilitateprograms that nurture, develop, and reinforce thespiritual development of service members andtheir family members, encouraging and enablinginterpersonal communication and personal growth.

pastoral care—Broad spectrum of activitiesperformed by chaplains to enhance the spiritual,emotional, and physical well-being of servicemembers, their families, and other authorizedpersonnel. Faith-specific ministry/sacramentalacts are appropriate when conducting divine ser-vices and to individuals when consent is provided.

pastoral care task—A task to provide a positiveinfluence by establishing relationships withpersonnel and demonstrating an interest in theirlives. Frequently it provides opportunities to assistindividuals who may be having any number ofpersonal difficulties. It may include prayer or

Glossary-6 _____________________________________________________________________________________________ MCWP 6-12

sacramental acts. It may include acting as aspiritual mentor to an individual Marine orauthorized civilian according to the Chaplain’sfaith background. Pastoral care as a spiritualmentor is appropriate with permission. It isinappropriate without permission. Also calledministry of presence.

peace building—Stability actions, predomi-nately diplomatic and economic, that strengthenand rebuild governmental infrastructure and insti-tutions in order to avoid a relapse into conflict.Also called PB. (JP 1-02)

privileged communication—Communications toclergy held confidential as a matter of publicpolicy and outweighing the government’s interestin securing a criminal prosecution. The chaplain,the penitent, and even certain third parties presentduring the communication cannot be compelled todisclose qualifying communications. “Privilege”is applied when a communication is made to achaplain in his/her capacity as a spiritual advisoror to a chaplain’s assistant acting in an officialcapacity. Also called clergy privilege; priest-penitent privilege; religious privilege.

religious accommodation—To provide suitablyor supply the doctrinal or traditional observancesof the religious faith practiced by individualmembers when these doctrines or observanceswill not have an adverse impact on military readi-ness, individual or unit readiness, unit cohesion,health, safety or discipline. In accordance withSECNAVINST 1730.8B, accommodation of amember’s religious practices cannot be guaran-teed at all times but must depend on militarynecessity. Determination of necessity restsentirely with the commanding officer.

religious ministry—The entire spectrum ofprofessional duties to include providing for facili-tating essential religious needs and practices,pastoral care, family support programs, religiouseducation, volunteer and community activities,and programs performed to enhance morale andmoral, ethical and personal well-being. Enlistedreligious support personnel assist the chaplain inproviding religious ministry.

religious ministry and accommodation task—A task to provide and facilitate operational reli-gious ministry, worship, prayer, spiritual direc-tion, sacraments, ordinances, and/or practices ofpersonnel to facilitate the free exercise of reli-gion for the Marines and Sailors serving in theMarine Corps, their family members, and otherauthorized personnel. See also free exercise ofreligion, religious accommodation; religiousministry.

religious ministry plan—A plan that describesthe way in which religious personnel will pro-vide religious ministry to all members of a jointforce. When approved by the commander, it maybe included as an annex to operation plans.

religious ministry professional—An individualendorsed to represent a religious organizationand to conduct observances or ceremonies. Areligious ministry professional (RMP) is a fullyqualified member of the clergy for those reli-gious organizations that have a tradition ofprofessional clergy or their equivalents. The reli-gious organization’s endorsement verifies that anRMP is professionally qualified to serve as achaplain in the military and meets the graduateeducation and religious leadership requirementsof DODI 1304.28.

religious ministry tasks—The six components ofreligious ministry that constitute the commandreligious program: advise the commander,provide/facilitate for the freedom of religionthrough religious ministry accommodations,provide pastoral care, provide religious ministryoutreach, provide training and education, andprovision of resource management (supervisoryand administrative).

religious ministry team—A team that consistsof the chaplain(s), religious program special-ist(s), and other designated command members(e.g., chaplain’s assistants, civilian staff,appointed lay leaders). Each religious ministryteam’s (RMT’s) composition will be determinedby the command's mission and table of organiza-tion. Each RMT will have a minimum of oneassigned Navy chaplain.


religious program specialist—A Navy enlistedassistant who supports a chaplain in planning,programming, administering, and coordinatingthe command religious program. A religious pro-gram specialist is a combatant who provides forceprotection and physical security for a chaplain inoperational environments. Also called RP. (Thisterm and its definition are proposed for inclusionin the next edition of MCRP 5-12C)

spirituality—The expression of the spiritualnature in thoughts (forgiveness, mercy, salvation,thankfulness, etc.), practices (prayer, attendingworship, study, charity, service, etc.), and rela-tionships (faith community, the divine, humanity,etc.).

stability operations—An overarching termencompassing various military missions, tasks,and activities conducted outside the United Statesin coordination with other instruments of national

power to maintain or reestablish a safe and secureenvironment, provide essential governmental ser-vices, emergency infrastructure reconstruction,and humanitarian relief. (JP 1-02)

supervisory and administrative task—A task tosupervise the work and professional develop-ment of religious ministry and other commandpersonnel (military and civilian, employed andvolunteer) and other command personnel and toadminister and manage the command's religiousministry mission.

training and education task—A task to provideand facilitate training opportunities, as required,for religious instruction and education, moral andethical reasoning, spiritual aspects of core val-ues, religious ministry personnel, religious layleaders, personal spiritual development and per-sonal and family readiness.

REFERENCES AND RELATED PUBLICATIONS

Federal Publications

Executive Order 13223, Ordering the Ready Reserve of the Armed Forces to Active Duty andDelegating Certain Authorities to the Secretary of Defense and the Secretary of Transportation

United States Code, Title 10, Armed Forces, Chapter 555, Section 6031, Chaplains: Divine Services

Uniform Code of Military Justice

United States Manual of Courts-Martial, Military Rules of Evidence 503, Communications to Clergy

Federal Acquisition Regulations

Department of Defense Directives (DODDs)

1304.19 Appointment of Chaplains for the Military Departments

3025.1 Military Support to Civil Authorities

3025.15 Military Assistance to Civil Authorities

6490.5 Combat Stress Control Programs

Department of Defense Instructions (DODIs)

1300.17 Accommodation of Religious Practices Within the Military Services

1304.28 Guidance for the Appointment of Chaplains for the Military Departments

5010.37 Efficiency Review, Position Management, and Resource Requirements Determination

5120.08 Armed Forces Chaplains Board Charter

Chairman of the Joint Chiefs of Staff Manual (CJCSM)

3500.03B Joint Training Manual for the Armed Forces of the United States

Joint Publications (JPs)

1-02 Department of Defense Dictionary of Military and Associated Terms

1-05 Religious Support in Joint Operations

3-0 Joint Operations

3-16 Multinational Operations

References-2 __________________________________________________________________________________________ MCWP 6-12

4-0 Doctrine for Logistic Support of Joint Operations

4-05 Joint Mobilization Planning

Navy Personnel Manuals (NAVPERSs)

15560D Naval Military Personnel Manual

15607C Casualty Assistance Calls Officer Handbook

15839I Manual of Navy Officer Manpower and Personnel Classifications, Volume I(Major Code Structures)

15909B Enlisted Transfer Manual

18068F Navy Enlisted Classifications

Navy/Marine Corps Directives (NAVMCDIRs)

1500.58 Marine Corps Mentoring Program (MCMP) Guidebook

1754.6A Marine Corps Family Team Building (MCFTB)

Secretary of the Navy Instructions (SECNAVINSTs)

1730.7D Religious Ministry Support Within the Department of the Navy

1730.8B Accommodation of Religious Practices

1730.9 Confidential Communications to Chaplains

1730.10 Chaplain Advisement and Liaison, January 2009

1752.3B Family Advocacy Program (FAP)

1752.4A Sexual Assault Prevention and Response

1754.5B Exceptional Family Member Program

3006.2 Department of the Navy Implementing Procedures for the Humanitarian and Civic Assistance (HCA) Program

3300.2B Department of the Navy (DON) Antiterrorism (AT) Program

3461.3 Programs for Prisoners of War and Other Detainees

5216.5D Department of the Navy Correspondence Manual, w/ch 1

7010.6A Religious Offering Fund

Secretary of the Navy Notice (SECNAV Notice)

1730 Holy Days and Days of Religious Observance

Religious Ministry in the United States ____________________________________________________________ References-3

Chief of Naval Operations Instructions (OPNAVINSTs)

1001.20_ Standardized Policy and Procedures for the Active Duty for Special Work (ADSW) and One Year Recall (OYR) Program

1414.4B Navy Enlisted Fleet Marine Force Warfare Specialist Program

1414.6 Fleet Marine Force Qualified Officer Program

1730.1D Religious Ministry in the Navy

3461.1 Enemy Prisoners of War, Retained Personnel, Civilian Internees and Other Detainees

6110.1H Physical Readiness Program, w/ch 1

Bureau of Naval Personnel Instructions (BUPERSINSTs)

1001.39_ Administrative Procedures for Navy Reservists on Inactive Duty

1610.10A Navy Performance Evaluation System

Marine Corps Doctrinal Publications (MCDPs)

1-0 Marine Corps Operations

5 Planning

Marine Corps Reference Publications (MCRPs)

3-0A Unit Training Management Guide

4-11.3G Unit Embarkation Handbook

5-12C Marine Corps Supplement to the Department of Defense Dictionary of Military and Associated Terms

5-12D Organization of Marine Corps Forces

6-11C Combat Stress

6-12A Religious Ministry Team Handbook

6-12B Religious Lay Leaders Handbook

6-12C Commander’s Handbook for Religious Ministry Support

Marine Corps Warfighting Publications (MCWPs)

4-11.7 MAGTF Supply Operations

5-1 Marine Corps Planning Process

References-4 __________________________________________________________________________________________ MCWP 6-12

3-37.5 Multiservice Procedures for Nuclear, Biological, and Chemical (NBC) Defense ofTheater Fixed Sites, Ports, and Airfields

Marine Corps Orders (MCOs)

P1000.6G Assignment, Classification, and Travel Systems Manual

P1020.34G Marine Corps Uniform Regulations, w/chs 1-5

P3040.4E Marine Corps Casualty Procedures Manual

P3500.44A Religious Ministry Team (RMT) Training & Readiness Manual

P4200.15G Marine Corps Purchasing Procedures Manual

1306.16E Conscientious Objectors

1500.58 Marine Corps Mentoring Program

1553.1B The Marine Corps Training and Education System

1553.2A Management for Marine Corps Formal Schools and Training Detachments

1553.3A Unit Training Management

1553.4B Professional Military Education

1730.6D Command Religious Programs in the Marine Corps

1752.5A Sexual Assault Prevention and Response Program

1754.6A Marine Corps Family Team Building (MCFTB)

1754.8A Marine for Life (M4L) Program

3120.9B Policy for Marine Expeditionary Units, w/ch 1

3440.7A Marine Corps Support to Civil Authorities

3461.1 Enemy Prisoners of War, Retained Personnel, Civilian Internees and Other Detainees

3500.26A Universal Naval Task List (UNTL)

3574.2K Marine Corps Combat Marksmanship Programs

5311.1C Total Force Structure Process (TFSP), w/ch 1

7010.17A Religious Offering Fund

Marine Corps Bulletin (MCBul)

1754 Primary Duty Family Readiness Officers (FROs)

Religious Ministry in the United States ____________________________________________________________ References-5

Army Field Manuals (FMs)

3-05.40 Civil Affairs Operations (FM 41-10)

100-23 Peace Operations

Miscellaneous

United States Navy Regulations, 1990

United States Marine Corps, Concepts and Programs, 2008

Paul McLaughlin, The Chaplain’s Evolving Role in Peace and Humanitarian Relief Operations.Peaceworks 46 (Washington, D.C.: U.S. Institute of Peace Press, 2002), p.11.

Leaders Guide for Managing Marines in Distress, Marine Corps Community Services

US Navy Chaplain Gregory N. Todd, Expectations for Operational Chaplains Among US Marines:Implications for Ministry and Training Priorities, CREST, Camp Lejeune, N.C., March 2006.

Geneva Convention of 1949

Secretary of Defense Memorandum, Utilization of the Total Force, 19 January 2007