MCWP 6-12

Religious Ministry in the

United States Marine Corps

IS
S E MPER FIDEL

US Marine Corps

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 DEPARTMENT OF THE NAVY
Headquarters United States Marine Corps
Washington, DC 20380-1775
16 September 2009
FOREWORD
Marine Corps Warfighting Publication (MCWP) 6-12, Religious Ministry in the United
States 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 provides
the basis for how we train, plan, prepare, and provide for the free exercise of religion for
Marines, 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 Marine
Corps. It provides guidance for commanders, chaplains, religious program specialists, lay
leaders, and support personnel.
This publication supersedes MCWP 6-12, Religious Ministry Support in the US Marine
Corps, dated 15 June 2001.
Reviewed and approved this date.
BY DIRECTION OF THE COMMANDANT OF THE MARINE CORPS

GEORGE J. FLYNN
Lieutenant 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 describes
the Chaplain Corps’ philosophy for delivering religious ministry to the Marine
Corps. This ministry is made possible by the partnership formed between the United
States Marine Corps and the United States Navy Chaplain Corps, forged in freedom
and 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 the
Department of the Navy Strategic Plan for Religious Ministry is implemented. The
Commandant of the Marine Corps endorsed this plan in his September 2007 letter
(appendix A of this publication), validating our core capabilities, and tasking the
Chaplain Corps with transforming this plan into action on the ground. This keystone
publication provides commanders and religious ministry teams a clear understanding
of 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 States
Marine Corps.

MARK L. TIDD
Rear Admiral, Chaplain Corps, U.S. Navy
Deputy Chief of Navy Chaplains
Chaplain 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. Fundamentals
Authority and Responsibility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-1
Mission and Vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-1
Free Exercise of Religion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-1
Chaplain’s Noncombatant Status . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-2
Religious Program Specialist’s Combatant Status . . . . . . . . . . . . . . . . . . . . . 1-2
Religious Ministry Team . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-2
Religious Ministry Team Garrison/Base Support . . . . . . . . . . . . . . . . . . . . . 1-3
Religious Program Specialist Support . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-4
Marine Chaplain Assistants . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-5
Institutional Ministry in the Marine Corps . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-5
Professional Qualifications. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-5
Uniform Standards . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-6
Form of Address . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-6
Code of Ethics for Navy Chaplains . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-6

Chapter 2. Organization and Administration of Religious Ministry Personnel

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

Chapter 3. Religious Ministry Principles for the Marine Corps

The Mandate of Religious Ministry . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-1
Religious Organizational Endorsement
and Command Religious Program Requirements . . . . . . . . . . . . . . . . . 3-1
Mission-Essential Task List . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-1
Defense Readiness Reporting System . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-3
Religious Ministry Principles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-3
Confidential Communication . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-8
Pastoral/Professional Care Network . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-9
Marine Corps Family Team Building and Other Supported Programs . . . . . 3-9
Self-Care . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-11
 _______________________________________________________________________________________________________
vi MCWP 6-12

Chapter 4. Staff Officer Tasks

Military Organization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-1
Officer Tasks. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-1
Appropriated Funds Management Principles . . . . . . . . . . . . . . . . . . . . . . . . . 4-4
Nonappropriated Funds. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-5
Material Readiness and Accountability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-5
Command Religious Program Tables
of Equipment and Property Accounts . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-5
Command Religious Program Facilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-5
Community Relations Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4-6
Authority to Sign “By Direction” . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-6

Chapter 5. Core Capabilities

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

Chapter 6. Combat Ministry Readiness

Formation: Establishing the
Religious Ministry Team for Combat Operations. . . . . . . . . . . . . . . . . . 6-1
Coordinated Efforts Between Commands. . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-2
Component Religious Ministry . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-2
Planning: Develop the Religious Ministry Estimate Situation . . . . . . . . . . . . 6-2
Tasks for Command and Supervisory Chaplains . . . . . . . . . . . . . . . . . . . . . . 6-3
Basic Predeployment Preparations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-3
Deployment/Employment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-8
Nongovernmental Organizations Support. . . . . . . . . . . . . . . . . . . . . . . . . . . 6-10
Crisis Response or Limited Contingency Operations . . . . . . . . . . . . . . . . . . 6-11
Religious Support to Civil Affairs
and Humanitarian and Civic Assistance Operations. . . . . . . . . . . . . . . 6-11
Peace Building . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-12
Postdeployment Programs. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-12
Marine Corps Combat Operational Stress Control Program . . . . . . . . . . . . 6-13

Chapter 7. Training, Professional

Military Education, and Resource Support
Professional Competence and Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-1
Naval Chaplains School Courses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-1
Chaplain Corps Officer Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-1
Religious Program Specialist Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-2
Training and Readiness Manual . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-2
Chaplain and Religious Program
Specialist Expeditionary Skills Training Course . . . . . . . . . . . . . . . . . . 7-2
Command Religious Program Personnel Training . . . . . . . . . . . . . . . . . . . . . 7-3
 ________________________________________________________
Religious Ministry in the United States Marine Corps vii

Ecclesiastical/Religious Qualifications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-3

Command and Staff College Distance Education Program . . . . . . . . . . . . . . 7-3
Joint Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-4
Fleet Marine Force Qualified Officer Program . . . . . . . . . . . . . . . . . . . . . . . 7-4
Navy Enlisted Fleet Marine Force Warfare Specialist Program . . . . . . . . . . 7-4
Armed Forces Chaplains Board . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-4
Naval Support Branch, Logistics Integration
Division, Capabilities Development Directorate, MCCDC . . . . . . . . . . 7-5
Training and Education Command, MCCDC . . . . . . . . . . . . . . . . . . . . . . . . 7-5
Navy Knowledge Online . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-5

Appendices
A Commandant of the Marine Corps Memorandum . . . . . . . . . . . . . . . . . A-1
B Reserve Mobilization Process for
Reservists on Unit Table of Organization . . . . . . . . . . . . . . . . . . . . . . . B-1
C Survey: US Marines’ Expectations of Operational Chaplains . . . . . . . . C-1

Glossary

References and Related Publications

 CHAPTER 1
FUNDAMENTALS
provide the following four capabilities to accom-
Authority and Responsibility plish this mission:

This publication sets forth the United States z Facilitate. Chaplains and RPs are trained and
Marine Corps’ doctrine of religious ministry. The certified to manage and execute command reli-
principles and doctrine contained in this publica- gious programs (CRPs) that accommodate
tion constitute the formal authority and assign- diverse religious requirements.
ment of implementation responsibilities to all z Provide. Chaplains meet faith group specific
commanders by the Commandant of the Marine needs, including worship services, rites, reli-
Corps (CMC). It has been prepared in accor- gious and/or pastoral counsel, scripture study,
dance with policy as set forth by the Secretary of and religious education. Religious program
the Navy Instruction (SECNAVINST) 1730.7D, specialists are uniquely trained to support
Religious Ministry Support Within the Depart- religious accommodation.
ment of the Navy; Marine Corps Order (MCO) z Care. Chaplains, supported by RPs, deliver
1730.6D, Command Religious Programs in the specific institutional care, counseling, and
Marine Corps; and SECNAVINST 1730.9, Con- coaching that attends to the personal, spiri-
fidential Communications to Chaplains. tual, and relational needs beyond a faith group
specific context.
Guidance in this publication requires judgment in z Advise. Chaplains advise commanding officers
its application. Chaplains are encouraged to focus on issues relating to morals, ethics, spiritual
their role in the accommodation and delivery of well-being, and morale. Within the boundaries
religious ministry, to include advising the com- of their noncombatant status, chaplains advise
mander as set forth in SECNAVINST 1730.7D, on the impact of religion on operations. Chap-
and related instructions. Guidance provided in lains and RPs train and educate leaders at all
this publication should be followed, except when, levels in moral decisionmaking, cultural aware-
in the judgment of the commander, exceptional ness, and cross-cultural communications.
circumstances dictate otherwise. Most of the con-
tent is applicable for garrison, base ministry, and The overarching vision and outcome for RMTs is
operational ministry, unless specifically noted. to ensure that Marines, Sailors, and their families
are mission ready—demonstrating spiritual,
moral, and ethical maturity, supported by the
Mission and Vision innovative delivery of religious ministry and com-
passionate pastoral care.
The mission of religious ministry in the Marine
Corps is to deliver religious accommodation,
care, and advisement in order to strengthen faith, Free Exercise of Religion
values, and virtues, so that Marines, Sailors, and
their families may best serve their country. Reli- Marine commanders are responsible for the free
gious ministry teams (RMTs) (comprised of a exercise of religion and religious support pro-
chaplain and religious program specialist [RP]) grams within their units. Navy chaplains and RPs
 ______________________________________________________________________________________________________
1-2 MCWP 6-12

serve with Marines and Sailors to assist and advise The Geneva Conventions of 1949 accord a spe-
in the primary duty of providing for religious cial protective status to chaplains. Pursuant to the
rights in accordance with Service directives. Geneva Conventions, chaplains are exempt from
being treated and retained as prisoners of war, and
The Constitutional protection of free exercise of they are permitted to carry out their religious
religion for Marines and Sailors is clearly out- duties after falling into enemy hands. Unless their
lined and provided for by— retention by the enemy is required to provide for
the medical or religious needs of prisoners of war,
z United States Code, Title 10, Armed Forces, chaplains must be repatriated at the earliest oppor-
Chapter 555, Section 6031, Chaplains: Divine tunity. To be entitled to this immunity, chaplains
Services, requires commanders to cause divine must, at all times, avoid any activity that compro-
services to be performed and protects the chap- mises their noncombatant status per United States
lain's ability to conduct those services “accord- Navy Regulations, 1990, Article 1063.
ing to the manner and forms” of the chaplain's
religious organization.
z Department of Defense Instruction (DODI) Religious Program
1300.17, Accommodation of Religious Prac- Specialist’s Combatant Status
tices Within the Military Services, outlines the
same concepts for religious freedom in the Religious program specialists are combatants with
Armed Services. the role of providing force protection and physical
security for the RMT. It is recommended that RPs
Navy chaplains are qualified religious ministry receive training in provision of physical security,
professionals (RMPs) of the Department of such as the Marine Corps Martial Arts Program.
Defense (DOD) who have been endorsed by the
DOD’s recognized religious organizations to pro- Religious program specialists carry arms and are
vide religious ministry to the sea services. Their required to train and be proficient with their table
ministry, with the assistance of the RP, serves to of organization (T/O) weapon. According to
promote the spiritual, religious, ethical, moral, MCO 3574.2K, Marine Corps Combat Marks-
corporate, and personal readiness of Marines, manship Programs, RPs are required to qualify
Sailors, family members, and other authorized with their weapon. The T/O weapons qualifica-
tions currently state that E5 and below qualify on
persons consonant with their rights and needs,
the service rifle, and E6 and above qualify with
thereby enhancing unit readiness and increasing
the service pistol with the option of also qualify-
mission accomplishment in the Marine Corps. ing with the service rifle.

Chaplain’s Noncombatant Status Religious Ministry Team

In accordance with SECNAVINST 1730.7D and The RMT is the commander’s primary resource
MCO 1730.6D, US chaplains are forbidden to for the delivery of comprehensive religious minis-
carry weapons. In addition, according to Depart- try for operational, garrison, and/or base CRPs.
ment of the Navy (DON) policy, bearing arms is Chaplains, RPs, and other designated command
incompatible with a chaplain’s religious func- members (e.g., assistants, civilian contract staff,
tions and spiritual duties. An individual chaplain appointed lay leaders) form the RMT. However,
who violates this policy endangers the noncom- the RMT is mainly the chaplain and RP team,
batant status of all other chaplains. whose primary duty is the delivery of the four
 ________________________________________________________
Religious Ministry in the United States Marine Corps 1-3

core religious ministry capabilities listed in the Marines, Sailors, and their families. Worship
Mission and Vision paragraph on page 1-1. services, pastoral care, religious education, and
spiritual fitness training are provided for the
The composition of each command’s RMT will be religious support needs of local authorized per-
determined by the command’s mission and T/O. sonnel. Proper coordination with tenant units is
Every unit is entitled to, and provided, religious required to ensure comprehensive implementation
support. When a unit does not have an organically of the CRP. If the base has a Chaplains Religious
assigned RMT, religious support is provided by Enrichment Development Operation (CREDO), a
the RMT assigned by higher headquarters. When close cooperative relationship should be estab-
this is not possible, other options for obtaining lished between CREDO and base RMTs.
professional personnel resources from beyond the
command include Navy chaplains from other Provide Required
units, chaplains of other area military or coalition Operational and Deployment Assistance
services, Selected Reserve chaplains or voluntary
training unit (VTU) chaplains, contract civilian The RMTs are a primary resource to base com-
clergy, and lay leaders. All RMTs serving in oper- manders for assisting families of deployed per-
ational and forward deployed units should refer to sonnel. Wounded Marines and Sailors and their
chapter 6 for guidance on establishing the RMT families require specialized pastoral care and
for combat operations. increased support. The RMTs are encouraged to
work closely with base resources, to include
Marine Corps Community Services (MCCS) and
Religious Ministry other agencies (see chap. 3). Additionally, RMTs
Team Garrison/Base Support offer predeployment and postdeployment warrior
transition (WT) program support to Fleet Marine
Force (FMF) units.
The RMTs deliver direct support to the base com-
mander for a comprehensive CRP. These duties Support RMT Training and Readiness
include, but are not limited to—
All RMTs are required to be trained and prepared
z Providing religious support for all authorized
to implement religious support mission of the
Marines, Sailors, and civilians on the base.
commander in any contingency. Spiritual readi-
z Preparing Marines, Sailors, and their families
ness is essential to sustain Marine and Navy
before, during, and after military operations
families while the unit is deployed. It is also
and deployments.
essential to train RMTs while in garrison in
z Supporting RMT training and readiness. preparation for being called as individual aug-
z Initiating and maintaining liaison with local mentees (IAs) and to sustain them between
community resources. operational command assignments. Base RMTs
will also be called upon to support drilling Reserve
Deliver Religious Support RMTs and for integrating Reserve Component
annual training and command inspections.
The Marine Corps base (MCB) chaplain is res-
ponsible to the base commander for all religious Training is the critical component in preparation
support on the base, including all religious for military operations. The base chaplain should
services and activities. The base RMTs provide a ensure that all RMTs under his supervision receive
broad religious support program for units, all unit training provided by the S-3/G-3 and
 ______________________________________________________________________________________________________
1-4 MCWP 6-12

through applicable Chaplain Corps and local civil- (e.g., sergeant major, 1st sergeant, company
ian training opportunities especially related to pas- gunnery sergeant, S-1 staff noncommissioned
toral care of Marines, Sailors, and their families. officer) for training and accountability purposes.
This cooperative support is especially critical for
Religious ministry teams should participate in
junior RPs to ensure balanced development as an
both unit and religious support training to ensure
FMF Sailor. General duties of RPs serving with
their tactical and technical proficiency. If train-
the Marine Corps, in addition to providing security
ing for either operational or base settings is
for the RMT, include—
neglected, RMTs will not be adequately prepared
to provide comprehensive religious support to z Providing combat field ministry support, to
those for whom they are responsible. include coordination of convoy logistics and
force protection, host nation religious leader
Initiate and Maintain Liaison engagement, and advising on religious ministry
with Local Community Resources support.
z Preparing and “rigging” facilities used for
Beyond a sound working relationship with local
religious services and programs in the field and
civilian religious leaders, it will be necessary to
garrison; operating audiovisual equipment; and
initiate and maintain liaison with local commu-
coordinating activities in support of worship
nity resources. Social service agencies in the
services, religious education programs, spiri-
community that provide counseling services, tual renewal activities, foreign humanitarian
donations of food and clothing, and emergency assistance, civil support, and community
aid for crisis or disaster situations are valuable relations projects; and performing other military
resources for referrals. duties as required.
z Providing general troop referral and assistance.
z Identifying and responding to Marines and
Religious Program Specialist Support Sailors experiencing combat operational stress.
z Performing triage for ministry in a mass
Religious program specialists are uniquely casualty event.
trained and qualified Sailors assigned, along with z Maintaining records and reports—including
chaplains, to support the delivery of religious facility and equipment reports and records—
ministry. As enlisted and nonordained members and updating documents, directives, and
of the RMT, the RPs’ responsibilities focus on instruction files.
facilitation of religious ministry support—includ- z Conducting inventories, safeguarding and main-
ing accommodation, provision, care, advisement taining equipment, managing the operational
support, RMT force protection, logistics, program ministry budget, assisting in the management of
management, and administration. Chaplains the Religious Offering Fund (ROF), ordering
should fully utilize the particular gifts and talents supplies, and preparing maintenance requests.
that individual RPs bring, thereby multiplying the
z Providing administrative and logistical support
strength of the team. at ceremonies and sacraments—including wed-
Religious program specialists organizationally dings, funerals, memorial services, baptisms,
report to the chaplain and receive enlisted leader- and special religious services and activities.
ship and direction from Navy senior enlisted staff z Maintaining the RMT’s table of equipment (T/E)
members (e.g., regimental battalion aid station) and mount-out supplies in preparation for
and Marine Corps senior enlisted staff members embarkation.
 ________________________________________________________
Religious Ministry in the United States Marine Corps 1-5

z Performing regularly scheduled preventive main- As stated in SECNAVINST 1730.8B, Accommo-

tenance on assigned vehicles and equipment. dation of Religious Practices, this policy implies
z Performing other duties as assigned by the that the commander will—
chaplain.
z Make provisions to accommodate the religious
needs of every member of the command within
Marine Chaplain Assistants these limits.
z Acknowledge that each command may be
affected by different conditions and require
When RPs are not available to be assigned to units individual consideration of special requests for
with assigned chaplains, the commander will have
religious accommodation.
an incomplete RMT. Therefore, it is expected that
qualified Marines with a military occupational
specialty (MOS) of 0151 be assigned to serve as
Marine chaplain assistants (CAs). They will work Professional Qualifications
directly for the chaplain to whom they have been
assigned. Chaplain assistants are expected to The two aspects of a Navy chaplain’s role are the
perform the same duties as RPs, including chaplain’s identity as an endorsed representative
adhering to confidentiality privileges. The com- of a religious organization and the chaplain’s
mander and chaplain will ensure that any required identity as a commissioned Navy staff officer.
training is provided. Additionally, a commander
may desire to assign a Marine CA for other needs, In the act of endorsing their RMPs for naval com-
including but not limited to, augmenting driving missions, the religious organizations of the
of and personnel protection for the RMT while United States concede that—
traveling in theater.
z The RMPs will be placed under military com-
mand.
Institutional Ministry in the Marine Corps z The RMPs will be subjected to military regula-
tions and directives.
z The RMPs accept the principle of command
The Marine Corps, like the American society
from which it is drawn, is pluralistic in that faith responsibility for the spiritual and moral wel-
groups and religious organizations coexist in fare of naval personnel.
mutual respect. Because of the impracticality of z The RMPs accept the necessity of cooperative
providing RMPs reflecting every religious orga- ministry.
nization on each ship, station, or base, the DON
and the religious organizations of the United Religious organizations, by endorsing chaplains,
States have developed an institutional ministry support Marines, Sailors, and their families’ free
that provides both cooperative and cooperating exercise of religion in the sea services. Religious
ministry. Every RMT must be willing and able to organizations retain their responsibility to men-
function in a pluralistic environment, where tor, develop, and hold chaplains accountable for
diverse religious traditions exist side-by-side with their professional and personal competencies.
tolerance and respect. Chaplains and RPs are spe-
cialists trained to accommodate religious require- While chaplains may possess professional creden-
ments and deliver ministry within the demanding tials—such as educational degrees or state cre-
and specialized military environment, without dentials as clinical counselors, physicians, and
compromising the tenants of their own religious psychologists—chaplains are assigned only as
tradition and organization.
 ______________________________________________________________________________________________________
1-6 MCWP 6-12

RMPs and commissioned staff officers. The grooming and physical readiness standards of the
maintenance of religious endorsement credentials Marine Corps. Sailors who do not take the
is the official responsibility of each chaplain. Marine Corps uniform option will maintain Navy
grooming and appearance standards. Chaplains
The Chief of Navy Chaplains has the responsibil- may also purchase and wear the same uniforms,
ity to serve as liaison with endorsing agents and with the understanding that they will observe the
religious organizations regarding professional same standards dictated by that uniform.
credentials and other administrative matters that
are related to ministry requirements, expected
competencies, and other needs or expectations of Form of Address
the Navy. Chaplains are expected to maintain all
required relationships with their religious organi-
zation's endorsing agent and communicate with In verbal or written communications, chaplains
them on a regular basis. Chaplains may attend are addressed in accordance with United States
conferences sponsored by their endorsing agent, Navy Regulations, 1990. Within the military com-
but are not authorized to contact endorsing agen- munity, chaplains of all ranks are addressed and
cies regarding other chaplains. introduced properly by the term, “Chaplain.”
Terms of address that are common within particu-
Chaplains assigned to the Marine Corps are lar faith groups or denominations (e.g., Father,
expected to use their professional qualifications Pastor, Rabbi, Imam) may also be used in
to deliver religious accommodation and support addressing the chaplain.
to the men and women serving in the Marine
Corps, their family members, and authorized per- The religious ministry specialists are to be
sonnel. MCO 1730.6D provides specific guid- addressed as either “RP (rank), last name” (e.g.,
ance for outside employment or religious obliga- RP2 Jones) or “Petty Officer, last name” (e.g.,
tions by chaplains. Petty Officer Jones). Chief petty officers and
above are to be addressed by their rank rather than
rating (e.g., Chief Jones, Senior Chief Jones, Mas-
Uniform Standards ter Chief Jones).

Uniform, grooming, and appearance standards are

prescribed for Navy personnel serving with the Code of Ethics for Navy Chaplains
Marine Corps in MCO P1020.34G, w/chs 1-5,
Marine Corps Uniform Regulations. Chaplains have a responsibility to practice
Navy enlisted personnel are given the option to ministry within a cooperative framework of re-
wear identified Marine Corps uniforms when spect for others, recognizing the diverse pluralistic
assigned to a Marine Corps unit. Enlisted Sailors environment in which they are called to function.
opting to wear Marine Corps uniforms are autho- While not prescriptive, a Code of Ethics for Navy
rized to be issued and wear the Service Dress A, Chaplains, adapted from national religious
B, and C uniforms. Sailors exercising this option advisory groups, has often been quoted and
sign an agreement to observe Marine Corps remains a sound reference point for ethical
unform regulations that require adherence to the reflection by chaplains.
 ________________________________________________________
Religious Ministry in the United States Marine Corps 1-7

Code of Ethics for Navy 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 chaplains
and delegated representatives of other religious bodies to provide for ministry to all military
personnel and their families entrusted to my care.
4. I will provide for pastoral care and ministry to persons of religious bodies other than my own
as together we seek to provide the most complete ministry possible to our people. I will respect
the 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 of
them 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 of
my ministry. I will not disclose confidential communications in private or public.
7. I will model personal integrity and core values.
 CHAPTER 2
ORGANIZATION AND ADMINISTRATION
OF RELIGIOUS MINISTRY PERSONNEL

Expeditionary in nature, the Marine Corps is

The Chaplain of the Marine Corps organized as a “force-in-readiness” that is able to
support a wide range of national military require-
The Chaplain of the Marine Corps reports directly ments. Deploying for combat as a combined-arms
to the CMC and serves on the CMC’s staff. This Marine air-ground task force (MAGTF), the
chaplain flag officer also serves as the Deputy Marine Corps provides the President and the Sec-
Chief of Navy Chaplains, reporting to The Navy retary of Defense with a responsive force that can
Chief of Chaplains. The Chaplain of the Marine conduct operations across the full range of mili-
Corps advises the CMC and Headquarters, tary operations. The Service is divided into four
Marine Corps (HQMC) staff agencies on all broad categories—HQMC, operating forces, sup-
religious ministry matters throughout the Marine porting establishment, and reserves.
Corps (MCO 1730.6D). The Chaplain of the
Marine Corps is responsible for the staffing Headquarters, Marine Corps
requirements for chaplains and RPs within the
Marine Corps and advises the Total Force Struc- Headquarters, Marine Corps consists of the CMC
ture Division, Marine Corps Combat Develop- and those staff agencies that advise and assist him
ment Command (MCCDC) regarding billet place- in discharging his responsibilities. The Chaplain
ment, quality, and staffing levels for chaplains of the Marine Corps is a staff officer reporting
and RPs. directly to the CMC and the Assistant CMC.

Operating Forces
Marine Corps Organization
Operating forces are the heart of the Marine
Chaplains and RPs should have a basic under- Corps; they comprise the forward presence, crisis
standing of Marine Corps organization if they response, and fighting power that the Marine
are to carry out their duties effectively. The Corps makes available to US unified CCDRs. The
Marine Corps is focused on major conflicts and Marine Corps has permanently established two
campaigns, as well as smaller scale stability component commands that consist of perm-
operations that are a part of humanitarian and eanantly assigned forces—the United States
civic assistance (HCA) or civil affairs. There- Marine Corps Forces Command (MARFORCOM)
fore, RMTs may find themselves ministering and the United States Marine Corps Forces,
around the globe in various types of Marine Pacific (MARFORPAC). Normally, these forces
Corps organizations. are task-organized for employment as a MAGTF.
The largest form of the MAGTF is the Marine
As depicted in figure 2-1, on page 2-2, the expeditionary force (MEF).
President and/or the Secretary of Defense direct
the Secretary of the Navy and the CMC. Com- Marine Corps forces (MARFOR) commanders
batant commanders (CCDRs) then direct or are responsible for coordinating and integrating
communicate with Marine Corps component com- religious ministry within their operational area.
manders (see the Operating Forces paragraph). The MARFOR chaplains advise the MARFOR
 ______________________________________________________________________________________________________
2-2 MCWP 6-12

Operational Service
Branch Branch
President
Chairman of
the Joint
Chiefs of Staff
Secretary
of Defense

Combatant Secretary
Commander of the Navy

Marine Corps Commandant

Component of the
Commander Marine Corps

Command
Administrative Control
Channel of Communication

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

commanders on matters relating to the religious, logistics; and current and future religious ministry
spiritual, moral, and ethical readiness of assigned plans and staffing at the MEF level. Components
forces and individual commands. of the MEF are the—
z Marine division (MARDIV).
Marine Expeditionary Force
z Marine aircraft wing (MAW).
The MEF is the principal Marine Corps war- z Marine logistics group (MLG).
fighting organization. It is composed of a logistics
combat element (LCE) (logistic group), ground Marine Division
combat element (GCE) (division), and an aviation
combat element (wing). The MEF is capable of The MARDIV is a ground force of combat and
conducting missions across the range of military combat support units organized and equipped pri-
operations through amphibious assault and sus- marily for amphibious and ground operations. It
tained operations ashore, in any environment. consists of three infantry regiments, an artillery
regiment, and separate combat support battalions.
The MEF commander is responsible for coordi- Subordinate units can be organized into effective
nating and integrating religious ministry within his forces of combined arms based upon the infantry
operational area. The MEF chaplain is responsible regiment, infantry battalion, or tank battalion.
for managing religious ministry requirements and One or more division(s) forms the GCE of the
ensuring the religious ministry established by MEF. To perform its combat role, the MARDIV
MEF major subordinate commands (MSCs) form requires air defense and aviation support from a
an integrated and responsive network of support. MAW and Service support from an MLG.
The MEF chaplain and religious ministries staff
also advise the MEF commander on matters The chaplain and religious ministry staff of the
relating to the religious, spiritual, moral, and ethi- MARDIV are similar to the MEF’s staff but are
cal readiness of the command; religious ramifi- more specifically related to the activities of the
cations affecting mission; religious ministry GCE. When units smaller than divisions deploy
Religious Ministry in the United States Marine Corp __________________________________________________________ 2-3

as the GCE, the regiment or battalion chaplains Supporting Establishment

assume much of the planning responsibility asso-
ciated with their respective units. The Marine Corps supporting establishment con-
sists of those personnel, bases, and activities that
support the Marine Corps’ operating forces. This
Marine Aircraft Wing
infrastructure consists primarily of 15 major
The MAW is the highest level of aviation com- bases and stations in the United States and Japan.
mand in the FMF. The MAW is task-organized to It also includes the Marine Corps Recruiting
provide a flexible and balanced air combat orga- Command, MCCDC, and the Marine Corps
nization capable of providing the full range of Logistics Command, as well as all training activi-
combat air operations in a variety of areas, with- ties and formal schools. The supporting establish-
out the requirement of prepositioned support, ment also provides facilities and support to the
control, and logistic facilities. Only the wing has families of deployed Marines, allowing Marines
the inherent capability of performing all six of the to concentrate on their demanding missions. The
Marine aviation functions—antiair warfare, RMTs are assigned throughout these commands
to ensure adequate delivery of religious ministry.
offensive air support, assault support, electronic
warfare, air reconnaissance, and control of air- Reserves
craft and missiles—in support of the MAGTF.
The United States Marines Corps Forces, Reserve
Each MAW has a unique organizational structure
(MARFORRES) is organized, trained, and
that includes a MAW headquarters, several
equipped under the direction of the CMC and
Marine aircraft groups, a Marine air control
commanded by the Commander, MARFORRES.
group, and a Marine wing support group. The
Units of this command have been closely inte-
Marine wing support squadron provides aviation
grated with the Active Component under the
ground support for all supporting or attached
Marine Corps’ Total Force Structure concept.
units of the Marine air control group. The RMTs
The MARFORRES shares the same commitment
are assigned to each of these units. The MAW
to expeditionary readiness as the active duty
chaplain is responsible to the commander of the Marine Corps.
MAW and tasked with supervision of the RMTs
in the squadrons and groups. Further guidance on how the Marine Corps is
organized may be found in Marine Corps Refer-
Marine Logistics Group ence Publication (MCRP) 5-12D, Organization
of Marine Corps Forces; Marine Corps Doctrinal
The MLG is the LCE of the MEF. It is a perma- Publication (MCDP) 1-0, Marine Corps Opera-
nently organized command charged with provid- tions; and the current United States Marine
ing combat service support beyond the organic Corps Concepts and Programs publication. Fig-
capabilities of supported units of the MEF. ure 2-2, on page 2-4, is an overview of how the
forces are structurally organized.
The MLG chaplain advises the commander on
the religious, spiritual, moral, and ethical readi-
ness of the command and the adequacy of reli-
Billets and Assignments
gious ministry support throughout the MLG. The
RMTs in MLG units work very closely with
medical units while deployed. In garrison, the Chaplains are commissioned as Navy officers
RMTs work with all units to ensure adequate with the understanding that they can be assigned
delivery of religious ministry. to serve with the Marine Corps. Religious
 ______________________________________________________________________________________________________
2-4 MCWP 6-12

Commandant
of the
Marine Corps

Operating Supporting Marine Corps

HQMC
Forces Establishment Forces Reserves

Marine Corps Marine Corps

Marine Corps Forces Logistics Command Combat
Development Command

Marine Corps
Fleet Marine Forces Marine Corps Bases
Recruiting Command

Marine Corps
Security Forces Training Installations
Air Stations

Special Reserve Special

Activity Forces Support Activities Supporting Activities

Figure 2-2. Marine Corps Organization.

program specialists sign a statement of under- Navy AMD lists chaplain and RP billets
standing that they are required to serve with the corresponding to the T/O. The Total Force
Marine Corps as combatants, if assigned, based on Structure Division, MCCDC, ensures Marine and
the needs of the Navy and Marine Corps. Chap- Navy structure and manpower documents
lains and RPs are assigned to the Marine Corps correctly reflect the validated requirements in
with the understanding that they are required to accordance with MCO 5311.1C w/ch 1, Total
comply with the unique requirements and stan- Force Structure Process (TFSP).
dards for Navy personnel serving in the Marine
Corps. In Marine commands where the T/O has Deployable commands (MARFOR) have the
more than one chaplain and RP, the command highest priority in billet placement and staffing
chaplain advises the commander concerning the authorization to ensure that direct religious min-
placement and assignment of all chaplains and istry requirements for expeditionary forces are
RPs within the command. Assignments are made met. Billet placement for operational support
in accordance with the command’s T/O. commands (i.e., training commands and bases)
Commands ensure that the Marine T/Os and Navy are structured to ensure direct religious ministry
Activity Manpower Document (AMD) are recon- is provided for all Marines, Sailors, and their
ciled. Staffing levels are regularly reported to the family members.
Chaplain of the Marine Corps, who ascribes
The force chaplains of MARFORCOM,
billets according to inventory of RMT assets and
MARFORPAC, and MARFORRES regularly
the needs of commands. Navy chaplains and RPs report chaplain and RP staffing levels to the Chap-
are assigned to Marine Corps commands by lain of the Marine Corps. Authorized manning
written orders from the Naval Personnel Com- levels are monitored by the Chaplain of the
mand, according to the Marine Corps’ T/O and Marine Corps to ensure the required religious
Navy AMDs. Each Marine Corps command’s ministry is being provided.
Religious Ministry in the United States Marine Corp __________________________________________________________ 2-5

Chaplains Religious Reserve Component

Enrichment Development Operation Religious Ministry Team Integration

The CREDO program, instituted in 1971, exists Reserve Component chaplains and RPs are
on both Navy and Marine Corps installations, and valuable and proven religious ministry assets for
it remains a core program designed to aid the the Marine Corps. Smooth and successful Active
Chaplain Corps in the performance of their and/or Reserve integration requires an under-
duties. The CREDO program’s mission is to standing of the types of Navy Reserve (NR) units,
develop and provide briefs, seminars, and retreats personnel qualifications, responsibilities of each
that will ensure Marines, Sailors, and their fami- associated command, categories of Reserve
lies are healthier, more resilient, and better pre- training, forms of operational support available to
pared for war and peacetime demands and assist the Active Component, mobilization
stresses. Chaplains and Personal Growth Retreat processes, and the proper professional care of
team members work with participants in retreat Reserve personnel.
group settings to achieve positive results through
supportive interaction within the CREDO. The There are two major categories of Reserve Com-
72-/48-hour retreats are designed to improve rela- ponent chaplain and RP billets that support the
tionships, resolve issues, and develop personal Marine Corps:
and spiritual resources—all known to be factors z Commissioned units. Chaplain and RP billets
in improving resilience. The CREDO program are organized within NR units that support
offers personal growth, marriage enrichment, Selected Marine Corps Reserve (SMCR) com-
spiritual growth, and family-oriented retreats. In mands of MARFORRES. The SMCR units
addition, the CREDO program offers warrior closely “mirror” similar Active Component
preparation, transition, and reintegration briefs if units in mission and composition of RMT bil-
a unit chaplain requests CREDO’s assistance. lets. These NR units are also composed of
Each center has the flexibility to design pro- medical personnel and may include naval gun-
grams that meet the greatest need, such as one- fire personnel. The commanding officer of the
day marriage seminars or singles seminars NR unit is usually a medical officer. Personnel
offered within the individual command. The assigned to these units ordinarily do their
CREDO program is available at all three MEFs monthly inactive duty training (IDT) drills on
and in Hawaii. Program funding for the CREDO location with their SMCR command. They are
program at Marine Corps installations is provided integral to the unit and are expected to mobi-
by MCCS. lize and operate with their assigned unit.
The Chief of Chaplains is the program sponsor z Individual augmentation units. Chaplain and RP
for all CREDOs. The CREDO program provides billets are organized into Marine expeditionary
an assortment of ministries and weekend retreats force, religious (MEFREL) NR units that
primarily to active duty Service members and augment the T/O of Active Component Marine
their family members and secondarily to Reser- Corps commands. Reserve religious ministry
vists and their family members and retired, personnel assigned to Active Component
DOD, and Civil Service personnel. Programs are augmentation units are to be trained and
operationally focused, family supportive, and supported as similarly as possible to their active
flexible in the provision of ministry. The mission d u t y c o u n t e r p a r t s . Th e s e N R u n i t s a r e
of the CREDO program is to help people mature composed entirely of chaplains and RPs, with a
toward an increased functional ability, accep- chaplain serving as the officer in charge (OIC).
tance of responsibility, and resilience within all Personnel assigned to these units train to
areas of life. mission-essential task lists (METLs) established
 ______________________________________________________________________________________________________
2-6 MCWP 6-12

by their respective Active Component considered on a case-by-case basis by the respec-

commands in order to be ready for mobilization tive COMNAVRESFORCOM program manager.
to their supported commands for major
contingencies. Every effort should be made to In order to fulfill their responsibility as moral and
facilitate frequent onsite IDT drills with the ethical advisor to the commander, the supported
supported Active Component command in command should ensure that the Reserve Compo-
order to accommodate both Active and/or nent chaplains attend all schools (e.g., Naval
Reserve integration at the unit level. At a Chaplains School, CREST) and advanced courses
minimum, annual training with the supported (e.g., Command and Staff College Distance
command is required and expected. Coordi- Learning, annual Chaplain Corps Professional
nation of onsite drills and ATs require close Development Training Course) that provide
interface between the Active Component com- instruction in emerging Marine Corps religious
mand chaplain of the supported command; the ministry requirements across the range of military
OIC of the supporting MEFREL; the Navy operations. When mobilization occurs, this prior
Operational Support Center (NOSC), where the training and experience ensures a swift and seam-
MEFREL is located; Commander, Naval less transition by reservists to serve with Active
Reserve Forces Command (COMNAVRES- Component Marine units. Chaplains and RPs
FORCOM) (N01G); and MARFORRES (REL). must be prepared to mobilize to any environment,
whether they are called to active duty with their
Note: REL denotes an active duty, O-6 Navy own Marine Reserve unit or are required to fill
chaplain. vacancies in an active command’s RMT.

Qualifications Responsibilities

Upon assignment to a USMC support billet and The COMNAVRESFORCOM (N01G) is respon-
prior to mobilization, all Reserve Component sible for detailing chaplains and RPs to valid bil-
chaplains and RPs must attain adequate training lets. All senior grade chaplains (O-5 and O-6)
and experience that is commensurate with their and all MEFREL OICs are board-selected for
position. Ordinarily, newly reported chaplains or billets via the annual National Command and
RPs will use their first annual training period in Senior Officer (O5-O6)/Non-Command and
the reporting year to attend Chaplain and Command Billet Screening and Assignment
Religious Program Specialist Expeditionary Board (APPLY).
Skills Training (CREST). Religious program Note: APPLY denotes that billets are available
specialists must either hold the 2401 Navy for junior officers to apply in order to promote
enlisted classification (NEC) upon assignment to and advance.
a billet or attain the NEC within one year of
assignment. The 2401 NEC will be awarded to Officers in the grades of lieutenant commander
RPs upon successful completion of CREST. One and below are detailed to billets via the monthly
additional year to attain the 2401 NEC may be junior officer on-line application process. Reli-
granted to RPs who enlist under the advanced gious program specialists are detailed to billets
placement program or to chaplains who must by the COMNAVRESFORCOM RP program
complete the chaplain basic course in their first manager. Some inactive duty for training with
year of naval service. In any case, CREST must travel (IDTT), additional training period (ATP),
be completed successfully within a member’s and active duty training (ADT) funding (see Cat-
first two years of assignment. Waivers to the egories of Reserve Training paragraph, page 2-7)
CREST requirement, based upon a member’s is available to Reserve chaplains and RPs
previous qualifying military experience, will be through their program manager.
Religious Ministry in the United States Marine Corp __________________________________________________________ 2-7

Operational Service

MARFORCOM/ MARFORRES COMNAVRESFORCOM

USPACOM/TECOM (Annual Conference (Detailing and Support
(Strategic Oversight) Funds) Funding)

MEF/MCB/MCRD
(Operational
Oversight)

MARDIV/MAW/MLG
(Tactical Oversight,
FitRep, Training, etc)

MEFREL NOSC
(Support Gaining (Administrative
Command) support, AT/IDT)

Command
Support
Coordination

Figure 2-3. MEFREL Organizational Chart.

The NOSCs provide administrative support and MARFORCOM, MARFORPAC, and the Train-
IDT and annual training funding. All NR units ing and Education Command (TECOM) provide
have a designated supporting NOSC where strategic oversight for their respective MEFRELs.
participation is monitored and administrative and The supported MEFs and MCBs of each
professional assistance is provided. Some IDTT, MEFREL unit provide METLs and operational
ATP, additional annual training, and/or ADT oversight. Both the Service component and opera-
funding (see Categories of Reserve Training) may tional units provide the necessary support and
also be available through a supporting NOSC. unit-specific training.
The MARFORRES (REL) provides strategic and Categories of Reserve Training
operational oversight, as well as IDTT, ATP, and
ADT funding (see Categories of Reserve Train- The five categories of Reserve training are—
ing) for all MARFORRES units and personnel.
Some of these funds are also available for z IDT. Commonly referred to as a drill period,
MEFREL chaplains and RPs in order to support IDT is an authorized 4-hour period of training
on-site Reserve drilling with their supported com- conducted to enhance the participating Navy
mand, other forms of training, and contributory Reservist’s readiness for mobilization. The
support. The MARFORRES units issue field gear IDTs may be performed either with or with-
for practical training and supply organizational out pay and may be performed at the local
clothing for MARFORRES and MEFREL reserve center or other previously designated
enlisted personnel. or authorized site.
z IDTT. This training category includes funds for
Figure 2-3 describes how MEFREL units are
the reservist to travel to a location other than
aligned to Active Component operational units
the individual’s normal drill site.
(MARDIV, MAW, and MLG). In addition, the
 ______________________________________________________________________________________________________
2-8 MCWP 6-12

z ATP. The ATPs are extra, funded drill periods Operational Support
over-and-above the usual 48 annual drill
periods. They are used for personnel matters, The active duty for special work (ADSW) pro-
administrative matters, and some field gram supports short-term mission requirements
evolutions. for which no permanent duty billet or position is
z Annual training. Appropriated funds are used programmed or where Active Component person-
for annual training and scheduled through a nel with the required skills are unavailable. The
NOSC for a minimum of 12 days active duty ADSW program is not for training and not
and one day of travel. A maximum of 17 days designed to fill gapped Active Component billets.
and 2 days of travel may be authorized for Commands requiring long-term solutions should
Marine Corps support, especially if travel out- consider general recalls and/or mobilization. Typi-
side the continental United States (OCONUS) cally, ADSW is 90 to 179 days in duration, to
is involved. The annual training of 12 days include recall and separation processing of mem-
duration is the minimum period of active duty bers. Prior to orders being issued, applicants must
training or participation that Selected Reserve be a satisfactory performer in the Selected Reserve
members must perform each year to satisfy or a VTU and meet the minimum additional
training requirements and receive a satisfac- requirements spelled out in the Chief of Naval
tory year for retirement. It is used for contribu- Operations Instruction (OPNAVINST) 1001.20_,
tory support of a gaining command’s mission Standardized Policy and Procedures for the Active
and/or for training and attending Service Duty for Special Work (ADSW) and One Year
schools, with the exception of CREST, which Recall (OYR) Program.
requires a longer period of time. The first
annual active duty period must be attendance at Mobilization Process
CREST to ensure competency of follow-on
contributory support. After completion of When personnel requirements for military opera-
CREST, subsequent ATPs and drills are per- tions exceed the shape or availability of the Active
formed at the supported command. Component T/O, the appropriate Marine Corps
component commander may determine to mobi-
z ADT. The funding for ADT is available for
lize MARFORRES commissioned units that
additional active duty days for Reserve Com-
include RMTs and/or to augment Active Compo-
ponent members. There are particular ADT
nent religious ministry capabilities with individ-
funds (e.g., ADT schools) that are set aside
each year for Reservists training in Navy ual augmentation personnel. For IA personnel,
schools, including CREST. Active Component MEFs and MARFORs must
look to their respective Reserve Component
MEFREL unit(s) for personnel assets and collabo-
Nonpay additional drills may be performed by the
rate with MARFORRES as requirements are
Reservist to earn one retirement point a day for a
developed. Orders may be issued to a reservist on
4-hour drill. There are no limits to the amount of
the unit T/O for 365 days for forward deployment
nonpay drill days, but only 90 total drills will be
OCONUS. The rotation is determined by the
credited in any retirement year.
Active Component unit. See 19 January 2007 Sec-
For additional information regarding annual retary of Defense Memorandum, Utilization of the
training, ADT, IDT, IDTT, ATP, and Reserve Total Force and Naval Military Personnel Man-
drills, refer to the Bureau of Naval Personnel ual (NAVPERS) 15560D, Naval Military Person-
Instruction (BUPERSINST) 1001.39_, Admini- nel Manual (MILPERSMAN), article 1050-272
strative Procedures for Navy Reservists on (Post-Mobilization Respite Absence for Mobi-
Inactive Duty. lized Reserve Component Personnel).
Religious Ministry in the United States Marine Corp __________________________________________________________ 2-9

When an RMT member returns from either preparations for the arrival and utilization of
Operation Iraqi Freedom (OIF) or Operation Reservist RMTs will ensure that the following
Enduring Freedom (OEF), the current policy areas are adequately addressed:
prescribes that he may not be involuntarily
mobilized for a period 5 times the length of his z Supervisory chaplains must maximize
mobilization (i.e., 1:5 ratio of time between MEFREL asset time at their supported com-
deployments). Voluntary mobilization can occur at mand through use of annual training, ADT, and
any time. The Reserve Mobilization and Sailor IDT funding and reimbursement of expenses
Advocacy Team, which is located at the Navy by the supported command for lodging and
Personnel Command in Millington, TN mileage.
[[email protected]<mailto:[email protected]] is z The supported command should ensure that
available to answer questions with any issues on each Reserve chaplain and RP are supplied the
mobilization for Operations OEF/Noble Eagle. required military equipment (the same stan-
dards as their Active Component counterparts)
In the case of mobilization of an RMT prior to the
for the environment in which the unit will
RP attaining the required NEC, the RP may be
operate.
mobilized to CREST with follow-on orders to
active duty within a year. Total active service z Supervisory chaplains should communicate the
time, including CREST, cannot exceed the author- value of the MEFREL RMT as an asset to the
ity of the Presidential Executive Order 13223, of supported command. MEFREL RMTs are
September 14, 2001: “Additional authority [for trained, available, and ready to support the
this mobilization is afforded] under [United States command to which they are assigned. They can
Code, Title 10:] to order any unit, and any mem- also receive valuable on the job training
ber of the Ready Reserve not assigned to a unit through the unit training program while on
organized to serve as a unit, to active duty for not active duty supporting the command.
more than 24 consecutive months.” z Supervisory chaplains should learn and under-
stand the administrative needs of the Reserve
Reserve members may be mobilized for greater Component RMTs, including proper usage and
than 365 days if command employment is still preparation of fitness and evaluation reports
valid and the member agrees in writing by sign- and awards.
ing a Noble Eagle Sailor Advocacy (NESA) z Commands requesting the mobilization of
agreement. The command may send the member Reserve RMTs should seek to understand the
on temporary additional duty to another require- mobilization process and to mobilize Reserve
ment if the original requirement is no longer RMTs only if absolutely necessary. Ordinarily,
valid. A member may also be reassigned to a dif- plans for mobilizations should be limited to a
ferent mobilization requirement. Additional days maximum period of 365 days per reservist.
of post-mobilization respite absence will accrue This time is inclusive of mobilization and/or
(see MILPERSMAN article 1050-272). See demobilization processing, transportation,
appendix B for the current process for mobiliza- travel time, workups, days on location, and
tion. For joint doctrine instruction on the mobili- leave periods.
zation process, see Joint Publication (JP) 4-05,
Joint Mobilization Planning.
Religious Lay Leaders
Care of Reserve RMTs
Supervisory chaplains who obtain Reserve RMTs The authority for lay leaders is granted in the
through one of the approved funding options (see MILPERSMAN paragraph 1730-010, Use of Lay
chap. 4, page 4-4) must take appropriate steps to Leaders in Religious Services. Both MCO
care for those serving in reservist status. Proper 1730.6D and SECNAVINST 1730.7D state that
2-10 _____________________________________________________________________________________________________ MCWP 6-12

commanders shall provide CRPs in support of verification of a lay leader’s attitude, abilities, and
religious requirements and preferences of autho- in some cases, faith group certification, before
rized personnel. Lay leaders must have a written appointment by the commander.
letter of recommendation or endorsement from
their own religious organization. Commanders
may appoint lay leaders to accommodate reli- Temporary Employment of
gious preferences and diversity in the command. Civilian Religious Ministry Professionals
Appointment of a lay leader responds to an iden-
tified requirement and will be in writing for a
specified period, not to exceed one year. Only Under the criteria in the DODI 5010.37, Effi-
authorized personnel representing their own reli- ciency Review, Position Management, and
gious organization may be appointed. Com- Resource Requirements Determination, DON
mands shall appoint authorized personnel as lay policy allows for the temporary employment of
leaders based on volunteerism, high moral char- qualified civilian RMPs. This temporary employ-
acter, motivation, religious interest, and certifica- ment is to meet requirements for delivering reli-
tion by the appointee’s religious organization. gious ministries to personnel of religious
Commanders shall ensure that lay leaders are organizations when such requirements cannot be
trained and supervised by a military chaplain. met by available Chaplain Corps officers or com-
Religious program specialists shall not be mand-appointed lay leaders. Civilian RMPs shall
assigned as lay leaders. be employed as contract RMPs to satisfy the
needs of the CRP in the most economical and
In supporting the religious requirements for appropriate manner.
which the lay leader has been appointed, he
Contract RMPs must be endorsed by a religious
should first seek the services of a military chap-
organization as defined by the DOD in DODI
lain or civilian RMP. When this is not possible or
1304.28, Guidance for the Appointment of Chap-
practical, he should seek to arrange transporta-
lains for the Military Departments. Duties shall
tion to an appropriate service in proximity of the
be religious and programmatic in nature, such as
command. Lacking these opportunities, the lay
conducting religious services or providing reli-
leader may provide a religious service for mem-
gious education as required by the command.
bers of the lay leader’s religious organization
consistent with his lay status, and as authorized Contract RMPs shall be contracted on a non-
by his religious organization. personal services basis using competitive proce-
dures under the authority and regulations set forth
Lay-led religious services are integral to the CRP in the Federal Acquisition Regulations, JP 4-0,
and subject to command supervision. In most Doctrine for Logistic Support of Joint Operations.
cases, lay-led services constitute a temporary Military personnel or civilian Government em-
accommodation of specific religious require- ployees shall not supervise contractor personnel.
ments in an operational setting when the assigned In accordance with Federal Acquisition Regu-
chaplain is probably available, but not able to pro- lations, commands shall assign a contracting
vide the specific service required by the specific officer’s technical representative to monitor the
religious requirement. Religious lay leader train- contract RMP’s performance. Contracts for RMPs
ing is described in MCRP 6-12B, Religious Lay shall not exceed one year. Contracts in support of
Leaders Handbook. Lay leader training programs the CRP are paid out of operation and main-
do not diminish the command responsibility for tenance (O&M) funds.
 CHAPTER 3
RELIGIOUS MINISTRY PRINCIPLES FOR THE MARINE CORPS
responsibilities. As commissioned officers and
The Mandate of Religious Ministry RMPs serving on the staff of the Marine com-
mander, the chaplains will conduct the CRP
Chaplains minister in the sea services to fulfill according to the following guidelines:
the spirit of the First Amendment to the US Con-
stitution—to avoid the establishment of religion z All provisions of pastoral ministry will be
and to protect the free exercise of religious within the framework of the CRP.
expression. While chaplains have many duties z Pastoral ministry will be provided within the
and responsibilities supporting the range of mili- requirements, conditions, and standards of the
tary operations, they also have the primary man- Marine Corps.
date to meet the religious, spiritual, moral, and z Pastoral ministry will be coordinated, and in
cooperation with, the ministry of other chap-
ethical readiness needs of the people they are
lains; including those of other Military Ser-
called to serve, and to function as a moral and
vices, contracted providers, and appointed lay
ethical advisor to the command. In serving this
leaders.
primary objective, chaplains are required to pro-
z All pastoral ministry will be designed to meet
fessionally plan and execute a comprehensive
the religious needs of all members of the com-
CRP, which involves an integration of special mand, their family members, and other autho-
staff officer and core chaplain capabilities as rized personnel.
delineated in chapters 4 and 5.

Mission-Essential Task List

Religious Organizational
Endorsement and Command
Each unit commander will develop a METL as a
Religious Program Requirements tool for remaining focused on training and to
ensure successful mission accomplishment. A
The chaplain is endorsed by his religious organi- METL contains the list of a command’s essential
zation, which is the source of the chaplain’s tasks with appropriate conditions and perfor-
ecclesiastical credentials. Chaplains facilitate the mance standards and measures. The RMT must
needs of all faith groups, as well as providing for be aware of the METL as it relates to their
the needs of their own. The relationship the function on a tactical, operational, or strategic
chaplain has with his religious organization is level. The mission analysis and METL develop-
not separate from, but coexists with, the relation- ment processes are described in Marine Corps
ship to the Navy and Marine Corps. The condi- Warfighting Publication (MCWP) 5-1, Marine
tions, standards, and context for ministry are Corps Planning Process; MCRP 3-0A, Unit
Training Management Guide; and Chairman of
determined by the naval service and the nature of
the Joint Chiefs of Staff Manual 3500.03B, Joint
military operations. Both the Navy and Marine
Training Manual for the Armed Forces of the
Corps expect the chaplain to conduct ministry,
United States.
not as an outsider visiting a military installation
or participating in a military operation, but as a The CCDR-generated joint mission-essential task
member of the command, with official duties and list (JMETL) draws on the Universal Joint Task
 ______________________________________________________________________________________________________
3-2 MCWP 6-12

Strategic National Strategic Theater

ST 4.2.5 - Coordinate ST 4.2.5 - Provide Religious
Defense-wide Religious Support Ministry Support Within Theater

Tactical Operational
MCT 4.6.2.2 - Provide Religious OP 4.4.6 - Provide Religious
Ministries Support Ministry Support in the JOA

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

List task library and lists the tasks, conditions, enhancing personal, family, and unit readiness of
and standards that the CCDR identifies as the Marine Corps.
required, assigned missions, which occur at the
strategic level. Marine commanders at all levels Table 3-1 shows 4 of the 20 total standards and
employ a similarly disciplined process to review measures (M1-M4) from the MCTL that the com-
mander will enlist to assist him in—
their mission assignments in a concept of
operations, operation plan (OPLAN), operation z Completing the primary mission to provide
order (OPORD), or other JMETL or METL from religious ministries support to personnel within
higher or adjacent units. A METL is a compre- the components of the MAGTF.
hensive command and mission-specific list of a z Establishing and coordinating a MAGTF reli-
unit’s mission-essential tasks (METs). Generally, gious ministry plan that will provide chaplain
the RMT will have one MET with various tasks coverage to all elements.
that support that MET. For example, the Uni-
versal Navy Task List as described in MCO The M1-M4 are measurements for determining if
3500.26A, Universal Naval Task List (UNTL), this MET is being completed and the CRP is mis-
has levels of METs for the CRP at the strategic sion capable.
national, strategic theater, operational, and
tactical levels (see fig. 3-1.). Each of these METs Table 3-1. Example of METs.
has standards and measures to ensure that the task
is being conducted to support the MET. Standard Measurement and Description
M1 Percent of deviation from criteria for assignment of
The Marine Corps task list (MCTL), chapter 4 of RPs and/or CAs.
MCO 3500.26A, states one MET of the RMT’s is
M2 Percent of major military locations with services for
to provide religious support to components of the all major denominations available on weekly basis.
MAGTF (MCT [Marine Corps Tactical Task]
4.6.2.2, Provide Religious Ministries Support). M3 Percent of authorized chaplains assigned and
present for duty.
Religious ministry teams perform ecclesiastical
functions and provide coaching, counseling, and M4 Percent of chaplains’ time spent with military person-
nel in work areas.
guidance for all personnel. This support serves to
promote the spiritual, religious, ethical, moral, Percentage will be determined by each category of standards of
corporate, and personal well-being of Marines, readiness for a particular unit.
Sailors, and their family members; thereby,
 ________________________________________________________
Religious Ministry in the United States Marine Corps 3-3

Guiding Principles
Defense Readiness Reporting System
As an organization comprised of individuals
Mission readiness is reported according to the called to serve our Sailors, Marines, and their
command’s METL using the newly developed families, the Chaplain Corps’ guiding principles
Enhanced Status of Resources and Training reflect a commitment and dedication to DON Core
System (ESORTS) software. The ESORTS Values. Marine Corps CRPs should continually be
database is being populated with existing tasks evaluated to ensure that they are implemented in
found in the Universal Joint Task List as well as accordance with the following guiding principles:
the current version of Service task lists. By
ensuring that the current version of the MCTL is z Promote the spiritual well-being of Sailors,
revised and approved, the ESORTS database can Marines, and their families, in accordance with
be populated with applicable and accurate Marine the first amendment, by respecting and accom-
Corps tasks for use by operational units to modating their diverse religious requirements:
comply with the Defense Readiness Reporting ‹ Administer CRPs that are comprehensive

System (DRRS) requirements. and support the free exercise of religion,

while simultaneously honoring the Constitu-
It is important that RMTs at each of the three tional provision of nonestablishment.
levels—strategic, operational, and tactical— ‹ Provide and accurately publicize divine ser-
understand that standards and measures is a vices, with each chaplain serving according
form of Status of Resources and Training to the manner and forms of his religious
System (SORTS) reporting. The DRRS is organization.
updated monthly from very broad and specific
‹ Perform professional duties in cooperation
tasks that flow from the battalion level, to the
with chaplains and civilian RMPs from other
MARFORs, to the CCDR, so the RMT may
religious traditions.
make an informed decision on many areas
‹ Recognize that our diversity within the
within the command. Not all commands will be
required to provide information on the readiness Chaplain Corps is a strategic organizational
of RMTs. This will be tied to the mission of the strength and signals that the Navy and
command and its level. Marine Corps welcome the service of per-
sons of diverse backgrounds.
z Demonstrate spiritual and moral integrity:
Religious Ministry Principles ‹ Hold one another to the highest standards of

moral and ethical behavior.

‹ Protect confidential communications, honor-
While the mandate of religious ministry in the
ing the sacred trust placed upon chaplains by
Marine Corps is rooted in the free exercise of reli-
gion in an institutional setting with reporting and those whom they serve.
‹ Offer informed and objective advice, both up
readiness requirements, there are other significant
principles of ministry that are essential for a com- and down the chain of command.
‹ Exercise supervisory responsibilities with
prehensive CRP that meets the religious, spiri-
tual, moral, and ethical readiness needs of Service the utmost commitment to the professional
members. These principles include guiding and and personal development of subordinates.
operational principles. It is the dynamic faith and z Model and teach that every person should be
personal integrity of the chaplains serving the men treated with human dignity:
and women of the Marine Corps that will bring ‹ Value, understand, and respect differences in

these principles to life. gender, culture, race, ethnicity, and religion.

 ______________________________________________________________________________________________________
3-4 MCWP 6-12

‹ Promote communication and conflict re- consideration of the unintended consequences, as

solution skills to build strong relationships well as the immediate need. During any operation
with Service members, family members, and or exercise, the “right” ministry will meet the
communities with whom the Navy and greatest need while supporting the primary
Marine Corps interact throughout the world. mission of the command. Ministry, in any form,
z Project professionalism and accountability: should neither interfere with the mission nor
‹ Identify required capabilities and equip chap- cause the RMT to become a liability to the unit.
lains and RPs with the requisite competencies In the fluidity of military operations, the focus of
for success. effort for the RMT must match the focus of effort
‹ Develop, implement, and monitor policies, for the unit.
doctrine, measures of performance, and mea-
sures of effectiveness. A ministry of purpose extends beyond a “ministry
‹ Implement both continuous planning and im-
of presence.” The RMT with a plan of action that
provement processes in order to project and has been well thought out prior to an operation or
plan for current, near-term, and long-term re- exercise will be more effective (see app. C).
ligious requirements.
Mission and Focus of Effort
Operational Principles The mission of RMTs in every military operation
is to provide and facilitate appropriate ministries
Responsive Religious Ministry that support the religious needs and preferences
Religious ministry at all levels should be simulta- of all members of the force or command. In times
neously responsive to both the commander’s of crisis, such religious ministries are the core of
METs and the individual religious needs of the the RMT’s role in support of the commander’s
Marines and Sailors. In the case of operational mission and the force’s operational readiness.
religious ministry based on the command’s Careful RMT preparation requires attention to the
METs, special attention must be paid to ensure various anticipated circumstances and the options
that it is appropriate to the command’s mission, of ministry to meet those circumstances. While
location, alert status, operating environment and an RMT’s efforts may be focused on one of these
tempo, current threat, and other conditions that options, sudden events may immediately change
affect ministry requirements. Since real world the team’s focus of effort (e.g., mass casualties,
events or political decisions may change these emergent traumatic reactions).
conditions in a matter of hours, flexibility remains
essential. Religious ministry support for opera- There will also be times of temporary change of
tions is explained in greater detail in chapter 6. focus, which require discernment in the applica-
tion of effort. For example, the demand for reli-
Ministry of Purpose gious accommodations for faith groups with
Operational religious ministry flows from an ex- specific seasonal needs requires extra effort to
peditionary mindset. Time, personnel, and the arrange for visits from RMPs not attached to the
limited resources of expeditionary forces de- command. However, while operations involving
mand purposeful actions at every level. Ministry misplaced persons, evacuees, and even detained
is not only responsive, but must also be inten- personnel may seem to commanders to be appro-
tional and proactive. priate missions for RMTs, care should be taken to
ensure RMT employment is never in conflict with
Consequently, RMT actions should also be pur- their primary mission. Proper understanding of
poseful and intentional. Decisions concerning the mission of the command, needs of attached
what ministry is appropriate must reflect command personnel for religious ministry, and
 ________________________________________________________
Religious Ministry in the United States Marine Corps 3-5

availability of chaplain and RMP inventory can local religions; and the impact of religious cus-
allow for advance planning to meet these com- toms, traditions, and culture on the mission and
mand and personnel needs. vice-versa. Timely and accurate RMT input to the
command’s deliberate planning process is essen-
Planning tial for the development of the operational reli-
gious ministry section of the commander’s
MCDP 5, Planning, identifies five key functions
estimates in both the OPORD and OPLAN.
of planning and plans. These concepts are central
to the Marine Corps Planning Process and to the Secondly, “planning develops a shared situa-
development and implementation of a compre- tional awareness.” (MCDP 5) The commander’s
hensive religious ministry plan for any operation. intent is based on the intelligence and research of
As with all aspects of military operations, effec- his staff, and it informs the RMT of the environ-
tive religious ministry begins with planning and ment in which religious ministry will be con-
predeployment actions. Every aspect of the reli- ducted. Awareness of the threat level, local
gious ministry Planning, Programming, Budget- cooperation possibilities, and requirements for
ing, and Execution process is focused on travel in theater will prepare the RMTs to minis-
providing an innovative and comprehensive CRP ter more effectively.
for Marines, Sailors, authorized personnel, and
their families. The impact that culture and religion may have on
the mission will depend largely on the role reli-
Whether deployed, preparing for deployment, or gion plays in the daily life of opposing force and
redeployed, Marines, Sailors and their families indigenous population (e.g., daily prayers may be
are entitled to deliberate, well-executed religious a requirement for practicing members of a partic-
programs that focus on their needs and require- ular faith). RMTs may need to advise command-
ments. An awareness of the Marine Corps Plan- ers that certain activities or behavior may be
ning Process will serve RMTs well in developing perceived as inflammatory by members of the op-
and practicing sound religious ministry princi- posing force and/or indigenous persons, causing
ples. The following five functions demonstrate unintended consequences. Situational awareness
the importance of understanding the com- includes attention to all factors that impact indi-
mander’s intentions when developing plans. vidual and unit readiness. When Marines are
unprepared physically, emotionally, intellectually,
The first key function in planning is to “... direct morally, or spiritually, they may have difficulty
and coordinate action by instructing those within focusing on the mission. In times of stress or cri-
the unit what to do and informing those outside sis, overlooking basic religious needs (i.e.,
the unit how to cooperate and provide support.” required sacramental or ritual observances) and
(MCDP 5) Effective ministry is both proactive essential faith practices may have a negative ipact
and responsive. Awareness of the commander’s on personal readiness and unit morale.
intentions will help the RMTs anticipate the fun-
The third key function demands that “planning
damental requirements for ministry during the
generates expectations about how actions will
planning of an operation or exercise. This allows
evolve and how they will affect the desired out-
for intentional preparation and coordination of come.” (MCDP 5) Religious ministry during
effort. As with any operation’s planning, RMTs operations focuses on essentials. Much of the
must consider external, internal, and task-related RMT’s ministry to command members takes
factors when planning and coordinating opera- place as they prepare for operations. By proac-
tional religious ministry. Such factors include a tively planning and providing for the religious
clear understanding of the mission and the com- requirements of the force, RMTs ensure effective
mander’s intent; a comprehensive analysis of response to emerging religious ministry needs
 ______________________________________________________________________________________________________
3-6 MCWP 6-12

(e.g., ministry to the wounded and dying, assis- The Marine Corps Planning Process is a six-step
tance with evacuations). Commanders expect methodology that helps organize the thought pro-
their RMTs to be accessible and ready to respond. cesses of the commander and staff throughout the
The RMTs are uniquely prepared for a critical planning and execution of military operations
role that centers on nurturing the living, caring for (see fig. 3-2). This process focuses on the mission
the sick or wounded, and honoring the dead. and the threat and is based upon the Marine
Corps’ philosophy of maneuver warfare and the
“Planning supports the exercise of initiative”
doctrine set forth in MCDP 5. It capitalizes on the
(MCDP 5) as the fourth key function. Solid plan-
principle of unity of effort and supports the estab-
ning facilitates timely response to changing
lishment and maintenance of tempo.
events. Deficiencies are easier to detect, and
options departing from the plan can be better The first step in the planning process is mission
identified and generated. The RMTs are trained analysis. The commander’s intentions can be
to adapt ministry to the changing environment found in the OPORD. The force chaplain will
and emerging needs. While force planning for write Appendix 6 (Chaplain Activities) to Annex
religious ministry is done at the MSC level and E (Personnel) of the OPORD, expressing how the
higher, all levels of command include opera- commander expects religious ministry to be
tional planning for religious ministry. By being deployed. The commander’s intentions are com-
involved in planning an operation, the RMT can bined with all other research into the anticipated
better anticipate where the need will be. If mission and become the foundation for the
unforeseen needs arise, the RMT can respond in Marine Corps Planning Process. Awareness of
accordance with the intent of the plan (e.g., where these factors also becomes a part of RMT mission
and when to administer sacraments, prayers, and analysis, along with other information gathered
ministry to the wounded and dying). on the geography, culture, infrastructure, force
The final, and fifth, key function requires locations, and employment. The analysis of the
“planning [to shape] the thinking of planners.” mission is fundamental to intentional RMT plan-
(MCDP 5) Planning provides a disciplined frame- ning. Reading the OPORD and conducting the
work for approaching problems. The experience research are necessary prior to planning.
of developing a plan can make an RMT more re- The next step in the planning process is the devel-
sponsive to changing circumstances. The RMTs opment of all reasonable and possible courses of
must take into consideration how their actions will action (COAs). The COAs are designed so they
affect the readiness and effectiveness of the may be wargamed and/or practiced. The RMT’s
Marines and Sailors to whom they minister. Addi- awareness of, and involvement in, the develop-
tionally, they must maintain situational awareness, ment of various COAs enables planning of reli-
providing ministry at the appropriate time. When, gious ministry to meet each circumstance.
in the course of an operation, religious ministry
plans are overcome by events, RMTs must adapt Developed COAs are simulated into war games
and move on. Ministry to people must never be to better identify benefits and risks. The RMTs
allowed to jeopardize the security of those to can also creatively imagine their own responses
whom the ministry is being provided. to various COAs deployed and enacted in order
to identify the efficacy of their plans.
There will be times when RMTs must react rather
than plan to respond. That does not relieve RMTs During COA comparison and decision, benefits
from the responsibility of planning. Planning and risks are assessed and the COA is chosen.The
helps ensure that one’s reaction to the unexpected chosen COA is put into action during step 5,
is the appropriate response. It is through plan- orders development. For RMTs emulating this
ning, testing, and replanning that chaplains and process, the chosen COA becomes the focus of
RPs develop their ability to respond appropriately. their ministry plans.
 ________________________________________________________
Religious Ministry in the United States Marine Corps 3-7

Higher Commander's
Warning Order,
Operation Plan or
Operation Order

Marine Commander's
Operation Plan or Mission
Operation Order Analysis

Course of Action
Transition
Development

Orders Course of Action

Development War Game

Course of Action
Comparison and
Decision

Figure 3-2. Marine Corps Planning Process.

Step 6 addresses transition. The order is matched z Using planning as a scripting process that tries
to the commander’s intentions and becomes the to prescribe friendly and possibly enemy
OPLAN or OPORD. This step also leads back to actions with precision (e.g., assuming that tac-
mission analysis as an ongoing process, remind- tical operations will place a unit in a precise
ing RMTs that plans must remain responsive to a location after the completion of the mission;
changing environment. not attending OPORD meetings to understand
and anticipate ministry needs of upcoming
There are several pitfalls to planning for reli- operations).
gious ministry, especially in an expeditionary en- z Adapting institutionalized planning methods
vironment. Awareness of the following common that lead to inflexible thinking and rigid proce-
mistakes will assist RMTs in guarding against dures (e.g., limiting use of resources to what is
these pitfalls: immediately available).
z Attempting to forecast and dictate events too
far into the future (e.g., planning worship ser- Mutual Support
vices to Marines and Sailors dispersed in the Through mutual support, RMTs provide a broad,
field prior to obtaining exact unit locations can comprehensive religious ministry to their as-
result in poor planning for ground transporta- signed commands and enhance the CRPs of other
tion to dispersed units; whereas, awareness of commands. Mutual support requires coordination
COAs can prevent these errors). between units, and in some cases, between Ser-
z Trying to plan in too much detail (e.g., vices. This will require a thorough and accurate
attempting to construct community relations understanding of the chain of command and the
[COMREL] projects prior to meeting local commander’s intent to accommodate mutual sup-
host nation leaders). port of other units’ personnel. This is true for
both supported and supporting commands. When
 ______________________________________________________________________________________________________
3-8 MCWP 6-12

the commander’s intent is to provide mutual sup- covered by the provisions of being recipients of
port to other units or Services, some guiding prin- confidential communications; but are bound to
ciples apply. Chaplains will— maintain such confidences if they inadvertently
overhear or discover them.
z Facilitate religious ministry for members of
other faith groups. The term “confidential communications” includes
z Provide specific religious ministries to mem- the legal recognition of the clergy-penitent privi-
bers of their own faith. lege, all communication between Navy chaplains
z Deliver pastoral care to all military members, and those who confide in them as an act of reli-
their families, and authorized personnel. gion, a matter of conscience, or in their role as
z Advise the command on the impact of religion spiritual advisors. This is considered a right for
and the CRP on the command, as well as the those who seek out chaplains for this purpose.
impact of religion on the command’s external Commanders and chaplains are required to honor
mission. the confidential relationship between Service per-
sonnel and military chaplains.
Privileged communication is a subset of confiden-
Confidential Communication tiality and may also be known as “religious
privilege,” “priest-penitent privilege,” or “clergy
Confidentiality is the cornerstone of pastoral care privilege.” The United States Manual of Courts-
for Navy chaplains. The unconstrained ability to Martial, Military Rules of Evidence 503,
discuss personal matters in complete privacy Communications to Clergy, defines the chaplain-
encourages personnel and family members seek- penitent privilege for military chaplains and
ing chaplain assistance to speak freely, without Service members. This evidentiary rule
fear of recrimination in pursuing their need for recognizes that certain communications to clergy
pastoral care. Such ability to speak freely estab- should be held confidential as a matter of public
lishes a sacred trust, facilitates increased morale policy and outweighs the Government’s interest
and mission readiness, and benefits both the indi- in securing a criminal prosecution. The chaplain,
vidual and the institution. Confidential communi- the penitent, and even certain third parties present
cation includes acts of religion, matters of during the communication cannot be compelled to
conscience, and any other information conveyed disclose qualifying communications. “Privilege”
to a chaplain. Confidential communication may is applied when a communication is made to a
chaplain in his capacity as a spiritual advisor or to
be conveyed through oral or written means,
a CA acting in an official capacity. The official
including electronically. All chaplains have the
policy is detailed in SECNAVINST 1730.9.
professional obligation to maintain the privacy of
all confidential communication disclosed to them Various conferences and boards relating to mili-
in their official capacities. All RPs and Marine tary chaplaincy have contributed to current
CAs working for chaplains are also required to understandings and applications of important
maintain confidential communication relation- concerns with regard to confidentiality. The unof-
ships. This is true, either if they inadvertently ficial code of ethics cited in chapter 1 contains
overhear such communication or if a member dis- the following statement on confidentiality:
closes information to them in their role as an RP
I will hold in confidence any privileged communi-
or Marine CA.
cation received by me during the conduct of my
Other members of the RMT, such as lay leaders ministry. I will not disclose confidential communi-
and other support personnel in the CRP, are not cations in private or public.
 ________________________________________________________
Religious Ministry in the United States Marine Corps 3-9

The RMT acts as a shoreline of safety, toward equipped with the skills and tools necessary to
which the spiritually stressed and those seeking successfully meet the challenges of the military
wisdom search for clarity, guidance, and healing. lifestyle.” Given their professional training, posi-
Concerning the duty of leading Marines and Sail- tion, and role in the command, chaplains are
ors to healing, RMTs must be confident in both active contributors to the MCFTB program, and
their understanding of the sacred trust that consti- they are a natural bridge between families and the
tutes the basis of their ministry and in their ability chain of command.
to work within the active silence of confidential- Personal and family readiness staff personnel pro-
ity and privilege. vide required direct support for the maintenance
and operation of the MCFTB programs, which
include KVN; Lifestyles, Insights, Networking,
Pastoral/Professional Care Network Knowledge, and Skills (L.I.N.K.S.); Spouses’
Learning Series; CREDO; and Prevention and
Chaplains maintain professional relationships Relationship Enhancement Programs (PREP).
with other care providers and agencies within the Increasingly, family readiness is viewed as a key
military and civilian communities. Referrals often factor in overall unit readiness. Family issues, if
enable RMTs to provide the type of professional not addressed, can have a significant impact on
support required by Service members and their unit readiness and cohesiveness. The Marine
families. Direct support organizations—the Corps family readiness programs instituted in
American Red Cross (ARC), Navy-Marine Corps recent years are designed to provide a support
Relief Society, MCCS/Fleet and Family Support mechanism to help address family concerns. Col-
Centers, and the Salvation Army—provide a wide lectively, these programs support optimum unit
range of professional services. RMTs should effectiveness and mission readiness, prepare
constantly update their working database of Marine families to meet the challenges of the mil-
professional services in their geographic opera- itary lifestyle, and standardize the policies and
tional area. functions of the MCFTB programs across organi-
zations and duty stations.
Religious ministry teams maintain working rela-
tionships with legal assistance offices, family A significant number of observations and lessons
learned from operations in the United States
readiness officers (FROs), MCCS, hospitals, alco-
Marine Corps Central Command’s operational
hol and drug rehabilitation centers, and other mil-
area (available on the Marine Corps Center for
itary and civilian resources. Similarly, RMTs Lessons Learned [MCCLL] Web site) have pro-
maintaining their professional relationships with vided insight into the strengths of the MCFTB
local community religious organizations enable and its component programs, as well as identify-
appropriate referrals for specific religious require- ing areas for improvement.
ments and needs.
Family Readiness Officers

Marine Corps Family Team The MCO 1754.6A prohibits chaplains from serv-
Building and Other Supported Programs ing as FROs. Chaplains need to be available to
deploy with their unit while other qualified per-
sonnel fulfill the role of the FRO. Chaplains must
Marine Corps Family Team Building (MCFTB) maintain a close working relationship with FROs.
is a major program involved in enhancing family
readiness. The MCO 1754.6A, Marine Corps The FROs are vital to the life and health of a
Family Team Building (MCFTB), describes fam- deployed unit. The FRO should ensure that the
ily readiness as “families who are prepared and state of family readiness is constantly promoted
3-10 _____________________________________________________________________________________________________ MCWP 6-12

through a well-planned and carefully executed Program (FAP). They should be trained in identi-
program for his assigned unit(s). These units fying family violence risk factors and dynamics,
include those traditionally referred to as “non- basic community information and referral, safety
deploying” units, as well as deploying units. planning, and appropriate responses as a profes-
sional—to include screening procedures,
Family members of all units have to be prepared identification, assessment, and sensitive inter-
for separations. When a Marine or Sailor deploys, viewing of victims. The FAP manager responsible
the deployment cycle is a major event in the lives for the FAP local program is responsible for
of family members. Clear and direct communica- providing this training. While chaplains are not
tion is the most effective means of limiting the prohibited from attending the FAP case review
stress of a deployment. The unit’s leadership and committee during risk assessment and treatment
demonstrated concern for families during all planning deliberations, they are not designated as
phases of deployment directly affects the success permanent voting members during the incident
of the unit’s family readiness efforts. The FRO status determination phase. Chaplains should not
communicates the commander’s goals and vision serve as case review committee voting members.
for family readiness; information about the unit’s More specific program guidance may be found in
mission; and how to link unit members, family
SECNAVINST 1752.3B, Family Advocacy
members, MCCS, and community resources. For
Program (FAP).
more information on the FRO program, see Navy/
Marine Corps Directive (NAVMC DIR) 1754.6A, Sexual Assault
Marine Corps Family Team Building (MCFTB), Prevention and Response Program
and Marine Corps Bulletin (MCBul) 1754, Pri-
mary Duty Family Readiness Officers (FROs). All chaplains are expected to receive the peri-
odic training in sexual assault prevention and
Marine Corps Mentoring Program response (SAPR) per SECNAVINST 1752.4A,
Sexual Assault Prevention and Response, and
Chaplains are cited in NAVMC DIR 1500.58, MCO 1752.5A, Sexual Assault Prevention and
Marine Corps Mentoring Program (MCMP) Response Program. Chaplains play an integral
Guidebook, as a resource for Marines who need role in SAPR along with Marine and Family Ser-
assistance with spiritual guidance, stress vices personnel (i.e., counselors and victim advo-
management, combat and operational stress care, cates) and health care professionals.
and individual encouragement and general
support. Chaplains are highly encouraged to take Exceptional Family Member Program
a proactive role in assisting in the ethical and
moral development and growth of Marines and The Exceptional Family Member (EFM) Program
Sailors assigned to their care, by partnering with includes the identification, enrollment, and track-
senior enlisted and officers within their unit in ing of all eligible family members with special
implementing this program. Additional medical and educational needs, regardless of
information may be found in NAVMC DIR where the sponsor is assigned. This program is
1500.58 and MCO 1500.58, Marine Corps detailed in SECNAVINST 1754.5B, Exceptional
Mentoring Program. Family Member Program.

Family Advocacy Program Marine for Life Program

Chaplains play a critical role as a community The Marine for Life (M4L) Program is designed
responder (e.g., medical, legal, base security and to expand transition assistance and provide spon-
law enforcement, educators, counselors, sorship for the more than 27,000 Marines who
advocates, chaplains) in the Family Advocacy honorably leave active service each year and
 _______________________________________________________
Religious Ministry in the United States Marine Corps 3-11

return to civilian life. The M4L Program formally Psychosocial

extends our commitment to take care of our own
and nurtures mutually beneficial relationships The emotional health of RMTs impacts directly
inherent in our ethos—once a Marine, always a on their ability to provide religious ministry.
Marine. The MCO 1754.8A, Marine for Life Understanding and managing emotions can
(M4L) Program, directs the program. minimize the negative effects of stress and help
build strong, appropriate relationships with
family, friends, colleagues, mentors, communities
Self-Care of faith, and the recipients of ministry.
Seeking psychological self-awareness can bring
A critical principle of religious ministry is the healing and growth. Learning to manage emo-
care of the deliverer. While RMTs specialize in tional stress and how to deal effectively with con-
taking care of other people, they are frequently
flict can reduce relational and personal diffi-
not as good at taking care of themselves. With
culties. Support from colleagues and mentors can
this in mind, the importance of RMT self-care
sustain personal and professional development.
cannot be overstated. Chaplains and RPs are at
risk for fatigue and stress because of their unique Finally, the ability to enjoy life through play and
role as caregivers. A continuous practice of basic recreation contributes to a resilient personality
physical, psychosocial, intellectual, and spiritual that retains the capacity for joy. These practices
disciplines keep the RMT healthy and conditioned add to a psychosocial well-being and the balance
to care for others (see fig. 3-3 on page 3-12). of a whole being, enabling better care to others.

The RMTs offer a link to both the spiritual and Intellectual

the divine. They are the only personnel in the
command officially designed by MOS and policy Intellectual growth is both a personal wholeness,
to claim this professional territory. The RMTs are as well as a professional competence issue. Chap-
the gatekeepers, or “lane” keepers, of the innova- lains and RPs are required to receive advanced and
tive delivery of religious ministry and compas- refresher training on a regular basis, as directed by
sionate pastoral care. Lack of self-care causes one higher authority. Examples of this training include
to run out of resources to help others. Addition- Chaplain Corps Professional Development
ally, the RMT sets a poor example for others. Training Workshops (PDTWs) and Professional
Development Training Courses (PDTCs), joint
Physical professional military education, the Doctor of
Physical self-care is the most immediately Ministry Program, postgraduate education, clinical
observable sign of wholeness or brokenness in a pastoral education, local area training events,
person. Regular attention to physical training, as denominational training oppor-tunities, and self-
well as good general medical care, are important directed study and reading. Taking the time to
ways for RMTs to take care of themselves. A pursue these programs during busy schedules,
well-conditioned RMT is better able to with- though challenging, should be a priority of the
stand the stressors of the day-to-day demands of RMT. Good intellectual health is as important for
the CRP. the growth and sustenance of RMTs as is physical
training. Sustaining intellectual and professional
Modeling good physical health through proper competencies not only serves the RMT well, but
rest, exercising, consuming a healthy diet, and also the unit and future units of that RMT. Senior
avoiding abuse of substances pays dividends indi- and supervisory RMTs should promote and make
vidually for the RMT and collectively for the unit.
3-12 _____________________________________________________________________________________________________ MCWP 6-12

THE FOUR PILLARS

PSYCHOSOCIAL

INTELLECTUAL

SPIRITUAL
PHYSICAL

OF SELF-CARE HEALTH

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

time for junior RMTs to pursue a broad range of The RMTs are encouraged to attend CREDO
intellectually and professionally rewarding retreats, to seek spiritual counsel from trusted
training and study. advisors, and to continuously monitor and
appraise their own spiritual focus and health in
Spiritual order to sustain their role as caregivers.

The RMT holds a unique position in the com- Buddy Care

mand to facilitate spiritual health and healing in
Marines and Sailors. Neglecting spiritual self-care Buddy care is integral to self-care. From the
can negatively impact the ability of the RMT to concept of battle buddies to the new emphasis on
carry out their higher calling to connect Marines buddy care for caregivers, intentional actions of
and Sailors to spiritual sources. caring, trust, accountability, reciprocity, and
follow-up are essential. Buddy care may involve
Spirituality is the expression of the human spiri- checking on how another is doing, holding inten-
tual nature in thoughts, actions, and relationships. tional sessions of goal setting and growth, or
Being disciplined in the growth of personal presenting direct debriefs of traumatic events. A
spiritual understanding, personal spiritual dis- key responsibility of buddies is to ensure buddies
ciplines, and personal spiritual connections with get the appropriate professional help when needed.
others and the divine causes chaplains and RPs to
grow personally and replenish their resources for Group Care
caring for others. Intentional practices of study,
prayer, worship, charity, service, silence, The MAGTF chaplains can encourage and aid
simplicity, and rest represent ways of invigorating RMT self-care by offering Care for the Caregiver
spiritual health. retreats. Chaplains in leadership positions,
The RMTs are a symbol of hope, reminding each sometimes in cooperation with CREDO, MCFTB,
member of the command that they are not alone. or MCCS counseling offices may offer group
 _______________________________________________________
Religious Ministry in the United States Marine Corps 3-13

settings for RMTs to process their deployment questions, such as: How have you changed? What
transition, both in-theater and postdeployment. was good? What was bad? What do you need to
Care for the Caregivers retreats have been held for do to readjust? These retreats are a time for RPs,
RMTs alone and jointly with medical personnel. chaplains, IAs, and Reserve RMTs to air their
concerns, either separately or as a group. The
Retreats can range from brainstorming and more lengthy postdeployment retreats may
sharing sessions, to full multiday retreats with include tools such as creative and expressive
teaching, exercises, assignments, and goal setting. writing, trauma timelines, reflective time, and
Some retreats have been held in-theater with frag- group sharing. Additional tools con-cerning group
mentary order (FRAGO) or chief of staff letter of care are available through the Chaplain Corps
instruction support. For example, a retreat may PDTW sponsored by CREDO centers.
consist of large group brainstorming on simple
 CHAPTER 4
STAFF OFFICER TASKS
voice. An institutionally perceptive chaplain
Military Organization knows best when to speak the “truth to power”
and how best to do so. Chaplains who are not
Navy chaplains will be assigned as principal staff aware of the system often miss opportunities to
officers to assist commanders in the develop- influence it, or sometimes find themselves in
ment, implementation, and support of religious opposition to it, thus failing to be effective to the
ministries at each level of command. Chaplains needs of their people. Knowing, practicing, and
advise commands in matters of morale, morals, honing staff officer skills enhance the chaplain’s
ethics, and spiritual well-being. They also serve credibility and value to the unit and the men and
as advisors to commanders for the impact of women they serve.
religion on military operations. Chaplains are
organizationally placed under the chief of staff or
executive officer, while retaining direct access to Officer Tasks
the commanding officer in accordance with
MCO 1730.6D.
Chaplains must continuously seek to develop
As staff officers in a military organization, staff officer skills to be effective institutional
chaplains function according to the rules and ministers. Chaplains carry responsibilities identi-
regulations of the sea services. As commissioned cal to other officers: advising the commander;
officers, chaplains are subject to the Uniform providing leadership, training, and education; and
Code of Military Justice (UCMJ) and are expected provisioning of resource management.
to observe good order and discipline.
Advising the Commander
A chaplain’s belief system, concept of calling, and
divine service does not diminish his responsibili- As staff officers, chaplains have the core capa-
ties to fulfill the requirements of his commission. bility task of advising commanders (see chap. 5,
Following orders and regulations, adhering to page 5-5).
standing operating procedures (SOPs), fulfilling
Providing Leadership, Training, and Education
staff responsibilities to superiors and subordi-
nates, and following the chain of command are The chaplain will provide leadership, training,
not optional duties for chaplains. These duties are and education through appropriate professional
essential to successful institutional ministry and military education (PME) and classes on topics
sound staff work. Furthermore, the institution
such as ethics, character development, relational
values chaplains who show respect to the men
and life skills, personal and spiritual well-being,
and women they serve by becoming familiar with
crisis and suicide awareness, domestic violence,
the dynamics of their environment.
grief and loss, values, cultural issues, and WT
Chaplains perform an important role because they programs. Chaplains can also contribute to the
can prophetically speak the truth in places and moral and ethical leadership aspects of the
times where most Service members have little Marine Corps Martial Arts Program.
 ______________________________________________________________________________________________________
4-2 MCWP 6-12

Provisioning of Resource Management information may be found in the SECNAVINST

3300.2B, Department of the Navy (DON) Antiter-
The chaplain will contribute to the provisioning rorism (AT) Program.
of resource management, which includes the
proper leadership, management, supervision of Physical Fitness
people, administration of programs, and oversight
Compliance with physical fitness and grooming
of logistical needs of the CRP. As a staff officer
standards is essential for RMTs serving with
for the Marine commander, the chaplain will
Marines. A rigorous physical fitness program
address the specific areas, functions, and skill sets ensures RMTs are fully capable of performing
discussed in the following paragraphs. the demanding physical requirements associated
with combat skills. As previously stated in the
Supervision, Leadership, and Management self-care paragraph in chapter 3, RMTs who
Professional development of subordinates includes practice a disciplined regimen of physical fitness
the supervision and measure of performance of all are better physically qualified to do their jobs and
assigned personnel and volunteers. Senior chap- gain the respect of Marines. For additional guide-
lines, see OPNAVINST 6110.1H w/ch 1, Physi-
lains within the command structure provide direct
cal Readiness Program.
supervision of the CRP (e.g., a division chaplain,
as the director for religious ministries on the staff
of the division commander, oversees the CRP at Administration of Programs
all subordinate command levels). Senior chaplains The chaplain will assist and advise the com-
also function as mentors for subordinate chaplains mander in the administration of various programs
to adjust and adapt professionally to the unique as follows:
military ministry setting. Marine commanders
z Fitness reports. Preparing fitness reports and
support a training program for chaplains, RPs, and
evaluations required for officers and enlisted
Marine CAs assigned to their commands (see members is a skill that must be learned and
MCO P3500.44A, Religious Ministry Team exercised to ensure the success of future
(RMT) Training & Readiness Manual). Proper RMTs. Supervisory chaplains will assist and
management of this program is under the cogni- advise unit commanders in preparation and
zance of the senior supervisory chaplain to whom appropriate submission of these reports per
subordinate commands report. MCO 1730.6D. Further guidance on the prepa-
ration of reporting procedures is provided in
CRP Inspections BUPERSINST 1610.10A, Navy Performance
Supervisory chaplains will ensure that an appro- Evaluation System.
priate regimen of CRP inspections or assist visits z Humanitarian transfers and conscientious
are conducted at subordinate commands, defi- objector. Processing humanitarian transfers and
ciencies properly documented, and CRP person- conscientious objector assessments are essen-
nel held accountable for performance and training tial staff officer tasks that are highly valued by
in proper procedures. the commander. Humanitarian transfer
procedures are found in MILPERSMAN
paragraph 1900-020, Convenience of the
Force Protection
Government Separation Based on
While chaplains are noncombatants, all members Conscientious Objection (Enlis ted and
of the CRP are responsible for practicing sound Officers), and NAVPERS 15909B, Enlisted
force protection practices. The antiterrorism Transfer Manual, for Navy personnel and in
awareness training Web site is a resource for force MCO P1000.6G, Assignment, Classification,
protection awareness and training. Additional and Travel Systems Manual, for Marine Corps
 ________________________________________________________
Religious Ministry in the United States Marine Corps 4-3

personnel. Conscientious objector interviews officer (CACO) program, and coordination

directed by the commanding officer are admin- of area ministry. For further information on
istrative functions and are not considered the CACO program, see NAVPERS Manual
counseling relationships. They are not con- 15607C, Casualty Assistance Calls Officer
fidential communication and the chaplain shall Handbook, and MCO P3040.4E, Marine
inform the interviewee of this fact. If a chaplain Corps Casualty Procedures Manual.
has a prior counseling relationship with a ‹ Compiling periodic reports as required by

Service member requesting designation as a the Chaplain of the Marine Corps, HQMC
conscientious objector, he shall not be Code (REL), Information in these reports
appointed to evaluate that Service member for will include significant ministry accomplish-
conscientious objector status, per MCO ments, data on the number of deployed
1306.16E, Conscientious Objectors, and the RMTs, dwell time, and other emerging
command will appoint another chaplain to trends. This data is often used to establish
conduct the interview. and sustain manpower and funding require-
z Equipment. Preventive requirements must be ments. Additionally, units deployed in a joint
performed on all equipment assigned to the environment will have significant operation-
RMT. This includes field gear and equipment al reporting requirements from higher head-
used in support of religious worship. quarters as delineated in OPORDs.
z Reporting requirements. Monitor to ensure z After action reports and lessons learned.
compliance with DRRS reporting protocols Deployed RMTs and IAs are required to file
and all CRP and other inspection protocols. after action reports (AARs) and/or lessons
Ensure that subordinate command CRPs are learned just prior to returning from deploy-
reporting compliance data in the appropriate ments. These reports and lessons should be filed
collection systems (DRRS and Chaplain through/with the command lesson manager in
Corps). the unit and submitted to the MCCLL, where
z Performance. A supervisor will measure per- reports of RMTs may be viewed on the Web
site: https://www.mccll.usmc.mil/.
formance by—
‹ Collecting and analyzing data on subordinate

units as required and reporting required in- Logistics

formation to higher headquarters. The CRP is an official and integral part of each
‹ Ensuring compliance with all recording and organization within the Marine Corps, as
reporting protocols; inspection regimes; data established by Title 10, United States Code,
collection, management, and reporting re- SECNAVINSTs, and Marine Corps directives.
quirements; customer and command satisfac- Each commander bears responsibility for logis-
tion surveys; and other data calls. tical support for religious ministries. The com-
‹ Monitoring the development and use of local
mander’s direct support of the religious ministry
CRP SOPs to delineate specific policies and mission is contained in the MCO 1730.6D and
responsibilities for the operation of the CRP, states that, “Commanders will include the CRP as
which will become the basis for reporting an integral and essential element of adminis-
metrics. tration, planning, programming, and budgeting
activities, supported with appropriated funds at a
‹ Developing SOPs to define particular duties
level consistent with other personnel programs
and functions of all members assigned to the
within DON.”
CRP to include, at a minimum, program
requirements and tasks, watch standing Logistical support of the RMT includes, but is not
procedures, plans for response to disasters, limited to, provision of adequate office space,
support of the casualty assistance calls furniture, equipment, supplies, support services,
 ______________________________________________________________________________________________________
4-4 MCWP 6-12

and transportation. Due to the sensitive nature of CRP. Commands will prepare and submit
pastoral counseling and the professional study of annual O&M budget estimates. When submit-
chaplains, office spaces for chaplains should be ting CRP budgets, RMTs ensure that require-
accessible to Marines, Sailors, and their families, ments are detailed, prioritized, and accurately
while providing sufficient privacy. A separate but estimated.
adjunct administrative space for the chaplain’s z Needs assessment. A comprehensive needs
office is essential to accommodate the RP’s analysis/assessment is conducted to identify
administrative responsibilities and to provide an the command’s religious ministry requirements
adequate waiting area. An office door with a win- of assigned personnel and establish the com-
dow is required to eliminate perception of inap- mander’s priorities for religious ministry. This
propriate activity by counselee or chaplain. includes identifying specific faith groups rep-
resented within the command.
Logistical support for divine services, religious
z Mission and operational requirements. There
education, personal devotions, group activities, should be a thorough understanding of the com-
classes, and training require intentional planning mand’s mission and operational requirements.
and continual upkeep and maintenance. Transpor-
z Command’s calendar. The RMTs should have
tation, radio communication (field and deployed), a working knowledge of the command’s calen-
direct phone lines (garrison), adequate office fur- dar for submission to the budget cycle.
niture, up-to-date information technology, and
z Command’s supply system. There should be a
connectivity are basic requirements to support functional understanding of the commands
comprehensive religious ministry. supply system and established working rela-
Commands are accountable for all nonconsum- tionships with the supply department.
able items. Unit commanders will ensure that a z Command T/O. There should be proper know-
responsible officer (RO) from the CRP is ledge of the command T/O and utilization of
assigned in writing. The RO will maintain an Reserve assets. An active duty chaplain should
plan for training Reserve assets assigned to the
inventory of nonconsumable items purchased by
command and should budget accordingly to
O&M funds.
fund the travel and other expenses for the
assigned Reservist’s active duty training.
Appropriated Funds
The following steps are crucial to the design of
Management Principles
the CRP budget:

Religious ministry funding is derived from z Plan the program. Develop a comprehensive
command-appropriated O&M funds and operates religious ministry plan based on the com-
within the Planning, Programming, Budgeting, mander’s priorities, identified needs, command
and Execution process. Adequate planning mission, planned training and operations sche-
requires the inclusion of the religious ministry dule, available assets, and possible
plan in the development of the command’s contingencies.
budget. The command’s design for ministry relies z Match the goals with the funds. Translate the
on the RMT’s management of the following: planned programs into dollar amounts.
z Submit the plan. The religious ministry plan
z Budget and procurement resources. The O&M should be submitted with the CRP budget for
funding, planning, programming, and budget- command approval and inclusion in the com-
ing will reflect current and anticipated program mand’s O&M funds.
requirements that support the religious require-
ments of individuals and families served by the
 ________________________________________________________
Religious Ministry in the United States Marine Corps 4-5

z Implement the funding. Put the funded pro- ing into his possession from any source, and by
grams into operation. any means, until properly relieved. The signature
z Record the process. Actual expenses and effec- of the designated RO on the proper documents is
tive programs are documented to assist in prima facie (at first sight) evidence that responsi-
future religious ministry plans and validating bility for the care and safekeeping of the public
budget requirements. property has been accepted. A joint physical
z Study the results. By evaluating the effective- inventory is conducted annually-as directed by
ness of the programs, the RMT develops a clear the commander, the RO, the individual holding
understanding of requirements and direction for the property accounts, or when the property is
future planning. transferred to a newly designated RO.

Nonappropriated Funds Command Religious Program Tables

of Equipment and Property Accounts
The ROFs provide a vehicle for religious expres-
sion. Various religious traditions include the con- Marine commands and units maintain prescribed
cept of voluntarily offering money and financial T/Es that include the essentials for religious min-
support of mission organizations as an aspect of istry. The RMTs advise the commander and assist
religious life. Marines, Sailors, their family mem- the supply officer to ensure the command or unit
bers, and authorized personnel are encouraged to inventories include all authorized religious minis-
express their religious devotion through direct try T/E items. The RMTs generally maintain cus-
stewardship and financial contributions to their tody and ensure the religious ministry T/E items
faith groups and the CRP through the ROF. As a are properly maintained and ready for deploy-
ment. Periodic inspections and assist visits are
matter of policy, deployable commands neither
conducted by the command or higher headquar-
establish nor maintain a ROF due to the inability
ters to evaluate command readiness, including the
to provide security and timely administration of
status of authorized T/E equipment and materials.
the contributions. Contributions made within the Property, furniture, and equipment essential to
context of worship in Marine Corps chapels are religious ministry, but in addition to the T/E, are
administered by the commanding officer or com- also controlled by the unit supply officer and are
mander under the authority of SECNAVINST listed on the command property account. Subcus-
7010.6A, Religious Offering Fund, and MCO tody (i.e., signed custody cards) and care of reli-
7010.17A, Religious Offering Fund. These for- gious ministry equipment are generally assigned
mal instructions provide specific procedures for to the command’s senior chaplain or RP.
the administration of these nonappropriated funds.

Command Religious Program Facilities

Material Readiness and Accountability
Commanders may authorize use of chapels and
Generally, the senior chaplain or the senior RP of religious support facilities for nonreligious meet-
the RMT is designated by the commander, in ings for any legitimate purpose. As Government
writing, as the RO for RMT equipment and property, religious support facilities are available
assumes responsibility for the care, safekeeping, for authorized purposes at no charge. Because
and maintenance of RMT property. This respon- chapels are provided for the free exercise of reli-
sibility pertains to all Government property com- gion, religious services and activities for all rec-
ognized faith groups have first priority.
 ______________________________________________________________________________________________________
4-6 MCWP 6-12

Chapels and religious support facilities will be Extension Program projects, military construction
made available to chaplains of other commands to projects, and priorities for chapels and religious
the maximum extent possible. Facilities will also support facilities.
be made available to military members; their
immediate family members listed in Defense En- Command chaplains will assist commanders by
rollment Eligibility Reporting System (DEERS); regularly inspecting facilities, thus ensuring
and authorized personnel for sacraments, rituals, proper maintenance of buildings and equipment
ordinances, and other religious ceremonies—such used in the CRP.
as baptisms, weddings, and funerals—at which
civilian clergy may officiate. When size and
arrangement permit, areas may be set aside and Community Relations Projects
kept permanently rigged to accommodate the
private devotional needs of Marines, Sailors, and Chaplains assist the command in organizing and
family members. The senior chaplain of each coordinating philanthropic activities in support of
command prepares schedules of services that local communities and/or citizens. Such events
provide fair and equitable use of chapels and often serve to enhance the image of military orga-
religious support facilities for the faith groups nizations in civilian sectors.
requiring facilities for worship and other faith
group related activities. No fees or gratuities will
be charged or received for the use of Government Authority to Sign “By Direction”
facilities in the performance of any religious act,
sacrament, or rite. In addition, no fees or gratuities
will be charged or received by a chaplain, RP, or As the assistant chief of staff or principal staff
Marine CA in the performance or support of any officer for religious ministries authorized to
religious act, sacrament, or rite performed on administer the CRP, the command chaplain may
Government-owned property. be authorized in writing by the commander or
commanding officer to sign “By direction” for
It is the responsibility of the commander to the commander or commanding officer. This “By
upgrade inadequate CRP facilities and the con- direction” authority is limited to the specifics of
struction of new facilities to meet identified CRP the assigned duties and responsibilities of the
deficiencies. Command chaplains advise com- command chaplain. Per SECNAVINST 5216.5D
manders on projects for facility improvements w/ch1, Department of the Navy Correspondence
and expansion. The Chaplain of the Marine Corps Manual, “By direction” authority is conferred in
advises the CMC on religious ministry facilities writing and remains in effect until the officer is
within the Marine Corps. In consultation with the transferred or until rescinded in writing by the
MARFOR chaplains, the Chaplain of the Marine commander/commanding officer.
Corps also recommends special Chapel Life
 CHAPTER 5
CORE CAPABILITIES
z Identify the accommodation of religious
Religious Accommodation: requirements. For identified and validated reli-
Facilitation and Provision gious requirements accounting for operational
tempo and mission activities (deployment,
Facilitation exercises, Fleet response plan, etc), develop
programs and strategies to facilitate individual
Chaplains and RPs manage and execute CRPs that and group religious expression. Prepare a writ-
accommodate diverse religious ministry require- ten plan for accommodation of religious prac-
ments. Accommodation of individual and collec- tices and holy day observances. Account for
tive religious ministry requirements includes, but scheduling, procurement of gear, consumable
is not limited to, scheduling, coordinating, budget- supplies, outside chaplain/clergy/minister sup-
ing, and contracting. The RMTs will assess, iden- port, and related support activities. Additional
tify, and research command religious ministry requirements include preparing for and brief-
requirements. In the facilitation of religious minis- ing the command on policy and doctrine, with
try for all, the chaplain will address the following regard to accommodation in general and also
specific areas and functions: specific accommodation issues identified for
command personnel. Provide and promote an
z Identify authorized personnel to be served by environment of understanding and respect for
CRP. the variety of individual and group religious
z Identify religious preferences of command per- expressions.
sonnel, as well as groups outside the com- z Organize religious services support. Execute a
mand, to be served by the reporting RMT (i.e., religious accommodation plan in terms of lay
other uniformed personnel, veterans, retirees, leader, other chaplain, civilian, and/or contrac-
family members, contract personnel, and DOD tor support; facilities availability and upkeep;
civilians). supplies; publicity; and related functions. Facil-
z Identify religious requirements. The process of itate, schedule, and monitor worship services
identifying religious requirements (using a bud- (that the chaplain is not able to provide person-
get submitting office-approved needs assess- ally due to faith group regulations) to include
ment survey) includes personnel faith group daily, weekly, special, seasonal, and appointed
preferences (identified in needs assessment), occasions, as well as funerals, memorial ser-
observance practices, accommodation con- vices, burials, sacramental acts, ordinances,
cerns, and support needs. Command validation rites, dedications, ceremonies, weddings, ritu-
and approval is part of the process, as are iden- als, and other spiritual acts. Participate in orga-
tification of resources within and beyond the nizing cooperative ministry with all RMTs to
command and coordination of delivery of ser- coordinate accommodation of the religious
vices within and across command lines in sup- needs of all authorized personnel in a defined
port of accommodation. geographical or operational area. Identify,
 ______________________________________________________________________________________________________
5-2 MCWP 6-12

assess, and liaise with civilian religious and inspection protocols. Ensure that subordinate
community organizations in order to identify a command CRPs are reporting compliance data
broad range of religious opportunities that will in the appropriate data collection systems
enhance life within the military community. (DRRS and Chaplain Corps).
z Implement the lay leader program. The RMTs z Measure performance for “facilitate”
will recruit, train, certify, and supervise capability. Comply with all reporting require-
implementation of the lay leader program in ments, to include data entry, recordkeeping,
accordance with MILPERSMAN paragraph and Chaplain Corps data base inputs. Route
1730-010. They will be familiar with faith and file reports as required.
group requirements and conduct lay leader z Facilitate ministry to the displaced and refu-
recruitment, training, and certification. In gees in HCA and CA.
addition, where access to religious services may z Facilitate religious ministry to prisoners of war
be limited, they will plan and execute support and other authorized detained personnel (see
for deployments, field exercises, and other SECNAVINST 3461.3, Programs for Prison-
operational contingencies in response to ers of War and Other Detainees).
religious accommodation issues identified z Plan crisis response or limited contingency oper-
within the command. They will maintain a ations as defined in JP 3-0, Joint Operations.
record of current and potential lay leaders by
faith group. For supervisors:
z Identify and train volunteers (facilitation).
z Identify volunteers in support of the accommo- Collect and analyze data on subordinate units
dation plan of the CRP. Volunteers may as required and report to higher headquarters.
include choirs, musicians, altar servers, teach-
ers, ministry group leaders, children’s activi-
ties support, and readers. Provision
z Consult with the command when command
Based upon their professional credentials—eccle-
functions include religious elements (e.g.,
siastically endorsed and commissioned—chap-
changes of command, retirements, history/heri-
lains meet faith group specific needs, including
tage events, some memorial observances that
worship services, sacraments, rites, and ordi-
are not explicitly bound by United States Code,
nances. Faith group specific needs include reli-
Title 10). When command functions occur out-
gious and/or pastoral counsel, scripture study, and
side the context of the manner and forms of
religious education. Religious program special-
specific religious organizations, chaplains con-
ists are uniquely trained to support religious
sult with the command with regard to purpose,
accommodation. Provisions include—
audience, and expectations. Chaplains deliver
appropriate support to the command function z Religious services. Participate in cooperative
(e.g., invocation, benediction, remarks). Chap- ministry with all RMTs to provide for the
lains may abstain from delivering religious ele- religious needs of all authorized personnel in a
ments at command functions in light of faith defined geographical or operational area. Plan,
precepts, without adverse consequences. schedule, prepare, conduct, and monitor
z Monitor compliance for “facilitate” capability. worship services in accordance with the
Systematically monitor and report volunteer, chaplain’s religious organization’s manner and
lay leader, contractor, and outside chaplain forms. Religious services and/or occasions
activities in support of all command religious may include—
accommodation efforts. Comply with DRRS ‹ Daily, weekly, and special occasions.

reporting protocols and CRP and other ‹ Seasonal and appointed occasions.
 ________________________________________________________
Religious Ministry in the United States Marine Corps 5-3

‹ Funerals, memorial services, and burials. include retreats. Identify and coordinate
‹ Sacramental acts, ordinances, and rites. opportunities within the civilian community for
‹ Dedications and ceremonies. the expression of religious and humanitarian
‹ Weddings, rituals, and other spiritual acts. charity by members of the military. Prepare and
publish outreach-oriented religious communi-
z Spiritual counseling and direction. Provide cations for the benefit of military members.
faith-based counseling, mentoring, sacramental Plan and provide support to chapel fellowship
ministration, and spiritual direction (based on programs. Participate in cooperative ministry
theologically derived truths) designed to with all RMTs to provide outreach in a defined
enhance, grow, and strengthen faith, which geographical or operational area.
positively impacts the spiritual readiness (e.g., z Capability compliance. Monitor the compli-
develop character, morals, personal responsi- ance with DRRS reporting protocols. Comply
bility, community solidarity, resiliency, cross- with all CRP and other inspection protocols.
cultural awareness, stress management, coping Ensure that subordinate command CRPs are
skills, grief processing) of individuals and reporting compliance data in the appropriate
groups of Sailors and Marines. Safeguard data collection systems (i.e., DRRS and Chap-
confidentiality. lain Corps).
z Scripture and religious study. Conduct group z Capability reporting requirements. Comply
and/or individual faith-based instruction with all recording and reporting requirements,
derived from the documents and practices of inspection regimes, data collection protocols,
religious organizations designed to strengthen required surveys, including those of customer
and grow people in their faith. and command satisfaction.
z Faith-based life skills training. Develop and
deliver training from a religious perspective
concerning marriage, child rearing, relation- For supervisors:
ships, ethics, personal and spiritual well-being,
Collect and analyze data on subordinate units
crisis and suicide prevention, domestic vio-
as required and report to higher headquarters.
lence, values, character development, and other
moral issues.
z Sacraments, ordinances, and rites preparation.
Plan, coordinate, deliver, support, record, and Pastoral Care
report faith-specific preparation, as required by
religious organizations.
z Faith-based relationship and/or marriage Chaplains are uniquely chartered to deliver
enhancement preparation. Plan and conduct specific institutional care, counseling, and
coaching, which attends to personal and relational
relationship enhancement and/or marriage pre-
needs outside of a faith group specific context.
paration according to faith-specific programs
This includes relational counseling by chaplains,
(e.g., PREP).
which is motivated by their proximity and
z Command functions with religious elements. immediate presence, distinguished by confi-
When called upon, deliver context-appropriate, dentiality, and imbued with professional wisdom
faith-specific support for command functions and a genuine respect for human beings. Such
with religious elements (e.g., prayers, hymns, counseling is most effective when based on strong
sermons, memorials, ceremonies). relationships developed in the context of shared
z Outreach (religion-based). Develop, plan, and life in the same unit. Examples of care include
coordinate programs to facilitate participation deck plate ministry; counseling; coaching on
in religious ministries. Provide and promote military life; predeployment and postdeployment
personal and spiritual growth programs to training for Sailors, Marines and their families;
 ______________________________________________________________________________________________________
5-4 MCWP 6-12

crisis prevention and response; the CREDO control (COSC), substance abuse, sexual
program; memorial observances; and combat assault, and other identified areas that may
casualty ministry. Religious program specialists arise. Support methods may include lectures,
are uniquely trained and positioned to support the classes, talks, training, or other forms of
delivery of care, individually and program- communication.
matically. Pastoral care capabilities include— z Spouse, child, and family support. Counseling,
z Counseling. Deliver relational counseling, training, advice, comfort, and support pro-
which is based on the trust gained by a shared grams delivered programmatically to spouses,
experience of military Service, characterized children, and/or family members individually,
by confidentiality and mutual respect, and as families, or in larger groups. This includes
designed to develop and strengthen core values support for command organizations focused on
spouse/child/family support such as Key Vol-
and personal responsibility in people whether
unteers, spouses organizations, ombudsmen,
or not they profess a particular faith back-
United through Reading, Compass Program,
ground (e.g., walk-in, delivery of an ARC mes-
and L.I.N.K.S..
sage, emergency leave, mentoring). Safeguard
z Life skills training. Assist the command in
confidentiality.
development and delivery of training and pro-
z Crisis response. Pastoral intervention in any
grams designed to address the unique stressors
disruptive event in the lives of command per-
of Military Service by strengthening core val-
sonnel, singularly or collectively (to include
ues; developing character, morals, personal
care for the wounded and/or dying, and per-
responsibility, community solidarity, and resil-
sonal, family, professional, interpersonal, or iency; addressing cross-cultural issues; and
other crises) for the purpose of offering sup- developing stress management, coping skills,
port, advice, comfort, and/or referral. This and grief processing skills of individuals and
would include preexisting plans that respond to groups.
mass casualties, natural disasters, and/or com- z Deployment. Delivery of deployment support
mand emergencies. It also includes participa- (e.g., predeployment, deployment, postdeploy-
tion in unit/force/regional chaplain and RP duty ment, WT) to meet the physical, emotional, or
watch bills. spiritual needs associated with separation. This
z CACO. Specific efforts in support of CACOs would include advice, comfort, and/or referral
and calls, to include initial and follow-up visits that is delivered individually and/or for groups.
with the bereaved. Ongoing support for the com- z Core values education and training. Assist the
mand should be captured in other categories. command in the development and delivery of
z Deck plate ministry. The RMT has frequent training and/or classes specifically designed to
and regular participation in the daily life of the familiarize and strengthen commitment to
command, to include pastoral visitation to and Marine Corps Core Values.
presence in workspaces, at training evolutions, z Marriage and relationship enhancement prep-
field exercises, and other such command func- aration. Delivery of marriage preparation pro-
tions. This ministry also includes visitations gram (e.g., PREP).
(e.g., barracks, hospitals, confinement facili-
z CREDO programs. Support for the full range
ties, residences). Safeguard confidentiality.
of CREDO programs to include planning,
z Crisis prevention. Support of command facilitation, publicity, and any other support as
prevention efforts in areas such as suicide, required or needed.
domestic violence, combat operational stress
 ________________________________________________________
Religious Ministry in the United States Marine Corps 5-5

z ARC. Track and deliver ARC messages and supported in their work by RPs who are integral to
manage the response system. the effort. Chaplains and RPs also advise on the
z Command diversity initiatives (heritage following issues:
observances). Assist the command in develop-
ment and delivery of diversity programs, z CRP impact on operations. Assess the com-
mand and advise the commander and other
including monthly heritage/history obser-
leaders in the chain of command on issues
vances and special events. related to free exercise and establishment of
z DRRS reporting protocols for care capability. religion and religious accommodation—to
Monitor compliance for care capability for include personal and family spiritual readiness,
compliance with DRRS reporting protocols. religious discrimination, and cooperative min-
Comply with all CRP and other inspection pro- istry across units.
tocols and ensure that subordinate command z Religion and cultural impact on operations.
CRPs are reporting compliance data in the At the tactical, operational, and strategic lev-
appropriate data collection systems (i.e., DRRS els of war, advise on religious and/or cultural
and Chaplain Corps). issues (external to the command) related to
z Performance for “care” capability. Track unit operations.
usage of care services. Comply with all recor- z Conflict resolution (within the command). Uti-
ding and reporting protocols; inspection lizing pastoral skills and wisdom, offer advice
to leaders that enhances cooperation, defuses
regimes; data collection, management, and
personality conflicts, and contributes to leader-
reporting requirements; customer and command
ship effectiveness.
satisfaction surveys; and any other data calls.
z Moral advice. Advise members in the chain of
command on issues of right and wrong, foster-
For supervisors: ing a climate of fairness, accountability, and
trust.
Collect and analyze data on subordinate units z Ethical advice. Advise the commander on the
as required and report to higher headquarters. ethical implications of command policies,
decisions, trends, and situations. Provide advice
to leaders within the chain of command on the
ethical implications of leadership styles and
Advisement strategies. Provide advice to leaders up and
down the chain of command on ethical
Chaplains advise commanders and other leaders decisionmaking practices.
on issues relating to morals, ethics, spiritual well- z Morale. When and where appropriate, suggest
being, and morale; and also on the impact of the improvements to quality of service to include
CRP on the command and command climate. issues related to quality of life, quality of work
Within the boundaries of their noncombatant life, human values, unit enhancement, reten-
status, some chaplains are trained to advise on the tion, personnel, and family issues.
impact of religion on military operations. Chap- z OCONUS COMREL (as part of theater security
lains also advise leaders at all levels of the chain cooperation). Advise the commander, as
of command in moral and ethical decision- directed, as he assists the CCDR in develop-
ment of community relations projects, which
making, cultural awareness, conflict resolution,
ar e component s of the theater security
and cross-cultural communications. Chaplains are
cooperation program.
 ______________________________________________________________________________________________________
5-6 MCWP 6-12

z Religious leader engagement. As part of the

theater security cooperation program, assist the Guidance on Public Prayer
command, as directed, in engagement with
local religious leaders to enhance communica- Navy chaplains who serve in Navy, Marine
tion and understanding (without violating non- Corps, and Coast Guard commands are trained to
combatant status). distinguish between divine services and other
z Interagency. As directed, assist the command in command functions at which they may be invited
liaison with outside agencies (governmental to offer prayer. The United States encompasses a
diversity of faiths and beliefs, as do the naval sea
and nongovernmental organization [NGO]),
service communities. The policy set forth in
host nation, and civilian-military operations
DODI 1300.17 requires commanders to accom-
support. modate individual religious practices consonant
z Capability compliance. Comply with DRRS with the best interests of the unit. Tolerance,
reporting protocols. Comply with all CRP and mutual respect, and good order and discipline will
other inspection protocols. Ensure that subordi- help guide Navy policy, doctrine, and practice.
nate command CRPs are reporting compliance Recognition that religious ministry in the military
data in the appropriate collection systems (i.e., takes place in a pluralistic setting is a prerequisite
DRRS and Chaplain Corps). for service as a Navy chaplain.
z Capability performance. Track usage of
The DODI 1304.28 makes it clear that to be
services. Comply with all recording and
considered for appointment to military chaplaincy,
reporting protocols; inspection regimes; data
RMPs must be “willing to function in a pluralistic
collection, management, and reporting require- environment” and follow the orders given by those
ments; customer and command satisfaction appointed over them. Chaplains are encouraged to
surveys; and any other data calls. respect the diversity of the community as they
facilitate the free exercise of religious rights
protected by the Constitution and military policy,
For supervisors:
as described in DODD 1304.19, Appointment of
Collect and analyze data on subordinate units Chaplains for the Military Departments.
as required and report to higher headquarters. Chaplains may opt not to participate in command
functions containing religious elements with no
adverse consequences.
 CHAPTER 6
COMBAT MINISTRY READINESS
3461.1, Enemy Prisoners of War, Retained
Formation: Establishing the Religious Personnel, Civilian Internees and Other
Ministry Team for Combat Operations Detainees, which states:

The RMT is appointed and established to conduct “Military chaplains who fall into the hands of
religious ministry planning prior to combat; to the U.S. and who remain or are retained to
support COA development; and to prepare the assist enemy prisoners of war (EPW), and
appropriate estimates, annexes, and/or other restricted personnel, will be allowed to minis-
planning products for the unit. The RMT should ter to EPW, restricted personnel, of the same
be capable of developing, coordinating, and religion. Chaplains will be allocated among
issuing policies, programs, and guidance for the various camps and labor detachments con-
planning and execution of religious ministry taining EPW, restricted personnel, belonging
operations in support of combat. The team’s to the same forces, speaking the same lan-
planning should focus on the following actions by guage, or practicing the same religion. They
the unit chaplain: will enjoy the necessary facilities, including
the means of transport provided in the
z Identifying personnel manning and augmenta-
Geneva Convention, for visiting the EPW, re-
tion requirements.
stricted personnel, outside their camp. They
z Identifying RMT training requirements.
will be free to correspond, subject to censor-
z Identifying logistic requirements for equip- ship, on matters concerning their religious
ment, supplies, and facilities, including com- duties with the ecclesiastical authorities in
munications and connectivity requirements, and the country of detention and with interna-
RMT operational transportation requirements. tional religious organizations. Chaplains shall
z Organizing, prior to deployment, how each not be compelled to carry out any work other
RMT should plan, control, and monitor all reli- than their religious duties.”
gious ministry requirements in a combat envi-
ronment. Specific tasks that require thought z Providing, within the bounds of noncomba-
and planning and are paramount to successful tancy, informed advice on the impact of opera-
ministry in the military setting include advising tions in light of religious and cultural customs,
the commander on matters of religion, ethics, beliefs, shrines, and places of worship in for-
morals, and morale affecting personnel within eign and host nation countries. The MCCLL
the force. will reinforce the need for RMTs to study and
z Coordinating religious ministry for a broad understand the religious and cultural aspects of
range of pastoral care, including memorial ser- indigenous religions prior to deployments.
vices, with subordinate RMTs. Deploying commands prepare classes for
z Coordinating logistic support for religious deploying personnel to ensure their awareness
ministry. of cultural and religious issues and sensitivi-
z Having a thorough knowledge and under- ties. The RMTs need to be involved in the
standing of facilitating religious support for instruction of cultural and religious classes, or
enemy prisoners of war (EPWs) per MCO at a minimum, receive the presentations.
 ______________________________________________________________________________________________________
6-2 MCWP 6-12

z Establishing and maintaining a liaison with chaplain coordinates faith group support with the
chaplains of multinational forces. The AARs supporting commands. Chaplains are expected to
filed with MCCLL indicated that in large initiate contact and work together to facilitate
operational areas, and certainly in combat balanced faith group coverage and pastoral care
situations, a chaplain may not immediately have whenever possible.
access to all his Marines and Sailors; therefore,
the RMTs should be able to rely on assistance
from personnel of other Services and faith Component Religious Ministry
groups in providing worship services. As
authorized, this provision of ministry can also The increase in joint, interagency, and multina-
be extended to the troops of multinational tional exercises and operations has expanded the
forces, the appropriate civilian religious leaders, need for cooperation across Service and national
a n d N G O s, such as the A R C and othe r lines. Emerging military chaplaincies are learn-
humanitarian/religious organizations. ing about cooperative ministry by observing how
well the Navy/Marine Corps team and its RMTs
Prior to deploying to the combat environment, work together. Cooperative religious ministry
command and supervisory chaplains should— during combined operations can be coordinated
to enrich the spiritual life of US and interna-
z Develop and verify ministry procedures that
tional military personnel and their families.
are consistent with unit policy.
Using religious ministry personnel from our
z Coordinate appropriate training for subordinate allies can also enhance the cultural awareness of
RMTs. US troops. For coordination of such efforts,
z Consider provision of ministry and religious guidance is provided by JP 1-05, Religious Sup-
support activities and the scheduling of reli- port in Joint Operations.
gious activities in relationship to the battle
rhythm.
z Establish contact and coordinate religious min- Planning: Develop the
istry requirements with higher, adjacent, and Religious Ministry Estimate Situation
lower RMTs.
z Understand where their unit lies within the
When a unit has received a planning directive to
chain of command and contact RMTs in sup-
develop OPLANs and COAs for combat opera-
ported, senior, adjacent, and subordinate com-
tions, supervisory chaplains should begin to iden-
mands. tify, coordinate, and integrate religious ministry
support and efforts. Religious ministry must be
tailored to the mission plan, the operating environ-
Coordinated Efforts Between Commands ment, and the religious ministry assets that are
available. Religious ministry estimates should be
When an operational force is augmented, the developed in accordance with the mission of the
supported commander’s responsibility for coor- unit and tailored in accordance with policy and
dination of religious ministry extends to his doctrine to the type of unit. For example, RMTs
entire force or operational area. When possible, serving with Marine expeditionary units (MEUs)
to ensure the best faith group coverage for the should become familiar with the MCO 3120.9B
force, the supported commander’s senior staff w/ch 1, Policy for Marine Expeditionary Units.
 ________________________________________________________
Religious Ministry in the United States Marine Corps 6-3

z Civil affairs.
Tasks for Command z Inter-Service chaplain support (if required).
and Supervisory Chaplains z Host-nation support (if required).
z Religious leader engagement.
Receive Commander’s Guidance
Analyze Religious Ministry
Once a unit receives a planning directive to deve-
Options for Courses of Action
lop OPLANs, the commander should provide
guidance to the J-3/G-3/S-3 personnel. If needed, Chaplains will provide religious ministry input
the senior chaplain in the force or unit should ask into the COA comparisons. As much as possible,
the commander for any guidance necessary to they should participate in determining the com-
continue religious ministry planning. parison criteria for the COAs. The best compari-
son criteria usually comes from the commander's
Contribute to the Overall Mission Analysis intent statement; however, the chaplain may also
provide criteria. By participating in the compari-
Command and supervisory chaplains should son of COAs, the RMT may provide informed
begin to review initial planning documents for recommendations to the commander that impact
religious ministry issues that will impact or be unit engagement:
impacted by mission planning and provide input
to the overall staff mission analysis. They will
also need to determine the extent of RMTs avail- Basic Predeployment Preparations
able from adjacent nonsubordinate commands,
develop and begin to track assumptions contained Predeployment Preparation: 6 Months Away
in OPORDs and OPLANs, and analyze the com-
mander's mission and intent from a religious min- Personnel
istry perspective. In addition, they will need to
determine limitations concerning constraints The following personnel actions should be
(what religious ministry must do) and restraints addressed 6 months away from deployment:
(what religious ministry cannot do). z Identify lay leaders. A thorough assessment of
the religious makeup of the unit can be done
Develop Religious Ministry through a statistical analysis of the command's
Options for Courses of Action faith group makeup. This may be obtained
from the G-1/S-1 through a unit printout, or
Chaplains review the mission analysis and com- separate assessment and survey, 6-months
mander’s guidance, and develop, at a minimum, before any deployment. The MCCLL recom-
brief COAs for religious ministry to support— mends that chaplains contact persons of faith
groups who may not have easy or any access to
z Combat forces.
representative chaplains or clergy to ensure
z Medical services. their religious needs will be met.
z Mortuary affairs and personnel recovery pla- z Identify leadership challenges. The impor-
toons (PRPs). tance of self-care, care of the RMT, and care of
z Noncombatant evacuation operations. commanders and senior personnel cannot be
z EPWs, civilian internees, and other detained overstated. Chaplains, RPs, and senior person-
personnel. nel can fall victim to fatigue and combat stress
z Formerly captured, missing, or detained US just as easily as the Marines and Sailors they
personnel. serve.
 ______________________________________________________________________________________________________
6-4 MCWP 6-12

z Maintain the basic physical, emotional, intel- should become familiar with MCRP 6-11C,
lectual, and spiritual disciplines that are critical Combat Stress—particularly the stress contin-
toward keeping the RMTs in a condition to uum, stress decision matrix, and core leader
care for others. functions.
z Obtain a SECRET security clearance for RMTs z Field memorial ceremonies. Memorial cere-
in order for them to establish and access monies are a command responsibility and
SECRET Internet Protocol Router Network should be conducted according to express
(SIPRNET) accounts. guidance from appropriate authority. Prior to
conducting services, all applicable SOPs and
Training appendices and annexes to OPORDs should be
reviewed.
The identification of sacred or holy days in vari- z FRO and CACO training. The FROs will
ous religions that will occur during deployment receive all their training from MCFTB. This
and the collection of resources for those events is training should be conducted far in advance of
part of RMT training. It is important that the a unit’s deployment (refer to MCO 1754.6A
RMTs know and identify these special days when and NAVMC DIR 1754.6A). The CACO train-
dealing with all religions to avoid the appearance ing is handled by the Casualty Assistance Divi-
of disrespect. sion and local decedent affairs offices.
z Suicide awareness and prevention. These pre-
Note: If specific training is not available, re-
sentations may be given prior to and during
sources for identifying holy days and days of reli-
deployment. Resources are available on the
gious observance are available from both
Navy Knowledge Online (NKO) Web site in
ecumenical and denominational sources; but can
the chaplain’s section. Another invaluable
also be as basic as Microsoft Outlook’s® ‘Add
resource is the Leaders Guide for Managing
Holidays’ option, which is available under the
Marines in Distress, which is a succinct guide
Calendar section. These, and other tools, should
for helping leaders manage their Marines and
be acquired and catalogued for ready use during
Sailors. To review this guide, go to the MCCS
the opening stages of a combat deployment.
Web site.
The MCCLL system and AARs have indicated z Standard mass casualty procedure. Provision
that assigned chaplains and RPs should receive of a rapid pastoral response is essential to
training in the following areas: diminish immediate and/or long—term
negative effects of mass casualty events on
z Pastoral care response to trauma. The RMTs personnel and overall command mission
should read and conduct training on combat accomplishment. All available RMTs must be
and operational stress reactions, posttraumatic prepared—at any moment—to coordinate and
stress disorder (PTSD), and trauma counseling provide immediate religious ministry and crisis
(current resources may be found at the National pastoral care in a cohesive and reinforcing
Center for PTSD Web site). Additional training manner for all personnel affected by mass
may be required to aid the RMT in specific casualty events.
assignments (e.g., surgical shock, trauma pla- z Mortuary affairs. The RMTs must be prepared
toon [SSTP] training that is given at the Naval to visit mortuary affairs personnel and the
Trauma Training Center in the Los Angeles PRPs in an assigned operational area. They
County Hospital, CA). must establish SOPs within the command and
z Combat stress and fatigue. Prior to going into be prepared to educate subordinate RMTs on
combat, an RMT must be trained to recognize the requirements involved in ministry to
signs for combat stress and fatigue. All RMTs Marine PRP personnel.
 ________________________________________________________
Religious Ministry in the United States Marine Corps 6-5

z Interaction with NGOs. Refer to the nongovern- is imperative that RPs have their regular state
mental organizations discussion on page 6-10. driver’s license as well as specific HMMWV
z Grief counseling for evacuees. The RMTs licensing before a deployment. Religious pro-
must be prepared to offer the appropriate grief gram specialists serve as force protection for
counseling for evacuees. the RMT. It may be preferable to have a
z Reuniting with significant others upon return Marine driver for the RMT when in a combat
from deployment. Resources may be obtained environment.
through the MCCS Web site. z Weapons qualification. Refer to MCO
z Warrior Transition. The standardized COSC 3574.2K for guidance.
Program WT presentations may be found on the z CREST follow-on training. CREST follow-on
MCCS Web site under Military Life, Combat training occurs after “A” school or prior to
Operational Stress, and COSC Briefs (see WT assignment to a Marine Corps command.
postdeployment discussions on page 6-12). z Combat training exercises. Participation in a
z Local religions. A lack of awareness of local training evolution that encompasses combat-
religious sensitivities could create significant arms exercises and training will develop reli-
problems with allies. It is imperative that gious ministry support skills required in a com-
RMTs obtain an understanding of the religious bat environment; for example, Mojave Viper
environment of the area of operations prior to training at the Urban Warfare Training Center,
deployment and entering a combat situation. Twentynine Palms, CA.
For example, MCCLL from OIF I indicated
some chaplains were not as prepared as they Logistics
should have been to teach classes on and sup- Recent MCCLL indicated that obtaining a dedi-
port the requirement for the religious and cul- cated vehicle for RMT transportation in theater is
tural aspects of Islam. A self-study course, such essential. If a dedicated vehicle is not available,
as the Middle East Orientation Course at the arrangements should be made to share trans-
Joint Special Operations University, could have portation with another section. In addition, the
provided the required training and information. preparation, development, and maintenance of a
60-day mount-out box should be planned during
Religious Program Specialists this time. When MAGTF commanders receive
operational objectives, they begin providing the
Religious program specialists must address the MLG with estimates of supply usage and con-
following predeployment tasks 6 months away sumption. Staff estimates begin during mission
from deployment: analysis and are refined during COA war games.
z Embarkation procedures. Establish a CRP All RMTs must provide input to the commander’s
budget that provides funding for religious estimate. Due to the priority of critical and
essential logistic requirements, religious ministry
programs and materials. For further guid-
replenishment is slow and sporadic.
ance, refer to MCWP 4-11.7, MAGTF Supply
Operations, and MCRP 4-11.3G, Unit Embar- Chaplains should begin communicating with their
kation Handbook. respective camp commandants about berthing,
z Marine Corps supply procedures. See MCO office, and worship spaces. The RMTs should
P4200.15G, Marine Corps Purchasing Proce- interface with their J-4, G-4, and S-4 about
dures Manual, for direction. embark, fly-in echelon, and other supplies. Inter-
z Tactical vehicle high mobility multipurpose face should also occur with the J-6, G-6, and S-6
wheeled vehicle (HMMWV) licensing. Licens- about Non-Secure Internet Protocol Router Net-
ing must be accomplished prior to deploying. It work (NIPRNET) and SIPRNET computer drops,
 ______________________________________________________________________________________________________
6-6 MCWP 6-12

phone drops, and access to message traffic. These Training

interfaces are critical to the RMT for reporting While legal briefs are the responsibility of the
requirements in theater. FRO, the RMT can play a vital role in supporting
For effective pastoral counseling, RMTs must family readiness issues, such as childcare and
maintain confidentiality. A dedicated space facili- custody issues, wills, and powers of attorney. Lay
tates confidentiality and provides administrative leader training needs to be ongoing and nearly
spaces for the RMT. Often the provision of a ded- completed. The RMT’s training should be con-
icated space for RMTs means using a tent desig- cerned with combat first aid training, radio com-
nated for another purpose, resulting in a shortfall munication training, vehicle usage, and training
and orientation in the Marine Corps’ supported
within the unit. Each unit T/E should be modi-
activities supply systems management unit.
fied to include standard equipment in support of
the RMT. Ensuring that all faith groups are ade- Since the deploying MAGTF chaplain will write
quately supported during deployment requires Appendix 6 (Chaplain Activities) to Annex E
ordering essential religious materials to support (Personnel) for the deployment of OPLANs and/
all faith groups represented within the unit, or OPORDs, an important part of RMT training
including their holy days, within reasonable lim- must include a thorough awareness of Appendix
its (e.g., Qurans, Seder Kits, rosaries). 6 for use in planning ministry and meeting report-
ing requirements for the deployment.
Predeployment Preparation: 3 Months Away
The RMTs should also continue to pursue cul-
tural and religious training and study and the
Personnel
development of training classes for the troops.
The senior RMT of a force, regiment, or unit
should ensure that deploying personnel in their Logistics
supervision have up-to-date shots, gas mask
inserts, and a 180-day supply of routine medica- It is essential that the RMT’s berthing, counsel-
ing, and location of personnel is current at all
tions. All RMT members with dependent family
times. Furthermore, the RMT must ensure that all
members should file a family care plan with their
necessary items for provision of ministry are on
personnel office. the assigned unit’s T/E. There are standardized
All RMTs must be persistent about updating the allowances for the CRP. The RMT needs to be
faith group roster of those members who may be positioned where they will be best prepared to
deploying. This includes the identification of all provide both a proactive and responsive ministry.
faith group needs and RMT assets necessary and Providing effective ministry depends upon the
available to support those needs. RMT's level of mobility, and mobility in a com-
bat environment is a must. Therefore, dedicated
transportation must be available at all times for
Leadership challenge: the RMT. The dedicated vehicle should be on the
unit T/E.
Senior and supervisory chaplains must con-
tinue to address the importance of self-care, In a combat environment, religious service parti-
care of the RMT, and care of the commanders cipation by Service members dramatically
and senior personnel. increases over peacetime participation. One of the
challenges of combat ministry is the uncertainty
 ________________________________________________________
Religious Ministry in the United States Marine Corps 6-7

of the availability of musicians and instruments to Predeployment Preparation: 1 Month Away

enhance worship occasions with music. While
MCCLL reports indicate that electronic music Personnel
players are effective tools for increasing parti-
The following predeployment actions need to be
cipation within the worship tents, findings are that
worship DVDs, music CDs, and mp3 files played addressed 1 month away from deployment:
from a laptop computer or mp3 player are the z Validate deploying RMT roster.
most available and portable. z Provide the additional time-phased force and
deployment data input, if required.
Communication z Inspect deploying RMT personnel gear and
The keys to communication in operational equipment at least 30 days before deployment.
religious ministry are information, location, z Obtain legal assistance for last minute issues.
accessibility, and reporting. Information is the
content of communication. Commanders require
Leadership challenge:
accurate and useful information to make informed
decisions regarding the levels of operational The essential command requirement to fully
religious ministry required. During any operation, staff, train, and supply the RMTs needs con-
RMTs must be positioned where they are best stant attention. Unfortunately, if RMTs have
able to provide responsive ministry to emergent not planned for all areas of personnel support
needs and remain aware of the command’s in advance of deployment, these areas will
current status. The RMTs participate in the probably not be taken care of before the unit
command communication loop by keeping their is in combat. Supervisory chaplains must
commanders and unit leaders informed of their continue to repeat the positive message of
movements and locations. what the mission is and how the RMT is
prepared to carry out that mission.
When the war begins, communications systems
can become degraded or cease functioning. There
is routinely no NIPRNET, landline, or cell phone Training
connectivity with combatant units. The SIPRNET
access is limited to key senior commands. To Training includes delivering and receiving briefs.
ensure each RMT has a radio and each member of Combat stress (including suicide), ARC proce-
the RMT is completely familiar with its operation, dures, operational area religious and cultural
it is essential for the RMTs to coordinate with the briefs, and CACO are examples of briefs that
J-6, G-6, and S-6. When using the commander’s RMTs should give. Force protection, tracking per-
SIPRNET, chaplains should limit their com- sonnel casualty reports, knowledge of OPLANs
munication to a “just the facts” basis via a and HCA procedures, reporting require-ments and
situation report. Official business within the DON note taking for AARs, and legal briefs on EPWs
(including the Marine Corps) is via the Defense are examples of training briefs that RMTs should
Message System (DMS). The RMTs need to receive. Chaplains may assist with training for the
familiarize themselves with the methods for handling of EPWs (and law of war classes) and
sending and retrieving message traffic in order to work closely with CA personnel when such units
communicate effectively with others. Video tele- and detachments are assigned to Marine com-
conferences, NIPRNET, and SIPRNET are valu- mands. Training and supervision is necessary if
able assets when the infrastructure is available. EPWs are to be handled properly. Chaplains
 ______________________________________________________________________________________________________
6-8 MCWP 6-12

should be involved in these training evolutions ensure essential religious ministry supplies are
and in the related law of war training classes. included in the command’s resupply network.

Logistics
Deployment/Employment
Effective RMTs plan and prepare for the next pos-
sible religious ministry task (short- and long-
range) while taking care of the current need. Chap- The RMT, as staff for the commander, monitors,
lains and RPs from higher echelons (e.g., MSC, assesses, and controls the religious ministry sup-
MEF) make a critical difference in the effective- port for the unit and directs changes based on the
ness and morale of operational level RMTs by commander’s intent.
ensuring that they are resupplied and provided
The commander and his staff, including the chap-
relief and assistance during sustained or extended
lain, will control current operations and plan and
operations. It is crucial that the units be properly
direct future operations, including religious min-
supplied for the particular needs of their mission.
istry. Religious ministry support includes a con-
The RMTs should not solely rely on electronic tinuous presence for effective coordination and
means and Web sites to retrieve information while availability of religious, ethical, and moral advice.
deployed. Hardcopy paper documents will prove RMTs deployment/employment functions in com-
invaluable as operations shift and RMTs are bat are as follows:
required to move to smaller units. Documents can
include sermons, special services (e.g., memorial z Religious ministry support includes ongoing
services, prayers, emergency ministrations, burial training of religious ministry personnel, as well
practices), and unclassified unit SOPs. as a provision of religious services and
activities.
To ensure that adequate electronic equipment and z Counseling services, religious and ethical
religious ministry documentation and transporta- advice to staff and decisionmakers, and re-
tion accompany deployed personnel, the follow- search on host nation and regional religious
ing actions should be taken: cultural matters and their impact on command
operations are key to effective religious minis-
z Mount-out box inspection. The senior RP
try operations.
deploying with the force, regiment, or unit
should inspect all mount-out boxes of subordi- z Knowledge of holy days and religious tradi-
nate units to ensure that RMTs bring enough tions is an invaluable tool for the commander.
supplies for the entire unit for 60 days. (see Predeployment Preparation, 6 Months
z Office equipment/deployable computers. Each Away paragraph on page 6-3).
RMT should ensure that they have protection z RMTs monitor religious ministry operations
from the environment for all electronic equip- and the religious climate within the operational
ment and computers. area for the commander.
z Transportation. The RMTs must verify dedi- z RMTs should continually assess the religious,
cated vehicle usage, berthing, and group and/or ethical, and moral climate of their command for
ministry tents with J-4, G-4, and S-4. To main- the purpose of updating command advisement,
tain operational religious ministry, RPs become future planning, and training requirements.
the RMT’s vital link for effective use of the z Continuously planning for religious ministry
command logistic support and resupply net- support enables the command to prioritize
work. By maintaining regular liaison with the transportation assets for RMT use.
unit's logistic officer and supply personnel, RPs
 ________________________________________________________
Religious Ministry in the United States Marine Corps 6-9

z Whenever possible, RMTs should coordinate potential impact on command mission, and
transportation requirements and religious pro- high-event visibility within and outside the
grams with other command activities. For operational area. These critical ceremonies
example, RMTs can coordinate with the air have become a command function that are
planning board to use helicopters as “lifts of overseen by the line, with the help and guid-
opportunity.” ance of RMTs. Furthermore, these ceremonies
z Coordination and communication are critical to have become standardized and demonstrate the
ensure that urgent ministry requirements are importance in a combat setting of a compre-
met through dedicated RMT transportation and hensive religious ministry plan, making wor-
joint operational area assets. ship opportunities and pastoral care available
z Two critical elements of RMT operational to all members of the command. Assets need to
mobility are— be coordinated by senior chaplains to ensure a
‹ Ensuring commanders and small unit leaders
balance of faith coverage, always being mind-
are informed regarding their RMT’s location ful of the limited supply and high demand
and schedule. Religious program specialists assets (e.g., Roman Catholic, Orthodox Chris-
tians, Jewish, Muslim, female chaplains).
should always liaison with the unit J-4, G-4,
and S-4 to obtain authorized and safe routes z Creative thinking and planning by chaplains
for travel. will allow for dynamic on-the-spot worship
‹ Including RMTs in the communications net-
opportunities, especially for small and dis-
work. The RMTs are best prepared to re- persed units that are difficult for RMTs to visit
spond immediately to emergencies and regularly.
crises when they are positioned forward, z Chaplains should develop—specially for hos-
kept informed, remain in the communication tile and combat situations—several types, for-
loop, and have transportation immediately mats, and lengths of religious ministry pro-
grams. For example, “hip-pocket ministry”
available.
talks, devotionals, scripture homilies, and faith
z Senior and supervisory RMTs need to update group specific brochures or small literature
current estimates of religious ministry by guides:
reviewing and confirming COAs in anticipa- ‹ Fear.

tion of ongoing operations and missions, advis- ‹ Courage.

ing, and disseminating adjusted plans and ‹ Leadership.
orders related to religious ministry needs. ‹ God’s presence.
z Proper planning includes synchronizing actions ‹ God’s protection, life and death.
to established timelines and conditions and ‹ “Going in harms way/through the Valley of
advising commanders and their staff in plan- the Shadow of Death” prayer.
ning efforts. ‹ Daily devotions.
z Senior RMTs must continuously support sub- ‹ Spiritual growth.
ordinate RMTs in their primary mission of reli- ‹ Thankfulness.
gious accommodation, compassionate pastoral
care, and command advisement. Religious z Plans should also be made to support lay led or
worship services, rites, sacraments, ordinances, personal times of devotion for individual
and counseling, are all a part of spiritual com- Marines and Sailors separated for long periods
fort, moral support, and encouragement to the from their RMT or lay leaders.
troops. For example, MCCLL and ministry z If an RMT is to minister effectively to Marines
AARs from OIF indicated that memorial cere- and Sailors in combat, they must be able to
monies are a critical activity in terms of effec- reschedule worship opportunities at a moment’s
tive grief and combat stress management, notice.
6-10 _____________________________________________________________________________________________________ MCWP 6-12

z When a Marine asks chaplain, what’s the good Note: After action reports indicate that return and
word, the chaplain should be prepared with at reunion briefs delivered by the unit chaplain to
least one. his unit Marines and Sailors are often better re-
z Unit chaplains should have situational aware- ceived than those delivered by chaplains from
ness regarding all Marines and Sailors in their other units. However, if the unit chaplain is not
unit. In a combat environment, MCCLL have available, RMTs from other units with theater-
shown that chaplains should be key players in awareness are better received than “outside” ex-
the receipt and delivery of ARC messages. To perts. The RMTs should coordinate with the unit
allow optimal pastoral care, chaplains— FRO and their home base MCCS counselors to
‹ Arrange to routinely receive copies of all set-up spouses’ return and reunion briefs.
ARC communications.
‹ Are routinely involved in the ARC notifica-

tion process. Nongovernmental Organizations Support

‹ Are kept informed regarding emergency

leave plans. Proactive coordination and positive working rela-

‹ Provide follow up with all personnel return-
tionships with NGOs can enhance successful crisis
ing from emergency leave. response or limited contingency operations. How-
‹ Establish procedures that allow them to pro-
ever, it is the civil affairs officers, not chaplains,
vide proper notification.
who are trained and prepared to affect NGO coor-
z Supervisory and unit RMTs must be analytical
dination. When directed, the RMT can establish
and proactive. They must proactively identify
and maintain positive relationships with NGOs,
the religious, ethical, and moral needs of the
enabling commanders to identify possible answers
command. RMTs should:
for emerging support requirements that fall outside
‹ Research and interpret cultural and religious
command resources or authority (e.g., support of
factors pertinent to operations.
migrants, evacuees). When working with civil
‹ Coordinate actions and/or operations where
affairs officers or public affairs officers, chaplains
lines of authority and responsibility overlap
can assist commanders in matching resources with
and/or conflict in the operational area.
requirements. However, tasking RMTs with total
‹ Ensure that any change remains supportive
responsibility for coordination with NGOs efforts
of current mission and intent, based on a
continuing estimate of the situation. can detract from their main effort to provide reli-
‹ Acquire and communicate operational infor-
gious ministry to their commands.
mation about religious ministry needs con- The RMTs can advise their commanders concern-
tinuously. ing emerging religious ministry requirements and
‹ Inform supervisors, decisionmakers, and oth-
the need for additional NGO support when an
er staff about factors that could affect a com- operation involves evacuation or support of dis-
mander’s decision. placed persons. Early identification of support
z RMTs should collaborate with medical offic- requirements that fall outside the assets, capabili-
ers, health care, and mental health providers to ties, legal restrictions, or limits of the force or
coordinate the delivery of well planned rede- command could prove critical in identifying and
ployment briefs (i.e., WT and in-theater return mobilizing NGOs and other resources. A chap-
and reunion targeted for single and married lain’s experiences and working relationships with
Marines and Sailors).
 _______________________________________________________
Religious Ministry in the United States Marine Corps 6-11

NGOs can be vital assets for the commander. scenarios. Training may be obtained from the
When directed, chaplains can facilitate support Occupational Safety and Health Administration
and working relationships with NGOs on-site Web site and the National Incident Management
and/or in country. System Community Web site. Additional train-
ing may be obtained from the Emergency Man-
agement Institute’s Independent Study Office.
Crisis Response or The Naval Chaplains School also offers two
Limited Contingency Operations courses that help develop professional compe-
tency in providing senior level oversight in crisis
Crisis response or limited contingency opera- response situations—the Senior Supervisory
tions are typically limited in scope and scale and Chaplains Course and the Strategic/Joint Chap-
conducted to achieve a very specific objective in lains Course.
an operational area. These operations are gener-
ally part of stability operations and may be con-
ducted as stand-alone operations in response to a Religious Support to
crisis or executed as an element of a larger, more Civil Affairs and Humanitarian
complex joint campaign or operation. Typical cri- and Civic Assistance Operations
sis response and limited contingency operations
include noncombatant evacuation operations, The focus of civil affairs is to engage the civil
peace operations, foreign humanitarian assis- component of the operational environment by
tance, recovery operations, consequence manage- assessing, monitoring, protecting, reinforcing,
ment, strikes, raids, homeland defense operations, establishing, and transitioning—both actively and
and civil support operations. During crisis passively—political, economic, and information
response or limited contingency operations, (social and cultural) institutions to achieve
RMTs will have a variety of roles to play in pro- national goals and objectives at the strategic,
viding a ministry of presence, day-to-day out- operational, and tactical levels of operation, both
and-about visitations (deckplate ministry), and abroad and at home. The DODD 3025.1, Mili-
advising the commander (see JP 3-0 for further tary Support to Civil Authorities, and DODD
guidance). Crisis response and limited contin- 3025.15, Military Assistance to Civil Authorities,
gency operations overseas will likely involve describe support of military units in civilian set-
multinational operations (see JP 3-16, Multina- tings and situations. Much of this response
tional Operations). addresses the calculated use of violence, or threat
of violence, to instill fear or to intimidate govern-
In any setting—homeland defense, overseas, ments or societies in the pursuit of goals that are
national, or multinational—decisionmakers may generally political, religious, or ideological.
seek the expertise of senior chaplains; therefore,
it is becoming important for chaplains to receive Military support and assistance to civil authorities
training in terrorist ideology and religious atti- is an area of emerging importance to combatant
tudes. Senior chaplains who have received joint commanders. The United States Northern Com-
PME and/or have some strategic level training mand (USNORTHCOM) was established Octo-
and experience may be in a position to advise his ber 1, 2002, to provide command and control of
commander in crisis response and civil support DOD homeland defense efforts and to coordinate
6-12 _____________________________________________________________________________________________________ MCWP 6-12

defense support of civil authorities. The Because peace and humanitarian relief opera-
USNORTHCOM defends America’s homeland tions appear to be a form of intervention that the
by protecting our people, national power, and US military will continue to undertake in the
freedom of action. Its specific missions are to— future, it is prudent to acknowledge the possibil-
ity that these particular missions may require
z Conduct operations to deter, prevent, and chaplains to perform nontraditional activities.
defeat threats and aggression aimed at the Chaplains can become constructive participants
United States and its territories and interests in the military/NGO interactions that character-
within the assigned operational area. ize these kinds of missions. Participation of the
z Provide defense support of civil authorities, RMTs in military/NGO interactions is just as cru-
including consequence management opera- cial to the commander in strategic planning as
tions, as directed by the President or Secretary that of the civil affairs teams. The RMTs should
of Defense. carefully evaluate their roles in these unusual
operations, with the chaplain always mindful of
The RMTs will play an increasingly important the preservation of noncombatant status.
role in response to civil emergencies and disas-
ters. Hurricane Katrina in the continental United At the strategic and operational levels of opera-
States and Operation Unified Assistance tsunami tion, application of civil affairs operations or
relief in Southeast Asia were two such disasters activities can mitigate the need for the application
where RMTs provided religious ministry in sup- of other military operations in crisis response.
port of military humanitarian assistance opera- The RMTs should plan appropriate responses for
tions. The RMTs should become familiar with the requests to join these efforts (see MCO 3440.7A,
following publications on civil affairs and HCA: Marine Corps Support to Civil Authorities).

z FM 3-05.40 (FM 41-10), Civil Affairs Oper-

ations. Postdeployment Programs
z FM 100-23, Peace Operations.
z SECNAVINST 3006.2, Department of the The RMTs will ensure that the command postde-
Navy Implementing Procedures for the Human- ployment programs target a wide-range of safe
itarian and Civic Assistance (HCA) Program. return issues, including the adjustment to rede-
ployment stressors that are common (e.g., adjust-
ments to life at home, changes in work locations
Peace Building and schedules, separation from comrades), and
stress reactions that are cause for concern and
Joint Publication 3-0 indicates that peace building treatment. The RMTs should become very familiar
takes place during crisis response and stability with PTSD signs, symptoms, and wide-range of
operations. The ultimate measure of success in assistance options, beginning with Navy medicine.
peace building is political, not military. The RMTs
play a supporting role in peace building through Unit classes should be developed, along with
the sustainment functions provided to personnel. individual sessions for Marines and Sailors who
are transferring, IAs who are demobilizing, and
When directed, RMTs in combat or deployment those who are separating from active duty ser-
status have far-reaching opportunities to assist vice. The classes provide a forum to discuss both
with NGOs, civil affairs, disaster relief, stability, common and uncommon postdeployment experi-
and peace building operations. ences in a safe and helping environment. Pastoral
 _______________________________________________________
Religious Ministry in the United States Marine Corps 6-13

ministry and making necessary referrals is the briefs, preventive interventions, and health assess-
focus of the unit’s RMT during this phase of ments delivered to Marines throughout each
postdeployment operations. deployment cycle—from predeployment through
postdeployment. Two significant tools that lead-
Followup postdeployment WT briefs should be ers should be familiar with are the stress contin-
planned and delivered 60—120 days after the uum model and the stress decision matrix.
unit returns. The recommended briefs are found
on the COSC Web site (under Military Life, One specific program, Operational Stress Control
Combat Operational Stress, and COSC briefs) and Readiness (OSCAR), embeds mental health
and focus on combat and operational stress professionals, along with Navy psychiatric techni-
reactions. The Web site’s COSC briefs should be cians and Marine staff noncommissioned officers,
customized to include both inherent and outside in ground combat units. The OSCAR program is
local Navy medical providers, the Veterans based on the principles of community mental
Administration, MCCS, L.I.N.K.S., and the health, with the goals of primary prevention, early
family readiness programs. identification, and reducing barriers to appropri-
ate care of operational stress problems. Chaplains
may serve with OSCAR teams as a collateral duty
Marine Corps Combat and should acquire the requisite training.
Operational Stress Control Program
The WT and return and reunion briefs are two
components of the HQMC COSC Program that
The COSC Program is mandated for all Services provide end-of-deployment normalization and
and combatant commands by DODD 6490.5, education briefs for Marines and their spouses to
Combat Stress Control Programs. The Marine prepare them for homecoming and reunion.
Corps has a comprehensive program to prevent, Delivered by unit leadership, RMTs, medical per-
identify, and effectively manage stress problems. sonnel, WT, and return and reunion were origi-
The goals of COSC are to maintain force readi- nally developed by chaplains as programs of
ness, contribute to combat effectiveness, and pre- ministry to Marine operating forces and have
serve and restore the mental health of Marines been a major contributor to the COSC effort.
and their family members.
Indicators of the measures of the effectiveness of
Combat and operational stress control is the
the Marine Corps COSC Program include the
responsibility of military leaders at all levels, with
rates of suicide, divorce, domestic violence, end
support from medical personnel, chaplains, and
of active service attrition, and drug and alcohol
mental health personnel. Marine Corps coordina-
abuse. Elevated indicators should cause the RMT
tion is administered by the COSC team in the Per-
to review the current program schedule and
sonal and Family Readiness Division, Manpower
incorporate the needed adjustments. Further
and Reserve Affairs Department, HQMC. The
Marine Operational Stress Training (MOST) Pro- information on the COSC Program may be found
gram is an integrated package of educational in the MCRP 6-11C.
 CHAPTER 7
TRAINING, PROFESSIONAL MILITARY
EDUCATION, AND RESOURCE SUPPORT
and evaluate appropriate curricula to educate and
Professional Competence and Training train chaplains and CCPOs.

A comprehensive training and PME program en- Naval Chaplains School exists to prepare Navy
sures that RMTs are prepared to meet the unique chaplains for institutional ministry and profes-
religious ministry requirements of CCDRs, mili- sional leadership throughout and beyond the sea
tary members, and their families. services. This mission is accomplished through a
variety of resident, nonresident, and virtual
Professional competencies are improved and courses designed to support chaplains throughout
expanded by PME. As a professional staff corps, their careers—from preaccession to retirement.
the Chaplain Corps must ensure that its members
maintain the competencies required by the Existing courses at the Naval Chaplains School
PDTCs, PDTWs, PME seminars, and regional are being revised to support emerging needs cited
training designed to educate RMT members in by commanders. The Naval Chaplains School
the most current trends in institutional ministry. coordinates the annual PDTC, along with numer-
ous PDTWs, covering a variety of topics that
Certain billets require specific professional quali- meet identified training requirements. Current
fications identified as subspecialty codes. Billet course information can be found at the Naval
subspecialty codes identify certain billets as Chaplains School Web site on NKO.
requiring chaplains with specialized skills. A sub-
specialty is a Navy officer manpower classifica-
tion defined by an operational, technical, or Chaplain Corps Officer Training
managerial field of interest, which requires spe-
cialized professional skills or knowledge. Profes-
Chaplain Corps officer training is designed to
sional subspecialty codes for chaplains and NECs ensure progressive professional development,
for RPs are obtained through a combination of while meeting identified ministry requirements.
education, training, and/or experience. Formal training and professional education begin
with accession-level training and continue
throughout each officer’s career. The training and
Naval Chaplains School Courses education system includes Navy officer leader-
ship continuum courses, Chaplain Corps resident
As Director of Religious Ministries for the DON, training courses, PDTCs, PDTWs, postgraduate
the Chief of Chaplains directs the professional education, local or regional professional military
education, distance learning, and other training
development, education, and training of chaplains,
initiatives. The Doctor of Ministry in Military
Chaplain Candidate Program Officers (CCPOs), Ministry Degree is a voluntary program designed
and RPs. Under the supervision of the Chief of to further enhance the chaplain’s ability for min-
Naval Education and Training, the mission of the istry in the military setting (visit the NKO Web
Naval Chaplains School is to develop, implement, site for guidance).
 ______________________________________________________________________________________________________
7-2 MCWP 6-12

Emerging trends may necessitate changes in the

delivery of religious ministry and require new Training and Readiness Manual
training initiatives. When this happens, the Chap-
lain Corps develops the policy, doctrine, require- All RMTs are encouraged to become familiar
ments, and standards to meet these needs. These with, and use, MCO P3500.44A. The purpose of
become the basis for Corps-wide training. Once the Marine Corps Ground Training and Readi-
job requirements are established and training is ness (T&R) Program is to provide the com-
offered, chaplains and RPs are accountable for mander with training standards for all ground
meeting these standards. personnel. The goal is to develop RMT know-
ledge, skills, and abilities for ministry in expedi-
The Naval Education and Training Professional tionary environments. The performance standards
Development and Technology Center maintains a are designed to ensure proficiency in core
database that records satisfactory completion of competencies. An effective T&R Program is the
formal training courses. Subspecialty codes, addi- first step in providing a commander with an RMT
tional qualification designators, earned degrees, capable of providing religious ministry in support
and professional credentials are documented in of a unit’s wartime mission. The T&R Program
each officer’s service record. provides the fundamental tools for commanders to
build and maintain RMT combat readiness. Using
these tools, training managers can construct and
execute an effective training plan that supports
Religious Program Specialist Training both unit and RMT mission-essential tasks.

Religious program specialists receive the train- Guidance for all training and evaluation in the
Marine Corps, from entry level training at formal
ing necessary to become, and remain, proficient
schools (such as CREST) to advanced PME for
in their skills and knowledge. In addition to quali- senior enlisted and officers, is found in what are
fying to the unit’s T/O specifications, RPs may be called the cornerstone orders. All training and
required by the command to complete additional evaluation programs throughout the Marine Corps
administrative and computer training as needed. were designed and based on the guidance
All RPs may attend the following schools: provided in the following cornerstone orders:
z Religious program specialist A school. Com- z MCO 1553.1B, The Marine Corps Training
puter-based training (approximately 20 days to and Education System.
complete) on approximately 25 topics, includ- z MCO 1553.2A, Management for Marine Corps
ing religious accommodation, the supply sys- Formal Schools and Training Detachments.
tem, correspondence, and the ROF. z MCO 1553.3A, Unit Training Management.
z CREST. Provides expeditionary or operational z MCO 1553.4B, Professional Military Education.
training.
z Religious program specialist F school. 3-week,
mid-manager (E5-E6) mobile course on how to Chaplain and
prepare and conduct briefings, management of Religious Program Specialist
religious education, manpower, personnel Expeditionary Skills Training Course
management, writing correspondence, and
facilities management. To meet increasing demands placed on the RMTs
z Navy leadership continuum courses. Navy serving with the FMF, the CMC established
leadership continuum courses required for CREST in 1996 to provide accession-level
advance in rate.
 ________________________________________________________
Religious Ministry in the United States Marine Corps 7-3

training in combat survivability, mobility, and

field operations. Ecclesiastical/Religious Qualifications

The mission of CREST is to train chaplains and Religious organizations require their clergy to
RPs to provide effective religious ministry to maintain professional standards, competencies,
Marines and Sailors in an expeditionary and com- and/or other qualifications that relate to their
bat environment. The CREST program empha- position as RMPs and the delivery of ministry in
sizes Marine Corps orientation, common combat the military setting. These ecclesiastical and reli-
skills, physical training and conditioning, field gious standards are met through continuing edu-
ministry support, religious ministry expedition- cation units, annual conferences and meetings,
ary logistics, and religious ministry support for and professional retreats and seminars. As RMPs,
Marine Corps combat operations. Navy RPs also chaplains have the following ecclesiastical/reli-
receive Marine Corps Martial Arts Program train- gious development needs and requirements:
ing, weapons familiarization, and HMMWV per-
z Spiritual growth and renewal (retreats and reli-
mit instruction.
gious conferences).
The CREST program is 35 training days (approxi- z Intellectual growth (continuing education pro-
mately 7 weeks) for RPs and 22 training days grams).
(approximately 4 weeks) for chaplains. Being a z Preaching and teaching aspects of religious
formal Marine Corps school, the Director of ministry (study and preparation as a part of the
CREST reports to TECOM. The CREST pro- daily or weekly routine).
gram is presently collocated at Camp Johnson,
NC, with the Field Medical Service School (East), Individual chaplains must be proactive in pursuing
where it receives administrative, logistical, and their own ecclesiastical/religious development.
instructional support. The NEC 2401 may be Chaplains are authorized official travel orders for
awarded to RPs upon successful completion of the the maintenance of their ecclesiastical/religious
CREST course. Additionally, the NEC 2401 may credentials when such travel complies with the
be awarded to RPs who laterally convert from the current DON travel requirements and restrictions.
Marine Corps (see NAVPERS 18068F, Navy
Enlisted Classifications, chap. 4).
Command and Staff College
Distance Education Program
Command Religious
Program Personnel Training The College of Continuing Education (CCE),
under TECOM, is the Marine Corps’ college for
supporting and advancing the new Expedi-
Trained volunteers are essential RMT members
tionary Warfare School for Distance Education
for many CRPs. Local training prepares CRP vol-
Program (EWSDEP) 8650 and the Command
unteers for specific roles within their local CRP.
and Staff College for Distance Education
Chaplains and RPs are the primary coordinators Program (CSCDEP) 8800. The EWSDEP course
for local CRP volunteer training. Volunteer train- is generally for lieutenants and the CSCDEP is
ing programs are developed with the same inten- generally for lieutenant commanders or com-
tions as prescribed military training for chaplains manders. Successful completion of the CSCDEP
and RPs. Training requirements, standards, and will credit an officer with Joint PME Phase I
conditions for volunteer training programs are credit and will help in future assignment to joint
defined to meet the identified command needs for billets. Because not all officers have the oppor-
all personnel who serve the CRP. tunity to attend a resident PME school, the CCE
 ______________________________________________________________________________________________________
7-4 MCWP 6-12

delivers PME support to Marines and Sailors FMF—MARFORs, MEF components, MARDIV,
throughout the world via a network of satellite MAW, MLG, and MEU—may earn the FMFQO
campuses. The CCE’s main campus is located designation upon meeting all requirements
aboard MCB, Quantico, VA. The CCE satellite prescribed in the cited instruction. Attainment of
campuses are located at MCBs Lejeune, Pendle- the FMFQO designation for a Navy officer
ton, Hawaii, Butler (Okinawa) and Quantico; signifies an achieved level of excellence and
Marine Corps Air Station Miramar; and Naval proficiency in Marine Corps operations. This
Air Station, Pensacola. The seminar programs designation indicates a fundamental under-
for both the EWSDEP and CSCDEP take 2 standing of a MAGTF and its components. The
academic years to complete. FMFQO insignia signifies additional general
knowledge that enhances a chaplain’s under-
standing and role in warfighting, mission effec-
Joint Training tiveness, and command survivability. The badge
worn by Chaplains is distinguished from the one
As joint training and education opportunities worn by the medical community by the absence
develop and expand, the role of chaplains and of the crossed rifles.
RPs will continue to be reshaped and defined.
Complete integration of the RMT role in such
training is essential for effective and efficient Navy Enlisted Fleet Marine
religious ministry for joint operations. Inter- Force Warfare Specialist Program
Service dialogue and planning for integrated
RMT training will continue to expand to meet the All RPs serving with FMF units are required to
emerging requirements. As joint doctrine is qualify as Enlisted Fleet Marine Force Warfare
developed and revised, the religious ministry Specialists (EFMFWSs). The OPNAVINST
requirements will be identified and defined. 1414.4B, Navy Enlisted Fleet Marine Force War-
Cooperation between Service component com- fare Specialist Program, outlines the specific
manders and CCDRs will facilitate training and requirements of this designator. The FMF insig-
preparation for the role of religious ministry in nia designates that Sailors have acquired knowl-
humanitarian assistance, disaster relief, crisis edge that enhances their understanding of
response, or limited contingency operations. Joint warfighting, mission effectiveness, and com-
training is not so much learning new roles, but mand survivability. The FMF designator is man-
training Service-specific RMT ministry skills to datory for all active duty E-1 and above per-
meet joint and multinational requirements. sonnel permanently assigned to a Marine Corps
command and who meet the eligibility require-
ments set forth in the instruction. Other enlisted
Fleet Marine Force active duty personnel and Selected Reservists
Qualified Officer Program may qualify for the FMF designator if they meet
eligibility requirement.
The OPNAVINST 1414.6, Fleet Marine Force
Qualified Officer Program, identifies the
requirements for the Personnel Qualification Armed Forces Chaplains Board
Standard (PQS) for the Fleet Marine Force
Qualified Officer (FMFQO) Program. Naval The Armed Forces Chaplains Board (AFCB) is
officers assigned to the operating forces of the comprised of the Chiefs of Chaplains and the
 ________________________________________________________
Religious Ministry in the United States Marine Corps 7-5

Deputy Chiefs of Chaplains of the Army, Air Additionally, the Naval Support Branch provides
Force, and Navy and the executive director (non- subject matter expertise and technical advice to
voting administrator). The AFCB chair rotates the Chief of Chaplains, the Chaplain of the
among the Services, as does the assignment of Marine Corps, the Naval Chaplains School, and
executive director, who is the board’s only full- the AFCB.
time chaplain staff member.
The AFCB advises the Secretary of Defense—
through the Office of the Deputy Under Secre- Training and Education Command, MCCDC
tary of Defense for Military Personnel Policy—
on religious, ethical, moral, and ecclesiastical Located at MCCDC, TECOM functions as a
matters and coordinates religious ministry activi- training agency, providing support, personnel,
ties and polices within the chaplaincies of the facilities, and resources to the Chief of Chaplains
Military Services (see DODI 5120.08, Armed in meeting training requirements and standards.
Forces Chaplains Board Charter). The TECOM assists the Chief of Chaplains, the
Chaplain of the Marine Corps, and the Chaplain
Corps’ Professional Development Officer (Chief
Naval Support Branch, Logistics of Naval Operations [CNO] N977) in the devel-
Integration Division, Capabilities opment, assessment, and administration of
Development Directorate, MCCDC required training events as detailed in MCO
P3500.44A. The TECOM also has Marine Corps
Marine Corps Combat Development Command Recruiting Depots at San Diego, CA, and Parris
religious ministries doctrine officer functions as Island, NC; the MAGTF Training Command in
an action officer for doctrine development of Twentynine Palms, CA, and the Mountain War-
religious ministries. In consultation with the Chief fare Training Center in Bridgeport, CA, under
of Chaplains, the Chaplain of the Marine Corps, their cognizance.
and the force chaplain at MARFORCOM (who
serves as the proponent for religious ministry
doctrine and publications), the religious ministries Navy Knowledge Online
doctrine officer develops doctrinal products and
distributes them to RMTs in the operating forces.
This includes performing and providing coordi- All RMTs are required to register on the NKO
nation for the development of procedures, Web site to receive the latest news items from the
concepts, strategies, support items, and equipment Chaplain of the Marine Corps and adequately
employed in CRPs throughout the Marine Corps manage their careers. Registration may be com-
for the spiritual, moral, physical, and psycho- pleted by logging into the Web site and follow-
logical rigors to be faced on future battlefields. ing the directions.
 APPENDIX A
COMMANDANT OF THE
MARINE CORPS MEMORANDUM

Page number

CLASSIFICATION
 _____________________________________________________________________________________________________
A-2 MCWP 6-12
 APPENDIX B
RESERVE MOBILIZATION PROCESS FOR
RESERVISTS ON UNIT TABLE OF ORGANIZATION

USN tracks Begins with DMS

by MOB Event # MEF Message + MRTM
(Manpower
Coordinates requirements with MSCs and submits Requirement
proposal in response to MARFOR tasking Tracking Module)

MARDIV MLG MAW

MARFOR MARFORRES

Total Force Structure/PP&O Manpower & Res. Affairs USMC Validation

/ CMC MPP-60

Final USN Validation OPNAV N3/5 MOB Cell

USMC tracks
Fill Requirements MOB Center - New Orleans by USMC RTN
Write Orders

NOSC

Organizational Coordination NMPS

Navy Tracking
Coordination
Marine Corps Tracking Combatant Commander Receives Personnel

Key:

CMC = Commandant of the Marine Corps MRTM = Manpower Requirement Tracking

DMS = Defense Message System Module
MARDIV = Marine division MSC = major subordinate command
MARFOR = Marine Corps forces NMPS = naval mobilization processing site
MARFORRES = United States Marine Corps NOSC = Naval Operation Support Center
Forces, Reserve OPNAV = Office of the Chief of Naval
MAW = Marine aircraft wing Operations
MEF = Marine expeditionary force PP&O = Plans, Policies and Operations
MLG = Marine logistics group RTN = requirement tracking number
MOB = mobilization USMC = United States Marine Corps
MPP = Manpower, Plans, Programs, and Budget USN = United States Navy
 APPENDIX C
SURVEY: 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 to
Marines and Sailors in combat. The CREST staff sought to evaluate expectations
that Marines in combat had of their RMT. Combat Marines were asked to evaluate
chaplain tasks as to their relative personal importance of application in the combat
zone. The participants of this survey consisted of 62 US Marines who had been in
OIF 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 participants
by rank.

Field Grade Officers

6%

Junior Enlisted
18%
Company
Grade Officers
19%

Noncommissioned
Officers
31% Staff
Noncommissioned
Officers
26%

Figure C-1. Participants by Rank.

Interaction with Chaplain

Those surveyed also rated how they perceived the quality of their interaction with the
chaplain. 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 very
small group categorized their interaction with the chaplain as negative.
 _____________________________________________________________________________________________________
C-2 MCWP 6-12

Negative
2% Somewhat negative
(less than 1%)

Positive Neutral
40% 34%

Somewhat positive
24%

Figure C-2. Quality of Interaction with Chaplain.

The perception of the quality of interaction could be directly related to the frequency
of interaction (ministry of presence). Given the overall positive attitude toward
chaplains, tied to the moderate frequency of interaction, this study surmised that
neutral perception of interaction with the chaplain would be enhanced with a greater
frequency 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:
z Frequent presence and interaction with a chaplain is a priority for Marines.
z The highest expectation for chaplains amog all Marines is to conduct memorial
ceremonies to honor fallen comrades, followed closely by providing comfort to
those grieving for wounded or killed comrades.
z Participants expressed moderate value for advisory tasks. These would include
advising the command concerning such diverse topics as cultural awareness or
suicide awareness.
z Encouragement tasks were of relatively lower importance to respondents.
 ________________________________________________________
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 were
priorities:
z Chaplains need to be with Marines. The ministry goal of presence is to estab-
lish the necessary relationships with personnel in preparation for possible grief
ministry following combat operations.
z In order to maneuver the combat zone to practice ministry of presence, the
RMTs need to train to skills. Considering the high importance among Marines
for memorial ceremonies, RMT training should also emphasize attention to this
task.
z Knowledge of simple logistical procedures would enable RMTs to adapt minis-
try of presence to operational tempo. Chaplains assigned to FMF units would be
well served to receive ongoing training in pastoral care.
 GLOSSARY
SECTION I. ACRONYMS AND ABBREVIATIONS
AAR . . . . . . . . . . . . . . . . . . . . .after action report ESORTS . . . . . . . . . . . . . . . . .Enhanced Status of
ADSW. . . . . . . . . . . .active duty for special work Resources and Training System
ADT . . . . . . . . . . . . . . . . .active duty for training EWSDEP. . . . . Expeditionary Warfare School for
AFCB . . . . . . . . . Armed Forces Chaplains Board Distance Education Program
AMD . . . . . . . . . . Activity Manpower Document
ARC. . . . . . . . . . . . . . . . . . . American Red Cross FAP. . . . . . . . . . . . . . Family Advocacy Program
ATP . . . . . . . . . . . . . . . .additional training period FMF. . . . . . . . . . . . . . . . . . . . .Fleet Marine Force
FMFQO. . . . . . . . . . . . . . . . . . Fleet Marine Force
BUPERSINST . . . . . . . . . . . . . . Bureau of Naval Qualified Officer
Personnel Instruction FRAGO. . . . . . . . . . . . . . . . . . .fragmentary order
FRO. . . . . . . . . . . . . . . . . family readiness officer
CA . . . . . . . . . . . . . . . . . . . . . . . chaplain assistant
CACO . . . . . . . . . casualty assistance calls officer G-1 . . . . . . . . . . . . . . . . . . . . . . brigade or higher
CCDR.. . . . . . . . . . . . . . . . combatant commander manpower staff officer
CCE. . . . . . . . . .College of Continuing Education G-3 . . . . . . . . . . . . . . . . . . . . . . brigade or higher
CCPO . . . . .Chaplain Candidate Program Officer operations staff officer
CMC . . . . . . . .Commandant of the Marine Corps G-4 . . . . . . . . . . . . . . . . . . . . . . brigade or higher
CNO . . . . . . . . . . . . . . Chief of Naval Operations logistics staff officer
COA. . . . . . . . . . . . . . . . . . . . . . . course of action G-6 . . . . . . . . . . . . . . . . . . . . . . brigade or higher
COMNAVRESFORCOM . . . . . . .. Commander, communications system staff officer
Naval Reserve Forces Command GCE . . . . . . . . . . . . . . . . ground combat element
COMREL . . . . . . . . . . . . . . .community relations
COSC. . . . . . . . .combat operational stress control HCA. . . . . . . . . humanitarian and civic assistance
CREDO . . . . . . . . . . . . . . . . . Chaplains Religious HMMWV.. . . . . . . . . . . . . . . . . . . . high mobility
Enrichment Development Operation multipurpose wheeled vehicle
CREST. . . . . . . . Chaplain and Religious Program HQMC . . . . . . . . . . .Headquarters, Marine Corps
Specialist Expeditionary Skills Training
CRP . . . . . . . . . . . . . command religious program IA . . . . . . . . . . . . . . . . . . . . individual augmentee
CSCDEP. . . . . . . . . Command and Staff College IDT . . . . . . . . . . . . . . . . . . . inactive duty training
for Distance Education Program IDTT . . . . . . inactive duty for training with travel

DEERS . . . . . . . . . . . . . . . . . Defense Enrollment J-3 . . . . . . . . . . . . . . . . operations directorate of a

Eligibility Reporting System joint staff; operations staff section
DMS . . . . . . . . . . . . . . .Defense Message System J-4 . . . . . . . . . . . . . . . . . . logistics directorate of a
DOD . . . . . . . . . . . . . . . . .Department of Defense joint staff; logistics staff section
DODD. . . . . . . . Department of Defense directive J-6 . . . . . . . . . . . . . . . . . . communications system
DODI. . . . . . . Department of Defense instruction directorate of a joint staff
DON.. . . . . . . . . . . . . . . .Department of the Navy JMETL . . . . . . . . joint mission-essential task list
DRRS. . . . . Defense Readiness Reporting System JP. . . . . . . . . . . . . . . . . . . . . . . . . joint publication

EFM . . . . .Exceptional Family Member Program LCE. . . . . . . . . . . . . . . . logistics combat element

EFMFWS. . . . . . . . . . . . . . .Enlisted Fleet Marine L.I.N.K.S. . . . . . . . . . . . . . . . Lifestyles, Insights,
Force Warfare Specialist Networking, Knowledge, and Skills
EPW. . . . . . . . . . . . . . . . . . enemy prisoner of war
 _____________________________________________________________________________________________
Glossary-2 MCWP 6-12

M4L . . . . . . . . . . . . . . . . . . . . . . .Marine for Life NOSC . . . . . . . Navy Operational Support Center

MAGTF. . . . . . . . . . Marine air-ground task force NR. . . . . . . . . . . . . . . . . . . . . . . . . . Navy Reserve
MARDIV. . . . . . . . . . . . . . . . . . . Marine division
MARFOR . . . . . . . . . . . . . . .Marine Corps forces O&M. . . . . . . . . . . . . .operation and maintenance
MARFORCOM . . . . . . . . . United States Marine OCONUS . . . . . . . . . . . . . . . . . . . . . . outside the
Corps Forces Command continental United States
MARFORPAC . . . . . . . . . ..United States Marine OEF. . . . . . . . . . . . Operation Enduring Freedom
Corps Forces, Pacific OIC . . . . . . . . . . . . . . . . . . . . . . . officer in charge
MARFORRES. . . . . . . . . . ..United States Marine OIF. . . . . . . . . . . . . . . . . Operation Iraqi Freedom
Corps Forces, Reserve OPLAN . . . . . . . . . . . . . . . . . . . . . .operation plan
MAW . . . . . . . . . . . . . . . . . .Marine aircraft wing OPNAVINST.. . . . . . . . . . . . . . . . Chief of Naval
MCB.. . . . . . . . . . . . . . . . . . . . Marine Corps base Operations instruction
MCBul . . . . . . . . . . . . . . . Marine Corps bulletin OPORD. . . . . . . . . . . . . . . . . . . . . operation order
MCCDC. . . . . . . . . . . . . . . Marine Corps Combat OSCAR . . . . . . . . . . . . . . . . . . Operational Stress
Development Command Control and Readiness
MCCLL. . . . . . . . . . . . . . . . . . . . . . Marine Corps
Center for Lessons Learned PDTC . . . . . . . . . . . . . . . . . . . . . . . . Professional
MCCS. . . . . .Marine Corps Community Services Development Training Course
MCDP . . . . . .Marine Corps doctrinal publication PDTW . . . . . . . . . . . . . . . . . . . . . . . . Professional
MCFTB . . . . . . . . . . . . . . . . . . . . . .Marine Corps Development Training Workshop
Family Team Building PME. . . . . . . . . . . professional military education
MCMP . . . . . .Marine Corps Mentoring Program PQS . . . . . . . . . Personnel Qualification Standard
MCO . . . . . . . . . . . . . . . . . . . .Marine Corps order PREP. . . . . . . . . . . . . . . . . . . . . . . Prevention and
MCRP . . . . . .Marine Corps reference publication Relationship Enhancement Programs
MCT . . . . . . . . . . . . .Marine Corps Tactical Task PRP. . . . . . . . . . . . . . personnel recovery platoon
MCTL . . . . . . . . . . . . . . . . Marine Corps task list PTSD. . . . . . . . . . . . posttraumatic stress disorder
MCWP . . . . . . . . . . . . . . . . . . . . . . Marine Corps
warfighting publication RMP. . . . . . . . . . . .religious ministry professional
MEF. . . . . . . . . . . . . . Marine expeditionary force RMT.. . . . . . . . . . . . . . . . religious ministry team
MEFREL... . . . . . . . . . . . . . Marine expeditionary RO. . . . . . . . . . . . . . . . . . . . . . responsible officer
force, religious ROF. . . . . . . . . . . . . . . . . .religious offering fund
MET . . . . . . . . . . . . . . . . . .mission-essential task RP.. . . . . . . . . . . . . . . religious program specialist
METL . . . . . . . . . . . . . .mission-essential task list
MEU.. . . . . . . . . . . . . . Marine expeditionary unit S-1. . . . . . . battalion or regiment manpower staff
MILPERSMAN . . . . . military personnel manual S-3. . . . . . . battalion or regiment operations staff
MLG.. . . . . . . . . . . . . . . . Marine logistics group S-4. . . . . . . . . battalion or regiment logistics staff
MOS . . . . . . . . . . military occupational specialty S-6. . . . . . . . . . . . . . . . . . . . battalion or regiment
MOST . . . . . .Marine Operational Stress Training communications system staff
MSC . . . . . . . . . . . . major subordinate command SAPR . . . . . . . . . . . . . . . . . . . . . . . sexual assault
prevention and response
NAVMC DIR.. . . . . . . . . . . . Navy/Marine Corps SECNAVINST . . . . . . . . . . . . . . Secretary of the
departmental publication directive Navy instruction
NAVPERS . . . . . . . . . . . . . . . . . . . naval military SIPRNET . . . . . . . . . . . . . . . . .SECRET Internet
personnel manual Protocol Router Network
NEC . . . . . . . . . . . . .Navy enlisted classification SMCR . . . . . . . . . Selected Marine Corps Reserve
NESA . . . . . . . . . . Noble Eagle Sailor Advocacy SOP . . . . . . . . . . . . .standing operating procedure
NGO . . . . . . . . . . .nongovernmental organization SORTS . . . . . . . . . . . . . . . . . Status of Resources
NIPRNET.. . . . . . . . . . . . . . . Non-Secure Internet and Training System
Protocol Router Network SSTP . . . . . . . .surgical shock and trauma platoon
NKO . . . . . . . . . . . . . . . Navy Knowledge Online
 _______________________________________________
Religious Ministry in the United States Marine Corps Glossary-3

T/E . . . . . . . . . . . . . . . . . . . . . table of equipment USNORTHCOM . . . . . . . . . . . . . . United States

TECOM . . . . .Training and Education Command Northern Command
T/O . . . . . . . . . . . . . . . . . . . table of organization
T&R . . . . . . . . . . . . . . . . . .training and readiness VTU . . . . . . . . . . . . . . . . . voluntary training unit

UCMJ . . . . . . . Uniform Code of Military Justice WT . . . . . . . . . . . . . . . . . . . . . . warrior transition

US . . . . . . . . . . . . . . . . . . . . . . . . . . United States
 _____________________________________________________________________________________________
Glossary-4 MCWP 6-12

SECTION II. DEFINITIONS

assault support request—The method for able during the operation. (JP 1-02) A com-
requesting lifts of opportunity from operational mander’s clear, concise articulation of the
area assault aircraft to move between camp and purpose(s) behind one or more tasks assigned to a
bases. Usually requires 3 to 7 days advance plan- subordinate. It is one of two parts of every mis-
ning and approval. sion statement which guides the exercise of initia-
tive in the absence of instructions. (MCRP 5-12C)
clergy—As used in doctrine publications, refers
to all professionally qualified religious leaders/ commander’s planning guidance—Directions
representatives endorsed by religious faith groups and/or instructions which focus the staff’s course
for chaplaincy in both the military and civilian of action development during the planning process.
sector. (MCRP 5-12C)

Coalition—An ad hoc arrangement between two confidential—The acts of religion, matters of

or more nations for common action. (JP 1-02) conscience, and any other information conveyed
secretly or in confidence to a chaplain or reli-
combatant command chaplain—The senior gious program specialist serving in their official
chaplain assigned to the staff of, or designated capacities as a religious ministry team. Confi-
by, the combatant commander to provide advice dential communication may be conveyed through
on religion, ethics, and morale of assigned per- oral or written means, including electronically.
sonnel and to coordinate religious ministries
course of action—1. Any sequence of activities
within the combatant commander’s area of
that an individual or unit may follow. A possible
responsibility. (JP 1-02)
plan open to an individual or commander that
command advisory task—A task to advise and would accomplish, or is related to the accomplish-
provide counsel to the commander on personal, ment of the mission. (Part 1 of a 5 part definition,
family, and unit readiness, including the reli- JP 1-02)
gious ministry mission and requirements, morale, design for ministry—A comprehensive docu-
moral and ethical issues, core values, and reli- ment identifying a command’s religious ministry
gious ministry personnel, resources, and logistics. requirements, mission, program goals, planned
command chaplain—The senior chaplain ministry objectives, ministry programs, plan of
assigned to or designated by a commander of a action and milestones, religious ministry budget
staff, command, or unit. (JP 1-02) proposal, a religious ministry spending plan.

command religious program—A program that free exercise of religion—The constitutional

provides religious ministry support that is guarantee that each citizen has the right to hold,
planned, programmed, budgeted, and imple- practice, and express the tenets of his or her reli-
mented to meet identified religious ministry sup- gion or religious beliefs within the restrictions of
port requirements. Also called CRP. applicable laws and military regulations. “Con-
gress shall make no law respecting an establish-
commander’s intent—A concise expression of ment of religion, or prohibiting the free exercise
the purpose of the operation and the desired end thereof; or abridging the freedom of speech, or of
state. It may also include the commander’s assess- the press; or the right of the people peaceably to
ment of the adversary commander’s intent and an assemble, and to petition the Government for a
assessment of where and how much risk is accept- redress of grievances.” (US Constitution, First
Amendment)
 _______________________________________________
Religious Ministry in the United States Marine Corps Glossary-5

joint—Connotes activities, operations, organiza- such descriptors as area of responsibility, theater

tions, etc., in which elements of two or more Mil- of war, theater of operations, joint operations
itary Departments participate. (JP 1-02) area, amphibious objective area, joint special
operations area, and area of operations. (JP 1-02)
joint operations—A general term to describe
military actions conducted by joint forces, or by operational religious ministry—Those tasks
Service forces in relationships (e.g., support, and professional services performed by the reli-
coordinating authority), which, of themselves, do gious ministry team in direct support of the
not establish joint forces. (JP 1-02) Marines, Sailors, family members and other
authorized personnel of the command to which
joint task force—A joint force that is consti- they are assigned. It includes, but is not limited
tuted and so designated by the Secretary of to, such religious ministry activities and pro-
Defense, a combatant commander, a subunified grams as divine services, sacraments, rites, ordi-
commander, or an existing joint task force com- nances, pastoral counseling, visitation, religious
manders. Also called JTF. (JP 1-02) and morals education, ethics education, critical
lay leader—A volunteer appointed by the com- incident debriefings, and advising the commander
manding officer and supervised and trained by on religion, ethics, morals, morale and indigenous
the command chaplain to serve for a period of religions and customs.
time to meet the needs of a particular religious operational religious ministry principles—The
faith group when their military chaplains are not basis for the conduct of religious ministry in the
available. The lay leader may conduct services, Marine Corps: ministry of purpose, mission and
but may not exercise any other activities usually focus of effort, planning, and mutual support.
reserved for the ordained clergy. See also com-
batant command chaplain; command chap- operation order—A directive issued by a com-
lain; religious ministry team. (JP 1-02) mander to subordinate commanders for the pur-
pose of effecting the coordinated execution of an
lay-led religious service—A religious/faith group operation. Also called OPORD. (JP 1-02)
service conducted by a command-appointed
religious lay leader. Lay-led services are not equi- outreach task—A task to provide and facilitate
valent to divine services conducted by chaplains programs that nurture, develop, and reinforce the
or ordained civilian clergy. Lay-led services are spiritual development of service members and
subject to chaplain supervision. Lay-led services their family members, encouraging and enabling
constitute temporary accommodation of specific interpersonal communication and personal growth.
religious needs.
pastoral care—Broad spectrum of activities
noncombatant evacuation operations—Opera- performed by chaplains to enhance the spiritual,
tions directed by the Department of the State or emotional, and physical well-being of service
other appropriate authority, in conjunction with members, their families, and other authorized
the Department of Defense, whereby noncomba- personnel. Faith-specific ministry/sacramental
tants are evacuated from foreign countries when acts are appropriate when conducting divine ser-
their lives are endangered by war, civil unrest, or vices and to individuals when consent is provided.
natural disaster to safe havens or to the United
States. Also call NEOs. (JP 1-02) pastoral care task—A task to provide a positive
influence by establishing relationships with
operational area—An overarching term encom- personnel and demonstrating an interest in their
passing more descriptive terms for geographic lives. Frequently it provides opportunities to assist
areas in which military operations are conducted. individuals who may be having any number of
Operational areas include, but are not limited to, personal difficulties. It may include prayer or
 _____________________________________________________________________________________________
Glossary-6 MCWP 6-12

sacramental acts. It may include acting as a religious ministry and accommodation task—
spiritual mentor to an individual Marine or A task to provide and facilitate operational reli-
authorized civilian according to the Chaplain’s gious ministry, worship, prayer, spiritual direc-
faith background. Pastoral care as a spiritual tion, sacraments, ordinances, and/or practices of
mentor is appropriate with permission. It is personnel to facilitate the free exercise of reli-
inappropriate without permission. Also called gion for the Marines and Sailors serving in the
ministry of presence. Marine Corps, their family members, and other
authorized personnel. See also free exercise of
peace building—Stability actions, predomi- religion, religious accommodation; religious
nately diplomatic and economic, that strengthen ministry.
and rebuild governmental infrastructure and insti-
tutions in order to avoid a relapse into conflict. religious ministry plan—A plan that describes
Also called PB. (JP 1-02) the way in which religious personnel will pro-
vide religious ministry to all members of a joint
privileged communication—Communications to force. When approved by the commander, it may
clergy held confidential as a matter of public be included as an annex to operation plans.
policy and outweighing the government’s interest
in securing a criminal prosecution. The chaplain, religious ministry professional—An individual
the penitent, and even certain third parties present endorsed to represent a religious organization
during the communication cannot be compelled to and to conduct observances or ceremonies. A
disclose qualifying communications. “Privilege” religious ministry professional (RMP) is a fully
is applied when a communication is made to a qualified member of the clergy for those reli-
chaplain in his/her capacity as a spiritual advisor gious organizations that have a tradition of
or to a chaplain’s assistant acting in an official professional clergy or their equivalents. The reli-
capacity. Also called clergy privilege; priest- gious organization’s endorsement verifies that an
penitent privilege; religious privilege. RMP is professionally qualified to serve as a
chaplain in the military and meets the graduate
religious accommodation—To provide suitably education and religious leadership requirements
or supply the doctrinal or traditional observances of DODI 1304.28.
of the religious faith practiced by individual
members when these doctrines or observances religious ministry tasks—The six components of
will not have an adverse impact on military readi- religious ministry that constitute the command
ness, individual or unit readiness, unit cohesion, religious program: advise the commander,
health, safety or discipline. In accordance with provide/facilitate for the freedom of religion
SECNAVINST 1730.8B, accommodation of a through religious ministry accommodations,
member’s religious practices cannot be guaran- provide pastoral care, provide religious ministry
teed at all times but must depend on military outreach, provide training and education, and
necessity. Determination of necessity rests provision of resource management (supervisory
entirely with the commanding officer. and administrative).
religious ministry—The entire spectrum of religious ministry team—A team that consists
professional duties to include providing for facili- of the chaplain(s), religious program special-
tating essential religious needs and practices, ist(s), and other designated command members
pastoral care, family support programs, religious (e.g., chaplain’s assistants, civilian staff,
education, volunteer and community activities, appointed lay leaders). Each religious ministry
and programs performed to enhance morale and team’s (RMT’s) composition will be determined
moral, ethical and personal well-being. Enlisted by the command's mission and table of organiza-
religious support personnel assist the chaplain in tion. Each RMT will have a minimum of one
providing religious ministry. assigned Navy chaplain.
 _______________________________________________
Religious Ministry in the United States Marine Corps Glossary-7

religious program specialist—A Navy enlisted power to maintain or reestablish a safe and secure
assistant who supports a chaplain in planning, environment, provide essential governmental ser-
programming, administering, and coordinating vices, emergency infrastructure reconstruction,
the command religious program. A religious pro- and humanitarian relief. (JP 1-02)
gram specialist is a combatant who provides force
protection and physical security for a chaplain in supervisory and administrative task—A task to
operational environments. Also called RP. (This supervise the work and professional develop-
term and its definition are proposed for inclusion ment of religious ministry and other command
in the next edition of MCRP 5-12C) personnel (military and civilian, employed and
volunteer) and other command personnel and to
spirituality—The expression of the spiritual administer and manage the command's religious
nature in thoughts (forgiveness, mercy, salvation, ministry mission.
thankfulness, etc.), practices (prayer, attending
worship, study, charity, service, etc.), and rela- training and education task—A task to provide
tionships (faith community, the divine, humanity, and facilitate training opportunities, as required,
etc.). for religious instruction and education, moral and
ethical reasoning, spiritual aspects of core val-
stability operations—An overarching term
ues, religious ministry personnel, religious lay
encompassing various military missions, tasks,
leaders, personal spiritual development and per-
and activities conducted outside the United States
sonal and family readiness.
in coordination with other instruments of national
 REFERENCES AND RELATED PUBLICATIONS

Federal Publications
Executive Order 13223, Ordering the Ready Reserve of the Armed Forces to Active Duty and
Delegating 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 of
Theater 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