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Blog at WordPress. Coast Guard Academy U. Hill — Liberty Chapel N. Patuxent River — St. Chidwick Chaplain Thomas M. Conway Chaplain Wm. Ellenberg Chaplain William Emerson-1st U. Battlefield Ministry Chaplain Herman G. Hall Chaplain Milton L. Hoffman Chaplain Harold S. Kushner Chaplain Angelo J. Army Chaplain Training Site U. Navy Chaplain Training Site U. Like this: Like Loading Search for:. Facebook Page. Correction: an earlier version of this article misstated the rank and gender of a chaplain.
Lynn Christensen is a male O Geoff is a senior staff reporter for Military Times, focusing on the Navy. He covered Iraq and Afghanistan extensively and was most recently a reporter at the Chicago Tribune.
He welcomes any and all kinds of tips at geoffz militarytimes. Your Navy. By Geoff Ziezulewicz. Jan 12, PM. Matthew Moynihan, a chaplain aboard the Japan-based guided-missile destroyer Higgins, greets sailors during an event last month. The Navy has begun making chaplains a permanent part of the destroyer fleet's crew.
Later documents and practice support this conclusion. Four chaplains are known to have served in the Continental Navy. Benjamin's son William was the first chaplain to receive a commission in the United States Navy in A new edition of Naval Regulations dated 25 January included reference to the duties of a chaplain. Their involvement in these early learning institutions prompted Chaplain George Jones to begin his campaign for the Naval Academy in The establishment of the Naval School at Annapolis in was due primarily to Chaplain Jones' efforts.
A board of chaplains appointed by the Secretary of the Navy established guidelines that required all newly commissioned chaplains to be graduates of both college and seminary and that such should receive the endorsement of their denominations. The office of the Chief of Chaplains was established in as a result of this board's recommendations. Over chaplains were called to active duty.
The first chaplain to die in the line of duty was John Lenhart. Thirteen chaplains died at the hands of the enemy during World War II. Chaplains Vincent Capodanno and Robert Brett were the last to lose their lives while serving in Vietnam. Chaplains have served with distinction throughout the entire history of the United States Navy. In times of war and peace, chaplains have stood beside the men and women of the sea services.
The abolition of flogging, the removal of alcohol aboard ship, physical training, entertainment and recreation aboard ship, education, and spiritual leadership are but a few of the contributions made by the men and women of the United States Navy Chaplain Corps. We are faithful to our calling as chaplains and strive to grow in our faith. We respect the dignity of those we serve.
We seek to understand cultural and religious values that differ from our own. We believe the right to exercise our faith is best protected when we protect the rights of all to worship or not worship as they choose. We work together to meet religious needs. We are called to serve our people, the Naval Service and each other.
We hold sacred the trust placed in us. These standards consist of the following: Cooperation. All persons operating under the auspices of PNC will work together cooperatively. Chaplains and RPs especially will work with other chaplains, RPs, helping professionals and command representatives to meet the faith and non-faith-group needs of all Service members, their families, and other authorized users.
All persons operating under the auspices of PNC will recognize the practitioners of other faiths as equals under the law. It is the policy of the CHC to train each of its chaplains and RPs to respectfully accommodate all Service members, their families, and other authorized persons.
Members of the DoD community represent a plurality of backgrounds and beliefs. PNC recognizes and values the pluralism inherent in the DoD community and seeks to accommodate the religious beliefs of all to the fullest possible extent. While it may be permissible for persons to share their religious faith, outside divine or religious services, persons under the cognizance of PNC shall ask permission of those with whom they wish to share their faith and respect the wishes of those they ask.
Respecting the religious values of others, persons operating as part of PNC shall not proselytize those who request not to be proselytized, as such action raises legal concerns and is counterproductive to service in a pluralistic environment. Failure to respect such a request may result in disciplinary action. All persons operating under the auspices of PNC function within a military institution separate from the religious institutions of the ROs whose members are represented in the military services.
PNC seeks to accommodate the religious requirements of those members within the limits of military readiness, unit cohesion, health, safety, discipline, and mission accomplishment. Chaplains and RPs ensure this accommodation while simultaneously delivering quality care and expert advisement.
Chaplains and RPs must have a thorough knowledge of command structures and institutional systems, policies and processes. They direct and 29 hold others accountable in the effective and efficient execution of the CRP and other related tasks. They develop the leadership qualities of those they supervise, and mentor the next generation of leaders. They are accountable for their performance as leaders. All persons serving under the auspices of PNC abide by DON regulations and expectations governing professional and personal conduct.
Such conduct includes but is not limited to: adhering to physical readiness requirements; abiding by policies governing fraternization, non-combatancy, and confidentiality; maintaining professional boundaries; abiding by DON policies regarding alcohol use and substance abuse; and ensuring responsible financial management. The CHC fosters a climate of compliance through training, mentoring, and supervision.
The CHC encourages individual chaplains to grow in their respective faiths. PNC Professional Expectations PNC professional expectations are based on values that foster professional accountability and inform others what they can expect from chaplains and RPs.
While many of these expectations apply to both chaplains and RPs, some are particular only to chaplains or RPs. RPs will support the provision of religious ministry to all authorized personnel. They will conduct themselves on and off duty in a way that reflects positively on their position and community. They will maintain a professional workplace and 30 professional relationships, using their rank, position, and authority for the good of others and not for personal gain.
They will maintain professional boundaries. They will seek occasion to develop chaplain or RP competencies. They will mentor others and seek mentors for themselves.
They will not bear arms or seek weapons training in connection with their military duties nor will they seek weapons or warfare qualifications. They will not serve or give the appearance of serving as an intelligence operative and will abstain from hostile acts.
Chaplains and RPs will not attempt to convert others to their own faith without explicit permission from those individuals. They will not exceed their competence when providing care but will make appropriate referrals as required. Chaplains will make every reasonable effort to arrange for the provision of care by another chaplain, religious ministry professional, or care-related service provider when the tenets of their faith preclude them from providing direct care to an individual.
It is imperative to the health of the Corps that we embrace these Principles, Standards, and Expectations, and it is our responsibility to ensure that those around us maintain the highest level of conduct. The driving force is mission readiness leading to mission accomplishment.
To that end, policy has been enacted that requires all personnel to be assessed annually. The metrics used to determine the physical fitness of service members includes blood tests, exams, vital signs and a twice annual physical readiness test PRT consisting of performing various physical activities measured against a graduated standard based on age and gender.
It is now standard procedure to consult PRIMS prior to screening for advancement, promotion or select billets. While there is no single prescribed method or process to follow to remain spiritually fit, it is imperative that chaplains be immersed in spiritual disciplines according to the manner and form of their RO.
For example, chaplains may participate in daily spiritual growth activities, attend RO conferences, and spiritually mentor others in their RO. Communities of Interest and Community Culture In addition to abiding by our Principles, Expectations, and Standards, Communities of Interest COI are a valuable means of strengthening our community identity and cultivating our community culture.
COIs are groups of people who have a shared interest, experience or aptitude in a given topic or subject. Many different types of groups meet this criterion, such as fan clubs and group forums. What makes a COI different is that it is a formal, intentional, and coordinated operation dedicated to learning, interaction, knowledge transfer and information management. Different than a working group or tiger team, which are typically focused on solving a specific problem, COIs are designed to be enduring structures that continuously grow and evolve.
They provide an additional benefit by allowing people to develop professionally throughout their careers. The Navy has several different indicators that could be used for determining COI topics. These subspecialties will likely become the foundation for three corresponding COIs. Leadership may be assigned by the billet most closely aligned to the function. The COI framework will provide multiple opportunities to mentor individuals beyond building specific subject matter expertise.
At a minimum there will be opportunities for both formal and informal mentoring in leadership and professional expertise. COIs will offer the opportunity for chaplains to develop their talents through interaction and the exchange of ideas with those who have similar interests.
COIs will offer opportunities for capturing and disseminating best practices. COIs can become a means by which the 33 overall quality of service delivered by the CHC can be enhanced.
More information on COIs will be forthcoming as supporting processes become formalized. Mentoring Mentoring is widely recognized as a beneficial career development tool that not only affects career health and longevity, but also positively impacts mission accomplishment.
Mentoring is a difficult term to define as it manifests itself in many forms. Ultimately, each of us is responsible for our own career. However, mentors can provide valuable direction and clarification. Mentors can help those being mentored figure out what they need to do to move from where they are now to where they want to be. Mentors can inform the mentored of opportunities, provide a listening ear and offer a different perspective. The Mentoring Continuum Construct.
The Navy is developing a multi-faceted approach to mentoring that will allow flexibility in its implementation Chain of Command. This mentoring is designed to assist Sailors in achieving their professional goals and to positively influence their desire to remain on active duty or transition to the Navy Reserve.
This is mentoring designed to ensure key career milestones are achieved. These are voluntary mentoring relationships of a professional nature. One-on-one mentoring happens when one person reaches out to another and a career-aiding relationship develops. Social Networking. Social networking refers both to the relationship-building that occurs in social and non-official situations as well as to types of technology that facilitate relationship-building leveraging the Internet.
All chaplains and RPs are encouraged to participate in mentoring relationships in order to cultivate their own growth and the professional development of the CHC and RP communities.
They should approach such opportunities mindful of the responsibility involved whether one is receiving or offering mentoring. Mentoring should inform, motivate, and guide the individual and promote community health. Professional Associations Although they are not necessarily part of the PNC community, professional associations, organizations, and external institutions offer resources that can strengthen community culture.
Pastoral care associations, the Military Chaplains Association, and the like can 35 provide camaraderie, counsel, and opportunities for personal and spiritual growth. In addition, ROs that endorse chaplains may have associations or groups that facilitate professional development and keep the endorsement in good standing. Check with legal JAG for limitations and restrictions on participation with external organizations.
Instead, through positive career development, one seeks to be the best one can be in order to better serve others and the institution as a whole.
Environment Today's Navy is a swiftly evolving organization that uses advanced state-of-theart hardware and systems in a multifaceted threat environment. Career development plans change and evolve as personal needs and the needs of the Navy change. Flexibility is important. Career development should be thought of as a continuous process that expands and shapes an officer or enlisted service member for future service.
It is a unique plan based on individual and personal goals. There is no specific pattern that will apply to all. The CHC exists to provide the Navy specific types of services and support which no other Navy staff corps provides.
Chaplains should formulate career goals which seek to develop meaningful skills over the span of their entire career. Again, the key to success is to remain flexible and open to multiple and changing opportunities. Components Success in the Chaplain Corps, RP community, and the Navy, is based on a solid foundation of sustained superior performance at sea and ashore.
The skills and talents needed to support the Navy's efforts are provided through billet rotations, qualifications, varied assignments, and training and education.
It is important to note that the aforementioned sequence could be modified to suit individual needs and career goals as well as the changing needs of the Navy. Officers must be flexible and remain informed of the current trends. CHC officers are encouraged to take advantage of available career development resources. Junior officers can gain insight to career planning from senior officers. There is no one set path for a successful career, but senior officers can provide perspective in developing a solid plan.
The Internet offers direct access to career information via the internet. The following links are among many available for use. These elements are commonly referred to as the detailing triad. Understanding how the process works is instrumental in ensuring the right career decision is made. The Chief of Naval Personnel directs detailers and placement officers though the issuance of policy and official guidance distribution.
The NPC organization is designed to help facilitate the proper mix of each aspect of the detailing triad. This is accomplished, 39 in part, by separating the assignment and placement officer functions. Detailers are the service member's advocates. Placement officers serve as the command's advocate.
They review and control activity manning levels, interface directly with commands under their purview for all their officer requirements and post billets which need to be filled. Detailers may adjust projected rotation dates PRD while placement officers may adjust availability dates the earliest date at which the CO has made a service member available for transfer. The detailing process begins by identifying a requirement, usually caused by a projected transfer of an incumbent, an unexpected personnel loss, or the establishment of a new billet.
Detailers fill the available billet requirement with one of their assets who, ideally, has a PRD date near the required fill date. Detailing negotiations start 12 months in advance of the service member's PRD 18 months for those in the Exceptional Family Member Program and dual military. To maintain flexibility in assignments and conserve permanent change of station PCS funds, a detailing "window" is utilized. This 4-month "window" makes more officers and billets available at a given time and allows for greater selectivity.
The detail is usually confirmed 6 to 9 months before the rotation date.
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