To Our Readers

Changes: Readers of this publication are encouraged to submit suggestions

and changes through the Universal Need Statement (UNS) process. The UNS

submission processs is delineated in Marine Corps Order 3900.15_, Marine

Corps Expeditionary Force Development System, which can be obtained from

the Marine Corps Publications Electronic Library Online (http://www.marines.

mil/news/publications/Pages/Publications137.aspx). 

The UNS recommendation should include the following information: 

• Location of change

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Additional copies: A printed copy of this publication may be obtained from

Marine Corps Logistics Base, Albany, GA 31704-5001, by following the instructions in MCBul 5600, Marine Corps Doctrinal Publications Status. An

electronic copy may be obtained from the MCCDC Doctrine World Wide Web

home page: https://www.doctrine.usmc.mil.

Unless otherwise stated, whenever the masculine gender is used, 

both men and women are included.
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 context 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 outlines 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 serving 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 accommodation. This, and subsequent publications, will serve as the tools that enable chaplains 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

Authority and Responsibility

This publication sets forth the United States

Marine Corps’ doctrine of religious ministry. The

principles and doctrine contained in this publication constitute the formal authority and assignment of implementation responsibilities to all

commanders by the Commandant of the Marine

Corps (CMC). It has been prepared in accordance with policy as set forth by the Secretary of

the Navy Instruction (SECNAVINST) 1730.7D,

Religious Ministry Support Within the Department of the Navy; Marine Corps Order (MCO)

1730.6D, Command Religious Programs in the

Marine Corps; and SECNAVINST 1730.9, Confidential Communications to Chaplains.

Guidance in this publication requires judgment in

its application. Chaplains are encouraged to focus

their role in the accommodation and delivery of

religious ministry, to include advising the commander as set forth in SECNAVINST 1730.7D,

and related instructions. Guidance provided in

this publication should be followed, except when,

in the judgment of the commander, exceptional

circumstances dictate otherwise. Most of the content is applicable for garrison, base ministry, and

operational ministry, unless specifically noted.

Mission and Vision

The mission of religious ministry in the Marine

Corps is to deliver religious accommodation,

care, and advisement in order to strengthen faith,

values, and virtues, so that Marines, Sailors, and

their families may best serve their country. Religious ministry teams (RMTs) (comprised of a

chaplain and religious program specialist [RP])

provide the following four capabilities to accomplish this mission:

z Facilitate. Chaplains and RPs are trained and

certified to manage and execute command religious programs (CRPs) that accommodate

diverse religious requirements.

z Provide. Chaplains meet faith group specific

needs, including worship services, rites, religious and/or pastoral counsel, scripture study,

and religious education. Religious program

specialists are uniquely trained to support

religious accommodation.

z Care. Chaplains, supported by RPs, deliver

specific institutional care, counseling, and

coaching that attends to the personal, spiritual, and relational needs beyond a faith group

specific context.

z Advise. Chaplains advise commanding officers

on issues relating to morals, ethics, spiritual

well-being, and morale. Within the boundaries

of their noncombatant status, chaplains advise

on the impact of religion on operations. Chaplains and RPs train and educate leaders at all

levels in moral decisionmaking, cultural awareness, and cross-cultural communications.

The overarching vision and outcome for RMTs is

to ensure that Marines, Sailors, and their families

are mission ready—demonstrating spiritual,

moral, and ethical maturity, supported by the

innovative delivery of religious ministry and compassionate pastoral care.

Free Exercise of Religion

Marine commanders are responsible for the free

exercise of religion and religious support programs within their units. Navy chaplains and RPs
1-2 ______________________________________________________________________________________________________ MCWP 6-12

serve with Marines and Sailors to assist and advise

in the primary duty of providing for religious

rights in accordance with Service directives.

The Constitutional protection of free exercise of

religion for Marines and Sailors is clearly outlined and provided for by—

z United States Code, Title 10, Armed Forces,

Chapter 555, Section 6031, Chaplains: Divine

Services, requires commanders to cause divine

services to be performed and protects the chaplain's ability to conduct those services “according to the manner and forms” of the chaplain's

religious organization.

z Department of Defense Instruction (DODI)

1300.17, Accommodation of Religious Practices Within the Military Services, outlines the

same concepts for religious freedom in the

Armed Services.

Navy chaplains are qualified religious ministry

professionals (RMPs) of the Department of

Defense (DOD) who have been endorsed by the

DOD’s recognized religious organizations to provide religious ministry to the sea services. Their

ministry, with the assistance of the RP, serves to

promote the spiritual, religious, ethical, moral,

corporate, and personal readiness of Marines,

Sailors, family members, and other authorized

persons consonant with their rights and needs,

thereby enhancing unit readiness and increasing

mission accomplishment in the Marine Corps.

Chaplain’s Noncombatant Status

In accordance with SECNAVINST 1730.7D and

MCO 1730.6D, US chaplains are forbidden to

carry weapons. In addition, according to Department of the Navy (DON) policy, bearing arms is

incompatible with a chaplain’s religious functions and spiritual duties. An individual chaplain

who violates this policy endangers the noncombatant status of all other chaplains.

The Geneva Conventions of 1949 accord a special protective status to chaplains. Pursuant to the

Geneva Conventions, chaplains are exempt from

being treated and retained as prisoners of war, and

they are permitted to carry out their religious

duties after falling into enemy hands. Unless their

retention by the enemy is required to provide for

the medical or religious needs of prisoners of war,

chaplains must be repatriated at the earliest opportunity. To be entitled to this immunity, chaplains

must, at all times, avoid any activity that compromises their noncombatant status per United States

Navy Regulations, 1990, Article 1063.

Religious Program 

Specialist’s Combatant Status

Religious program specialists are combatants with

the role of providing force protection and physical

security for the RMT. It is recommended that RPs

receive training in provision of physical security,

such as the Marine Corps Martial Arts Program.

Religious program specialists carry arms and are

required to train and be proficient with their table

of organization (T/O) weapon. According to

MCO 3574.2K, Marine Corps Combat Marksmanship Programs, RPs are required to qualify

with their weapon. The T/O weapons qualifications currently state that E5 and below qualify on

the service rifle, and E6 and above qualify with

the service pistol with the option of also qualifying with the service rifle.

Religious Ministry Team

The RMT is the commander’s primary resource

for the delivery of comprehensive religious ministry for operational, garrison, and/or base CRPs.

Chaplains, RPs, and other designated command

members (e.g., assistants, civilian contract staff,

appointed lay leaders) form the RMT. However,

the RMT is mainly the chaplain and RP team,

whose primary duty is the delivery of the four
Religious Ministry in the United States Marine Corps ________________________________________________________ 1-3 

core religious ministry capabilities listed in the

Mission and Vision paragraph on page 1-1.

The composition of each command’s RMT will be

determined by the command’s mission and T/O.

Every unit is entitled to, and provided, religious

support. When a unit does not have an organically

assigned RMT, religious support is provided by

the RMT assigned by higher headquarters. When

this is not possible, other options for obtaining

professional personnel resources from beyond the

command include Navy chaplains from other

units, chaplains of other area military or coalition

services, Selected Reserve chaplains or voluntary

training unit (VTU) chaplains, contract civilian

clergy, and lay leaders. All RMTs serving in operational and forward deployed units should refer to

chapter 6 for guidance on establishing the RMT

for combat operations.

Religious Ministry 

Team Garrison/Base Support

The RMTs deliver direct support to the base commander for a comprehensive CRP. These duties

include, but are not limited to—

z Providing religious support for all authorized

Marines, Sailors, and civilians on the base.

z Preparing Marines, Sailors, and their families

before, during, and after military operations

and deployments.

z Supporting RMT training and readiness.

z Initiating and maintaining liaison with local

community resources. 

Deliver Religious Support 

The Marine Corps base (MCB) chaplain is responsible to the base commander for all religious

support on the base, including all religious

services and activities. The base RMTs provide a

broad religious support program for units,

Marines, Sailors, and their families. Worship

services, pastoral care, religious education, and

spiritual fitness training are provided for the

religious support needs of local authorized personnel. Proper coordination with tenant units is

required to ensure comprehensive implementation

of the CRP. If the base has a Chaplains Religious

Enrichment Development Operation (CREDO), a

close cooperative relationship should be established between CREDO and base RMTs.

Provide Required 

Operational and Deployment Assistance

The RMTs are a primary resource to base commanders for assisting families of deployed personnel. Wounded Marines and Sailors and their

families require specialized pastoral care and

increased support. The RMTs are encouraged to

work closely with base resources, to include

Marine Corps Community Services (MCCS) and

other agencies (see chap. 3). Additionally, RMTs

offer predeployment and postdeployment warrior

transition (WT) program support to Fleet Marine

Force (FMF) units.

Support RMT Training and Readiness

All RMTs are required to be trained and prepared

to implement religious support mission of the

commander in any contingency. Spiritual readiness is essential to sustain Marine and Navy

families while the unit is deployed. It is also

essential to train RMTs while in garrison in

preparation for being called as individual augmentees (IAs) and to sustain them between

operational command assignments. Base RMTs

will also be called upon to support drilling Reserve

RMTs and for integrating Reserve Component

annual training and command inspections.

Training is the critical component in preparation

for military operations. The base chaplain should

ensure that all RMTs under his supervision receive

all unit training provided by the S-3/G-3 and
1-4 ______________________________________________________________________________________________________ MCWP 6-12

through applicable Chaplain Corps and local civilian training opportunities especially related to pastoral care of Marines, Sailors, and their families. 

Religious ministry teams should participate in

both unit and religious support training to ensure

their tactical and technical proficiency. If training for either operational or base settings is

neglected, RMTs will not be adequately prepared

to provide comprehensive religious support to

those for whom they are responsible.

Initiate and Maintain Liaison 

with Local Community Resources

Beyond a sound working relationship with local

civilian religious leaders, it will be necessary to

initiate and maintain liaison with local community resources. Social service agencies in the

community that provide counseling services,

donations of food and clothing, and emergency

aid for crisis or disaster situations are valuable

resources for referrals.

Religious Program Specialist Support

Religious program specialists are uniquely

trained and qualified Sailors assigned, along with

chaplains, to support the delivery of religious

ministry. As enlisted and nonordained members

of the RMT, the RPs’ responsibilities focus on

facilitation of religious ministry support—including accommodation, provision, care, advisement

support, RMT force protection, logistics, program

management, and administration. Chaplains

should fully utilize the particular gifts and talents

that individual RPs bring, thereby multiplying the

strength of the team.

Religious program specialists organizationally

report to the chaplain and receive enlisted leadership and direction from Navy senior enlisted staff

members (e.g., regimental battalion aid station)

and Marine Corps senior enlisted staff members

(e.g., sergeant major, 1st sergeant, company

gunnery sergeant, S-1 staff noncommissioned

officer) for training and accountability purposes.

This cooperative support is especially critical for

junior RPs to ensure balanced development as an

FMF Sailor. General duties of RPs serving with

the Marine Corps, in addition to providing security

for the RMT, include—

z Providing combat field ministry support, to

include coordination of convoy logistics and

force protection, host nation religious leader

engagement, and advising on religious ministry

support.

z Preparing and “rigging” facilities used for

religious services and programs in the field and

garrison; operating audiovisual equipment; and

coordinating activities in support of worship

services, religious education programs, spiritual renewal activities, foreign humanitarian

assistance, civil support, and community

relations projects; and performing other military

duties as required.

z Providing general troop referral and assistance.

z Identifying and responding to Marines and

Sailors experiencing combat operational stress.

z Performing triage for ministry in a mass

casualty event.

z Maintaining records and reports—including

facility and equipment reports and records—

and updating documents, directives, and

instruction files.

z Conducting inventories, safeguarding and maintaining equipment, managing the operational

ministry budget, assisting in the management of

the Religious Offering Fund (ROF), ordering

supplies, and preparing maintenance requests.

z Providing administrative and logistical support

at ceremonies and sacraments—including weddings, funerals, memorial services, baptisms,

and special religious services and activities.

z Maintaining the RMT’s table of equipment (T/E)

and mount-out supplies in preparation for

embarkation.
Religious Ministry in the United States Marine Corps ________________________________________________________ 1-5 

z Performing regularly scheduled preventive maintenance on assigned vehicles and equipment.

z Performing other duties as assigned by the

chaplain.

Marine Chaplain Assistants

When RPs are not available to be assigned to units

with assigned chaplains, the commander will have

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

directly for the chaplain to whom they have been

assigned. Chaplain assistants are expected to

perform the same duties as RPs, including

adhering to confidentiality privileges. The commander and chaplain will ensure that any required

training is provided. Additionally, a commander

may desire to assign a Marine CA for other needs,

including but not limited to, augmenting driving

of and personnel protection for the RMT while

traveling in theater.

Institutional Ministry in the Marine Corps

The Marine Corps, like the American society

from which it is drawn, is pluralistic in that faith

groups and religious organizations coexist in

mutual respect. Because of the impracticality of

providing RMPs reflecting every religious organization on each ship, station, or base, the DON

and the religious organizations of the United

States have developed an institutional ministry

that provides both cooperative and cooperating

ministry. Every RMT must be willing and able to

function in a pluralistic environment, where

diverse religious traditions exist side-by-side with

tolerance and respect. Chaplains and RPs are specialists trained to accommodate religious requirements and deliver ministry within the demanding

and specialized military environment, without

compromising the tenants of their own religious

tradition and organization.

As stated in SECNAVINST 1730.8B, Accommodation of Religious Practices, this policy implies

that the commander will—

z Make provisions to accommodate the religious

needs of every member of the command within

these limits.

z Acknowledge that each command may be

affected by different conditions and require

individual consideration of special requests for

religious accommodation.

Professional Qualifications

The two aspects of a Navy chaplain’s role are the

chaplain’s identity as an endorsed representative

of a religious organization and the chaplain’s

identity as a commissioned Navy staff officer.

In the act of endorsing their RMPs for naval commissions, the religious organizations of the

United States concede that—

z The RMPs will be placed under military command.

z The RMPs will be subjected to military regulations and directives.

z The RMPs accept the principle of command

responsibility for the spiritual and moral welfare of naval personnel.

z The RMPs accept the necessity of cooperative

ministry.

Religious organizations, by endorsing chaplains,

support Marines, Sailors, and their families’ free

exercise of religion in the sea services. Religious

organizations retain their responsibility to mentor, develop, and hold chaplains accountable for

their professional and personal competencies.

While chaplains may possess professional credentials—such as educational degrees or state credentials as clinical counselors, physicians, and

psychologists—chaplains are assigned only as
1-6 ______________________________________________________________________________________________________ MCWP 6-12

RMPs and commissioned staff officers. The

maintenance of religious endorsement credentials

is the official responsibility of each chaplain. 

The Chief of Navy Chaplains has the responsibility to serve as liaison with endorsing agents and

religious organizations regarding professional

credentials and other administrative matters that

are related to ministry requirements, expected

competencies, and other needs or expectations of

the Navy. Chaplains are expected to maintain all

required relationships with their religious organization's endorsing agent and communicate with

them on a regular basis. Chaplains may attend

conferences sponsored by their endorsing agent,

but are not authorized to contact endorsing agencies regarding other chaplains.

Chaplains assigned to the Marine Corps are

expected to use their professional qualifications

to deliver religious accommodation and support

to the men and women serving in the Marine

Corps, their family members, and authorized personnel. MCO 1730.6D provides specific guidance for outside employment or religious obligations by chaplains.

Uniform Standards

Uniform, grooming, and appearance standards are

prescribed for Navy personnel serving with the

Marine Corps in MCO P1020.34G, w/chs 1-5,

Marine Corps Uniform Regulations.

Navy enlisted personnel are given the option to

wear identified Marine Corps uniforms when

assigned to a Marine Corps unit. Enlisted Sailors

opting to wear Marine Corps uniforms are authorized to be issued and wear the Service Dress A,

B, and C uniforms. Sailors exercising this option

sign an agreement to observe Marine Corps

unform regulations that require adherence to the

grooming and physical readiness standards of the

Marine Corps. Sailors who do not take the

Marine Corps uniform option will maintain Navy

grooming and appearance standards. Chaplains

may also purchase and wear the same uniforms,

with the understanding that they will observe the

same standards dictated by that uniform.

Form of Address

In verbal or written communications, chaplains

are addressed in accordance with United States

Navy Regulations, 1990. Within the military community, chaplains of all ranks are addressed and

introduced properly by the term, “Chaplain.”

Terms of address that are common within particular faith groups or denominations (e.g., Father,

Pastor, Rabbi, Imam) may also be used in

addressing the chaplain.

The religious ministry specialists are to be

addressed as either “RP (rank), last name” (e.g.,

RP2 Jones) or “Petty Officer, last name” (e.g.,

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, Master Chief Jones).

Code of Ethics for Navy Chaplains

Chaplains have a responsibility to practice

ministry within a cooperative framework of respect for others, recognizing the diverse pluralistic

environment in which they are called to function.

While not prescriptive, a Code of Ethics for Navy

Chaplains, adapted from national religious

advisory groups, has often been quoted and

remains a sound reference point for ethical

reflection by chaplains.
Religious Ministry in the United States Marine Corps ________________________________________________________ 1-7 

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 maintenance 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 particular 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.

Code of Ethics for Navy Chaplains
CHAPTER 2

ORGANIZATION AND ADMINISTRATION

OF RELIGIOUS MINISTRY PERSONNEL

The Chaplain of the Marine Corps

The Chaplain of the Marine Corps reports directly

to the CMC and serves on the CMC’s staff. This

chaplain flag officer also serves as the Deputy

Chief of Navy Chaplains, reporting to The Navy

Chief of Chaplains. The Chaplain of the Marine

Corps advises the CMC and Headquarters,

Marine Corps (HQMC) staff agencies on all

religious ministry matters throughout the Marine

Corps (MCO 1730.6D). The Chaplain of the

Marine Corps is responsible for the staffing

requirements for chaplains and RPs within the

Marine Corps and advises the Total Force Structure Division, Marine Corps Combat Development Command (MCCDC) regarding billet placement, quality, and staffing levels for chaplains

and RPs.

Marine Corps Organization

Chaplains and RPs should have a basic understanding of Marine Corps organization if they

are to carry out their duties effectively. The

Marine Corps is focused on major conflicts and

campaigns, as well as smaller scale stability

operations that are a part of humanitarian and

civic assistance (HCA) or civil affairs. Therefore, RMTs may find themselves ministering

around the globe in various types of Marine

Corps organizations.

As depicted in figure 2-1, on page 2-2, the

President and/or the Secretary of Defense direct

the Secretary of the Navy and the CMC. Combatant commanders (CCDRs) then direct or

communicate with Marine Corps component commanders (see the Operating Forces paragraph).

Expeditionary in nature, the Marine Corps is

organized as a “force-in-readiness” that is able to

support a wide range of national military requirements. Deploying for combat as a combined-arms

Marine air-ground task force (MAGTF), the

Marine Corps provides the President and the Secretary of Defense with a responsive force that can

conduct operations across the full range of military operations. The Service is divided into four

broad categories—HQMC, operating forces, supporting establishment, and reserves.

Headquarters, Marine Corps

Headquarters, Marine Corps consists of the CMC

and those staff agencies that advise and assist him

in discharging his responsibilities. The Chaplain

of the Marine Corps is a staff officer reporting

directly to the CMC and the Assistant CMC.

Operating Forces

Operating forces are the heart of the Marine

Corps; they comprise the forward presence, crisis

response, and fighting power that the Marine

Corps makes available to US unified CCDRs. The

Marine Corps has permanently established two

component commands that consist of permeanantly assigned forces—the United States

Marine Corps Forces Command (MARFORCOM)

and the United States Marine Corps Forces,

Pacific (MARFORPAC). Normally, these forces

are task-organized for employment as a MAGTF.

The largest form of the MAGTF is the Marine

expeditionary force (MEF).

Marine Corps forces (MARFOR) commanders

are responsible for coordinating and integrating

religious ministry within their operational area.

The MARFOR chaplains advise the MARFOR
2-2 ______________________________________________________________________________________________________ MCWP 6-12

commanders on matters relating to the religious,

spiritual, moral, and ethical readiness of assigned

forces and individual commands.

Marine Expeditionary Force 

The MEF is the principal Marine Corps warfighting organization. It is composed of a logistics

combat element (LCE) (logistic group), ground

combat element (GCE) (division), and an aviation

combat element (wing). The MEF is capable of

conducting missions across the range of military

operations through amphibious assault and sustained operations ashore, in any environment.

The MEF commander is responsible for coordinating and integrating religious ministry within his

operational area. The MEF chaplain is responsible

for managing religious ministry requirements and

ensuring the religious ministry established by

MEF major subordinate commands (MSCs) form

an integrated and responsive network of support.

The MEF chaplain and religious ministries staff

also advise the MEF commander on matters

relating to the religious, spiritual, moral, and ethical readiness of the command; religious ramifications affecting mission; religious ministry

logistics; and current and future religious ministry

plans and staffing at the MEF level. Components

of the MEF are the—

z Marine division (MARDIV).

z Marine aircraft wing (MAW).

z Marine logistics group (MLG).

Marine Division

The MARDIV is a ground force of combat and

combat support units organized and equipped primarily for amphibious and ground operations. It

consists of three infantry regiments, an artillery

regiment, and separate combat support battalions.

Subordinate units can be organized into effective

forces of combined arms based upon the infantry

regiment, infantry battalion, or tank battalion.

One or more division(s) forms the GCE of the

MEF. To perform its combat role, the MARDIV

requires air defense and aviation support from a

MAW and Service support from an MLG.

The chaplain and religious ministry staff of the

MARDIV are similar to the MEF’s staff but are

more specifically related to the activities of the

GCE. When units smaller than divisions deploy

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

Service

Branch

Operational

Branch

President

Secretary

of Defense

Secretary

of the Navy

Commandant

of the

Marine Corps

Combatant

Commander

Chairman of

the Joint

Chiefs of Staff

Command

Administrative Control

Channel of Communication

Marine Corps

Component

Commander
Religious Ministry in the United States Marine Corp__________________________________________________________ 2-3 

as the GCE, the regiment or battalion chaplains

assume much of the planning responsibility associated with their respective units.

Marine Aircraft Wing

The MAW is the highest level of aviation command in the FMF. The MAW is task-organized to

provide a flexible and balanced air combat organization capable of providing the full range of

combat air operations in a variety of areas, without the requirement of prepositioned support,

control, and logistic facilities. Only the wing has

the inherent capability of performing all six of the

Marine aviation functions—antiair warfare,

offensive air support, assault support, electronic

warfare, air reconnaissance, and control of aircraft and missiles—in support of the MAGTF.

Each MAW has a unique organizational structure

that includes a MAW headquarters, several

Marine aircraft groups, a Marine air control

group, and a Marine wing support group. The

Marine wing support squadron provides aviation

ground support for all supporting or attached

units of the Marine air control group. The RMTs

are assigned to each of these units. The MAW

chaplain is responsible to the commander of the

MAW and tasked with supervision of the RMTs

in the squadrons and groups.

Marine Logistics Group 

The MLG is the LCE of the MEF. It is a permanently organized command charged with providing combat service support beyond the organic

capabilities of supported units of the MEF. 

The MLG chaplain advises the commander on

the religious, spiritual, moral, and ethical readiness of the command and the adequacy of religious ministry support throughout the MLG. The

RMTs in MLG units work very closely with

medical units while deployed. In garrison, the

RMTs work with all units to ensure adequate

delivery of religious ministry.

Supporting Establishment

The Marine Corps supporting establishment consists of those personnel, bases, and activities that

support the Marine Corps’ operating forces. This

infrastructure consists primarily of 15 major

bases and stations in the United States and Japan.

It also includes the Marine Corps Recruiting

Command, MCCDC, and the Marine Corps

Logistics Command, as well as all training activities and formal schools. The supporting establishment also provides facilities and support to the

families of deployed Marines, allowing Marines

to concentrate on their demanding missions. The

RMTs are assigned throughout these commands

to ensure adequate delivery of religious ministry. 

Reserves

The United States Marines Corps Forces, Reserve

(MARFORRES) is organized, trained, and

equipped under the direction of the CMC and

commanded by the Commander, MARFORRES.

Units of this command have been closely integrated with the Active Component under the

Marine Corps’ Total Force Structure concept.

The MARFORRES shares the same commitment

to expeditionary readiness as the active duty

Marine Corps.

Further guidance on how the Marine Corps is

organized may be found in Marine Corps Reference Publication (MCRP) 5-12D, Organization

of Marine Corps Forces; Marine Corps Doctrinal

Publication (MCDP) 1-0, Marine Corps Operations; and the current United States Marine

Corps Concepts and Programs publication. Figure 2-2, on page 2-4, is an overview of how the

forces are structurally organized.

Billets and Assignments

Chaplains are commissioned as Navy officers

with the understanding that they can be assigned

to serve with the Marine Corps. Religious
2-4 ______________________________________________________________________________________________________ MCWP 6-12

program specialists sign a statement of understanding that they are required to serve with the

Marine Corps as combatants, if assigned, based on

the needs of the Navy and Marine Corps. Chaplains and RPs are assigned to the Marine Corps

with the understanding that they are required to

comply with the unique requirements and standards for Navy personnel serving in the Marine

Corps. In Marine commands where the T/O has

more than one chaplain and RP, the command

chaplain advises the commander concerning the

placement and assignment of all chaplains and

RPs within the command. Assignments are made

in accordance with the command’s T/O.

Commands ensure that the Marine T/Os and Navy

Activity Manpower Document (AMD) are reconciled. Staffing levels are regularly reported to the

Chaplain of the Marine Corps, who ascribes

billets according to inventory of RMT assets and

the needs of commands. Navy chaplains and RPs

are assigned to Marine Corps commands by

written orders from the Naval Personnel Command, according to the Marine Corps’ T/O and

Navy AMDs. Each Marine Corps command’s

Navy AMD lists chaplain and RP billets

corresponding to the T/O. The Total Force

Structure Division, MCCDC, ensures Marine and

Navy structure and manpower documents

correctly reflect the validated requirements in

accordance with MCO 5311.1C w/ch 1, Total

Force Structure Process (TFSP).

Deployable commands (MARFOR) have the

highest priority in billet placement and staffing

authorization to ensure that direct religious ministry requirements for expeditionary forces are

met. Billet placement for operational support

commands (i.e., training commands and bases)

are structured to ensure direct religious ministry

is provided for all Marines, Sailors, and their

family members.

The force chaplains of MARFORCOM,

MARFORPAC, and MARFORRES regularly

report chaplain and RP staffing levels to the Chaplain of the Marine Corps. Authorized manning

levels are monitored by the Chaplain of the

Marine Corps to ensure the required religious

ministry is being provided.

Figure 2-2. Marine Corps Organization.

Commandant

of the

Marine Corps

Marine Corps

Combat

Development Command

Marine Corps Forces

Marine Corps

Forces Reserves

Supporting

Establishment

Operating

Forces HQMC

Marine Corps

Logistics Command

Marine Corps

Recruiting Command

Marine Corps

Air Stations

Reserve

Support Activities

Marine Corps Bases

Training Installations

Special

Supporting Activities

Fleet Marine Forces

Security Forces

Special

Activity Forces
Religious Ministry in the United States Marine Corp__________________________________________________________ 2-5 

Chaplains Religious 

Enrichment Development Operation

The CREDO program, instituted in 1971, exists

on both Navy and Marine Corps installations, and

it remains a core program designed to aid the

Chaplain Corps in the performance of their

duties. The CREDO program’s mission is to

develop and provide briefs, seminars, and retreats

that will ensure Marines, Sailors, and their families are healthier, more resilient, and better prepared for war and peacetime demands and

stresses. Chaplains and Personal Growth Retreat

team members work with participants in retreat

group settings to achieve positive results through

supportive interaction within the CREDO. The

72-/48-hour retreats are designed to improve relationships, resolve issues, and develop personal

and spiritual resources—all known to be factors

in improving resilience. The CREDO program

offers personal growth, marriage enrichment,

spiritual growth, and family-oriented retreats. In

addition, the CREDO program offers warrior

preparation, transition, and reintegration briefs if

a unit chaplain requests CREDO’s assistance.

Each center has the flexibility to design programs that meet the greatest need, such as oneday marriage seminars or singles seminars

offered within the individual command. The

CREDO program is available at all three MEFs

and in Hawaii. Program funding for the CREDO

program at Marine Corps installations is provided

by MCCS. 

The Chief of Chaplains is the program sponsor

for all CREDOs. The CREDO program provides

an assortment of ministries and weekend retreats

primarily to active duty Service members and

their family members and secondarily to Reservists and their family members and retired,

DOD, and Civil Service personnel. Programs are

operationally focused, family supportive, and

flexible in the provision of ministry. The mission

of the CREDO program is to help people mature

toward an increased functional ability, acceptance of responsibility, and resilience within all

areas of life.

Reserve Component 

Religious Ministry Team Integration

Reserve Component chaplains and RPs are

valuable and proven religious ministry assets for

the Marine Corps. Smooth and successful Active

and/or Reserve integration requires an understanding of the types of Navy Reserve (NR) units,

personnel qualifications, responsibilities of each

associated command, categories of Reserve

training, forms of operational support available to

assist the Active Component, mobilization

processes, and the proper professional care of

Reserve personnel.

There are two major categories of Reserve Component chaplain and RP billets that support the

Marine Corps: 

z Commissioned units. Chaplain and RP billets

are organized within NR units that support

Selected Marine Corps Reserve (SMCR) commands of MARFORRES. The SMCR units

closely “mirror” similar Active Component

units in mission and composition of RMT billets. These NR units are also composed of

medical personnel and may include naval gunfire personnel. The commanding officer of the

NR unit is usually a medical officer. Personnel

assigned to these units ordinarily do their

monthly inactive duty training (IDT) drills on

location with their SMCR command. They are

integral to the unit and are expected to mobilize and operate with their assigned unit.

z Individual augmentation units. Chaplain and RP

billets are organized into Marine expeditionary

force, religious (MEFREL) NR units that

augment the T/O of Active Component Marine

Corps commands. Reserve religious ministry

personnel assigned to Active Component

augmentation units are to be trained and

supported as similarly as possible to their active

duty counterparts. These NR units are

composed entirely of chaplains and RPs, with a

chaplain serving as the officer in charge (OIC).

Personnel assigned to these units train to

mission-essential task lists (METLs) established
2-6 ______________________________________________________________________________________________________ MCWP 6-12

by their respective Active Component

commands in order to be ready for mobilization

to their supported commands for major

contingencies. Every effort should be made to

facilitate frequent onsite IDT drills with the

supported Active Component command in

order to accommodate both Active and/or

Reserve integration at the unit level. At a

minimum, annual training with the supported

command is required and expected. Coordination of onsite drills and ATs require close

interface between the Active Component command chaplain of the supported command; the

OIC of the supporting MEFREL; the Navy

Operational Support Center (NOSC), where the

MEFREL is located; Commander, Naval

Reserve Forces Command (COMNAVRESFORCOM) (N01G); and MARFORRES (REL).

Note: REL denotes an active duty, O-6 Navy

chaplain. 

Qualifications

Upon assignment to a USMC support billet and

prior to mobilization, all Reserve Component

chaplains and RPs must attain adequate training

and experience that is commensurate with their

position. Ordinarily, newly reported chaplains or

RPs will use their first annual training period in

the reporting year to attend Chaplain and

Religious Program Specialist Expeditionary

Skills Training (CREST). Religious program

specialists must either hold the 2401 Navy

enlisted classification (NEC) upon assignment to

a billet or attain the NEC within one year of

assignment. The 2401 NEC will be awarded to

RPs upon successful completion of CREST. One

additional year to attain the 2401 NEC may be

granted to RPs who enlist under the advanced

placement program or to chaplains who must

complete the chaplain basic course in their first

year of naval service. In any case, CREST must

be completed successfully within a member’s

first two years of assignment. Waivers to the

CREST requirement, based upon a member’s

previous qualifying military experience, will be

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

In order to fulfill their responsibility as moral and

ethical advisor to the commander, the supported

command should ensure that the Reserve Component chaplains attend all schools (e.g., Naval

Chaplains School, CREST) and advanced courses

(e.g., Command and Staff College Distance

Learning, annual Chaplain Corps Professional

Development Training Course) that provide

instruction in emerging Marine Corps religious

ministry requirements across the range of military

operations. When mobilization occurs, this prior

training and experience ensures a swift and seamless transition by reservists to serve with Active

Component Marine units. Chaplains and RPs

must be prepared to mobilize to any environment,

whether they are called to active duty with their

own Marine Reserve unit or are required to fill

vacancies in an active command’s RMT.

Responsibilities

The COMNAVRESFORCOM (N01G) is responsible for detailing chaplains and RPs to valid billets. All senior grade chaplains (O-5 and O-6)

and all MEFREL OICs are board-selected for

billets via the annual National Command and

Senior Officer (O5-O6)/Non-Command and

Command Billet Screening and Assignment

Board (APPLY).

Note: APPLY denotes that billets are available

for junior officers to apply in order to promote

and advance.

Officers in the grades of lieutenant commander

and below are detailed to billets via the monthly

junior officer on-line application process. Religious program specialists are detailed to billets

by the COMNAVRESFORCOM RP program

manager. Some inactive duty for training with

travel (IDTT), additional training period (ATP),

and active duty training (ADT) funding (see Categories of Reserve Training paragraph, page 2-7)

is available to Reserve chaplains and RPs

through their program manager.
Religious Ministry in the United States Marine Corp__________________________________________________________ 2-7 

The NOSCs provide administrative support and

IDT and annual training funding. All NR units

have a designated supporting NOSC where

participation is monitored and administrative and

professional assistance is provided. Some IDTT,

ATP, additional annual training, and/or ADT

funding (see Categories of Reserve Training) may

also be available through a supporting NOSC.

The MARFORRES (REL) provides strategic and

operational oversight, as well as IDTT, ATP, and

ADT funding (see Categories of Reserve Training) for all MARFORRES units and personnel.

Some of these funds are also available for

MEFREL chaplains and RPs in order to support

on-site Reserve drilling with their supported command, other forms of training, and contributory

support. The MARFORRES units issue field gear

for practical training and supply organizational

clothing for MARFORRES and MEFREL

enlisted personnel. 

Figure 2-3 describes how MEFREL units are

aligned to Active Component operational units

(MARDIV, MAW, and MLG). In addition, the

MARFORCOM, MARFORPAC, and the Training and Education Command (TECOM) provide

strategic oversight for their respective MEFRELs.

The supported MEFs and MCBs of each

MEFREL unit provide METLs and operational

oversight. Both the Service component and operational units provide the necessary support and

unit-specific training. 

Categories of Reserve Training

The five categories of Reserve training are—

z IDT. Commonly referred to as a drill period,

IDT is an authorized 4-hour period of training

conducted to enhance the participating Navy

Reservist’s readiness for mobilization. The

IDTs may be performed either with or without pay and may be performed at the local

reserve center or other previously designated

or authorized site. 

z IDTT. This training category includes funds for

the reservist to travel to a location other than

the individual’s normal drill site.

Figure 2-3. MEFREL Organizational Chart.

MARFORCOM/

USPACOM/TECOM

(Strategic Oversight)

MARFORRES

(Annual Conference

Funds)

COMNAVRESFORCOM

(Detailing and Support

Funding)

MEF/MCB/MCRD

(Operational

Oversight)

MARDIV/MAW/MLG

(Tactical Oversight,

FitRep, Training, etc)

MEFREL

(Support Gaining

Command)

Operational Service

NOSC

(Administrative

support, AT/IDT)

Command

Support

Coordination
2-8 ______________________________________________________________________________________________________ MCWP 6-12

z ATP. The ATPs are extra, funded drill periods

over-and-above the usual 48 annual drill

periods. They are used for personnel matters,

administrative matters, and some field

evolutions.

z Annual training. Appropriated funds are used

for annual training and scheduled through a

NOSC for a minimum of 12 days active duty

and one day of travel. A maximum of 17 days

and 2 days of travel may be authorized for

Marine Corps support, especially if travel outside the continental United States (OCONUS)

is involved. The annual training of 12 days

duration is the minimum period of active duty

training or participation that Selected Reserve

members must perform each year to satisfy

training requirements and receive a satisfactory year for retirement. It is used for contributory support of a gaining command’s mission

and/or for training and attending Service

schools, with the exception of CREST, which

requires a longer period of time. The first

annual active duty period must be attendance at

CREST to ensure competency of follow-on

contributory support. After completion of

CREST, subsequent ATPs and drills are performed at the supported command.

z ADT. The funding for ADT is available for

additional active duty days for Reserve Component members. There are particular ADT

funds (e.g., ADT schools) that are set aside

each year for Reservists training in Navy

schools, including CREST.

Nonpay additional drills may be performed by the

Reservist to earn one retirement point a day for a

4-hour drill. There are no limits to the amount of

nonpay drill days, but only 90 total drills will be

credited in any retirement year. 

For additional information regarding annual

training, ADT, IDT, IDTT, ATP, and Reserve

drills, refer to the Bureau of Naval Personnel

Instruction (BUPERSINST) 1001.39_, Administrative Procedures for Navy Reservists on

Inactive Duty.

Operational Support

The active duty for special work (ADSW) program supports short-term mission requirements

for which no permanent duty billet or position is

programmed or where Active Component personnel with the required skills are unavailable. The

ADSW program is not for training and not

designed to fill gapped Active Component billets.

Commands requiring long-term solutions should

consider general recalls and/or mobilization. Typically, ADSW is 90 to 179 days in duration, to

include recall and separation processing of members. Prior to orders being issued, applicants must

be a satisfactory performer in the Selected Reserve

or a VTU and meet the minimum additional

requirements spelled out in the Chief of Naval

Operations Instruction (OPNAVINST) 1001.20_,

Standardized Policy and Procedures for the Active

Duty for Special Work (ADSW) and One Year

Recall (OYR) Program. 

Mobilization Process 

When personnel requirements for military operations exceed the shape or availability of the Active

Component T/O, the appropriate Marine Corps

component commander may determine to mobilize MARFORRES commissioned units that

include RMTs and/or to augment Active Component religious ministry capabilities with individual augmentation personnel. For IA personnel,

Active Component MEFs and MARFORs must

look to their respective Reserve Component

MEFREL unit(s) for personnel assets and collaborate with MARFORRES as requirements are

developed. Orders may be issued to a reservist on

the unit T/O for 365 days for forward deployment

OCONUS. The rotation is determined by the

Active Component unit. See 19 January 2007 Secretary of Defense Memorandum, Utilization of the

Total Force and Naval Military Personnel Manual (NAVPERS) 15560D, Naval Military Personnel Manual (MILPERSMAN), article 1050-272

(Post-Mobilization Respite Absence for Mobilized Reserve Component Personnel). 
Religious Ministry in the United States Marine Corp__________________________________________________________ 2-9 

When an RMT member returns from either

Operation Iraqi Freedom (OIF) or Operation

Enduring Freedom (OEF), the current policy

prescribes that he may not be involuntarily

mobilized for a period 5 times the length of his

mobilization (i.e., 1:5 ratio of time between

deployments). Voluntary mobilization can occur at

any time. The Reserve Mobilization and Sailor

Advocacy Team, which is located at the Navy

Personnel Command in Millington, TN

[NESA@navy.mil<mailto:NESA@navy.mil] is

available to answer questions with any issues on

mobilization for Operations OEF/Noble Eagle.

In the case of mobilization of an RMT prior to the

RP attaining the required NEC, the RP may be

mobilized to CREST with follow-on orders to

active duty within a year. Total active service

time, including CREST, cannot exceed the authority of the Presidential Executive Order 13223, of

September 14, 2001: “Additional authority [for

this mobilization is afforded] under [United States

Code, Title 10:] to order any unit, and any member of the Ready Reserve not assigned to a unit

organized to serve as a unit, to active duty for not

more than 24 consecutive months.”

Reserve members may be mobilized for greater

than 365 days if command employment is still

valid and the member agrees in writing by signing a Noble Eagle Sailor Advocacy (NESA)

agreement. The command may send the member

on temporary additional duty to another requirement if the original requirement is no longer

valid. A member may also be reassigned to a different mobilization requirement. Additional days

of post-mobilization respite absence will accrue

(see MILPERSMAN article 1050-272). See

appendix B for the current process for mobilization. For joint doctrine instruction on the mobilization process, see Joint Publication (JP) 4-05,

Joint Mobilization Planning.

Care of Reserve RMTs 

Supervisory chaplains who obtain Reserve RMTs

through one of the approved funding options (see

chap. 4, page 4-4) must take appropriate steps to

care for those serving in reservist status. Proper

preparations for the arrival and utilization of

Reservist RMTs will ensure that the following

areas are adequately addressed:

z Supervisory chaplains must maximize

MEFREL asset time at their supported command through use of annual training, ADT, and

IDT funding and reimbursement of expenses

by the supported command for lodging and

mileage.

z The supported command should ensure that

each Reserve chaplain and RP are supplied the

required military equipment (the same standards as their Active Component counterparts)

for the environment in which the unit will

operate. 

z Supervisory chaplains should communicate the

value of the MEFREL RMT as an asset to the

supported command. MEFREL RMTs are

trained, available, and ready to support the

command to which they are assigned. They can

also receive valuable on the job training

through the unit training program while on

active duty supporting the command.

z Supervisory chaplains should learn and understand the administrative needs of the Reserve

Component RMTs, including proper usage and

preparation of fitness and evaluation reports

and awards.

z Commands requesting the mobilization of

Reserve RMTs should seek to understand the

mobilization process and to mobilize Reserve

RMTs only if absolutely necessary. Ordinarily,

plans for mobilizations should be limited to a

maximum period of 365 days per reservist.

This time is inclusive of mobilization and/or

demobilization processing, transportation,

travel time, workups, days on location, and

leave periods.

Religious Lay Leaders

The authority for lay leaders is granted in the

MILPERSMAN paragraph 1730-010, Use of Lay

Leaders in Religious Services. Both MCO

1730.6D and SECNAVINST 1730.7D state that
2-10 _____________________________________________________________________________________________________ MCWP 6-12

commanders shall provide CRPs in support of

religious requirements and preferences of authorized personnel. Lay leaders must have a written

letter of recommendation or endorsement from

their own religious organization. Commanders

may appoint lay leaders to accommodate religious preferences and diversity in the command.

Appointment of a lay leader responds to an identified requirement and will be in writing for a

specified period, not to exceed one year. Only

authorized personnel representing their own religious organization may be appointed. Commands shall appoint authorized personnel as lay

leaders based on volunteerism, high moral character, motivation, religious interest, and certification by the appointee’s religious organization.

Commanders shall ensure that lay leaders are

trained and supervised by a military chaplain.

Religious program specialists shall not be

assigned as lay leaders.

In supporting the religious requirements for

which the lay leader has been appointed, he

should first seek the services of a military chaplain or civilian RMP. When this is not possible or

practical, he should seek to arrange transportation to an appropriate service in proximity of the

command. Lacking these opportunities, the lay

leader may provide a religious service for members of the lay leader’s religious organization

consistent with his lay status, and as authorized

by his religious organization.

Lay-led religious services are integral to the CRP

and subject to command supervision. In most

cases, lay-led services constitute a temporary

accommodation of specific religious requirements in an operational setting when the assigned

chaplain is probably available, but not able to provide the specific service required by the specific

religious requirement. Religious lay leader training is described in MCRP 6-12B, Religious Lay

Leaders Handbook. Lay leader training programs

do not diminish the command responsibility for

verification of a lay leader’s attitude, abilities, and

in some cases, faith group certification, before

appointment by the commander.

Temporary Employment of 

Civilian Religious Ministry Professionals

Under the criteria in the DODI 5010.37, Efficiency Review, Position Management, and

Resource Requirements Determination, DON

policy allows for the temporary employment of

qualified civilian RMPs. This temporary employment is to meet requirements for delivering religious ministries to personnel of religious

organizations when such requirements cannot be

met by available Chaplain Corps officers or command-appointed lay leaders. Civilian RMPs shall

be employed as contract RMPs to satisfy the

needs of the CRP in the most economical and

appropriate manner.

Contract RMPs must be endorsed by a religious

organization as defined by the DOD in DODI

1304.28, Guidance for the Appointment of Chaplains for the Military Departments. Duties shall

be religious and programmatic in nature, such as

conducting religious services or providing religious education as required by the command.

Contract RMPs shall be contracted on a nonpersonal services basis using competitive procedures under the authority and regulations set forth

in the Federal Acquisition Regulations, JP 4-0,

Doctrine for Logistic Support of Joint Operations.

Military personnel or civilian Government employees shall not supervise contractor personnel.

In accordance with Federal Acquisition Regulations, commands shall assign a contracting

officer’s technical representative to monitor the

contract RMP’s performance. Contracts for RMPs

shall not exceed one year. Contracts in support of

the CRP are paid out of operation and maintenance (O&M) funds.
CHAPTER 3

RELIGIOUS MINISTRY PRINCIPLES FOR THE MARINE CORPS

The Mandate of Religious Ministry

Chaplains minister in the sea services to fulfill

the spirit of the First Amendment to the US Constitution—to avoid the establishment of religion

and to protect the free exercise of religious

expression. While chaplains have many duties

and responsibilities supporting the range of military operations, they also have the primary mandate to meet the religious, spiritual, moral, and

ethical readiness needs of the people they are

called to serve, and to function as a moral and

ethical advisor to the command. In serving this

primary objective, chaplains are required to professionally plan and execute a comprehensive

CRP, which involves an integration of special

staff officer and core chaplain capabilities as

delineated in chapters 4 and 5.

Religious Organizational

Endorsement and Command 

Religious Program Requirements

The chaplain is endorsed by his religious organization, which is the source of the chaplain’s

ecclesiastical credentials. Chaplains facilitate the

needs of all faith groups, as well as providing for

the needs of their own. The relationship the

chaplain has with his religious organization is

not separate from, but coexists with, the relationship to the Navy and Marine Corps. The conditions, standards, and context for ministry are

determined by the naval service and the nature of

military operations. Both the Navy and Marine

Corps expect the chaplain to conduct ministry,

not as an outsider visiting a military installation

or participating in a military operation, but as a

member of the command, with official duties and

responsibilities. As commissioned officers and

RMPs serving on the staff of the Marine commander, the chaplains will conduct the CRP

according to the following guidelines:

z All provisions of pastoral ministry will be

within the framework of the CRP.

z Pastoral ministry will be provided within the

requirements, conditions, and standards of the

Marine Corps.

z Pastoral ministry will be coordinated, and in

cooperation with, the ministry of other chaplains; including those of other Military Services, contracted providers, and appointed lay

leaders.

z All pastoral ministry will be designed to meet

the religious needs of all members of the command, their family members, and other authorized personnel.

Mission-Essential Task List

Each unit commander will develop a METL as a

tool for remaining focused on training and to

ensure successful mission accomplishment. A

METL contains the list of a command’s essential

tasks with appropriate conditions and performance standards and measures. The RMT must

be aware of the METL as it relates to their

function on a tactical, operational, or strategic

level. The mission analysis and METL development processes are described in Marine Corps

Warfighting Publication (MCWP) 5-1, Marine

Corps Planning Process; MCRP 3-0A, Unit

Training Management Guide; and Chairman of

the Joint Chiefs of Staff Manual 3500.03B, Joint

Training Manual for the Armed Forces of the

United States.

The CCDR-generated joint mission-essential task

list (JMETL) draws on the Universal Joint Task
3-2 ______________________________________________________________________________________________________ MCWP 6-12

List task library and lists the tasks, conditions,

and standards that the CCDR identifies as

required, assigned missions, which occur at the

strategic level. Marine commanders at all levels

employ a similarly disciplined process to review

their mission assignments in a concept of

operations, operation plan (OPLAN), operation

order (OPORD), or other JMETL or METL from

higher or adjacent units. A METL is a comprehensive command and mission-specific list of a

unit’s mission-essential tasks (METs). Generally,

the RMT will have one MET with various tasks

that support that MET. For example, the Universal Navy Task List as described in MCO

3500.26A, Universal Naval Task List (UNTL),

has levels of METs for the CRP at the strategic

national, strategic theater, operational, and

tactical levels (see fig. 3-1.). Each of these METs

has standards and measures to ensure that the task

is being conducted to support the MET. 

The Marine Corps task list (MCTL), chapter 4 of

MCO 3500.26A, states one MET of the RMT’s is

to provide religious support to components of the

MAGTF (MCT [Marine Corps Tactical Task]

4.6.2.2, Provide Religious Ministries Support).

Religious ministry teams perform ecclesiastical

functions and provide coaching, counseling, and

guidance for all personnel. This support serves to

promote the spiritual, religious, ethical, moral,

corporate, and personal well-being of Marines,

Sailors, and their family members; thereby,

enhancing personal, family, and unit readiness of

the Marine Corps.

Table 3-1 shows 4 of the 20 total standards and

measures (M1-M4) from the MCTL that the commander will enlist to assist him in—

z Completing the primary mission to provide

religious ministries support to personnel within

the components of the MAGTF.

z Establishing and coordinating a MAGTF religious ministry plan that will provide chaplain

coverage to all elements.

The M1-M4 are measurements for determining if

this MET is being completed and the CRP is mission capable.

Table 3-1. Example of METs.

Standard Measurement and Description

M1 Percent of deviation from criteria for assignment of 

RPs and/or CAs.

M2 Percent of major military locations with services for 

all major denominations available on weekly basis.

M3 Percent of authorized chaplains assigned and 

present for duty.

M4 Percent of chaplains’ time spent with military personnel in work areas.

Percentage will be determined by each category of standards of 

readiness for a particular unit.

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

Strategic Theater

ST 4.2.5 - Provide Religious

Ministry Support Within Theater

Strategic National

ST 4.2.5 - Coordinate

Defense-wide Religious Support

Operational

OP 4.4.6 - Provide Religious

Ministry Support in the JOA

Tactical

MCT 4.6.2.2 - Provide Religious

Ministries Support
Religious Ministry in the United States Marine Corps ________________________________________________________ 3-3 

Defense Readiness Reporting System

Mission readiness is reported according to the

command’s METL using the newly developed

Enhanced Status of Resources and Training

System (ESORTS) software. The ESORTS

database is being populated with existing tasks

found in the Universal Joint Task List as well as

the current version of Service task lists. By

ensuring that the current version of the MCTL is

revised and approved, the ESORTS database can

be populated with applicable and accurate Marine

Corps tasks for use by operational units to

comply with the Defense Readiness Reporting

System (DRRS) requirements. 

It is important that RMTs at each of the three

levels—strategic, operational, and tactical—

understand that standards and measures is a

form of Status of Resources and Training

System (SORTS) reporting. The DRRS is

updated monthly from very broad and specific

tasks that flow from the battalion level, to the

MARFORs, to the CCDR, so the RMT may

make an informed decision on many areas

within the command. Not all commands will be

required to provide information on the readiness

of RMTs. This will be tied to the mission of the

command and its level. 

Religious Ministry Principles

While the mandate of religious ministry in the

Marine Corps is rooted in the free exercise of religion in an institutional setting with reporting and

readiness requirements, there are other significant

principles of ministry that are essential for a comprehensive CRP that meets the religious, spiritual, moral, and ethical readiness needs of Service

members. These principles include guiding and

operational principles. It is the dynamic faith and

personal integrity of the chaplains serving the men

and women of the Marine Corps that will bring

these principles to life.

Guiding Principles

As an organization comprised of individuals

called to serve our Sailors, Marines, and their

families, the Chaplain Corps’ guiding principles

reflect a commitment and dedication to DON Core

Values. Marine Corps CRPs should continually be

evaluated to ensure that they are implemented in

accordance with the following guiding principles:

z Promote the spiritual well-being of Sailors,

Marines, and their families, in accordance with

the first amendment, by respecting and accommodating their diverse religious requirements:

 Administer CRPs that are comprehensive

and support the free exercise of religion,

while simultaneously honoring the Constitutional provision of nonestablishment.

 Provide and accurately publicize divine services, with each chaplain serving according

to the manner and forms of his religious

organization.

 Perform professional duties in cooperation

with chaplains and civilian RMPs from other

religious traditions.

 Recognize that our diversity within the

Chaplain Corps is a strategic organizational

strength and signals that the Navy and

Marine Corps welcome the service of persons of diverse backgrounds.

z Demonstrate spiritual and moral integrity: 

 Hold one another to the highest standards of

moral and ethical behavior.

 Protect confidential communications, honoring the sacred trust placed upon chaplains by

those whom they serve.

 Offer informed and objective advice, both up

and down the chain of command.

 Exercise supervisory responsibilities with

the utmost commitment to the professional

and personal development of subordinates.

z Model and teach that every person should be

treated with human dignity:

 Value, understand, and respect differences in

gender, culture, race, ethnicity, and religion.
3-4 ______________________________________________________________________________________________________ MCWP 6-12

 Promote communication and conflict resolution skills to build strong relationships

with Service members, family members, and

communities with whom the Navy and

Marine Corps interact throughout the world.

z Project professionalism and accountability:

 Identify required capabilities and equip chaplains and RPs with the requisite competencies

for success.

 Develop, implement, and monitor policies,

doctrine, measures of performance, and measures of effectiveness.

 Implement both continuous planning and improvement processes in order to project and

plan for current, near-term, and long-term religious requirements.

Operational Principles

Responsive Religious Ministry

Religious ministry at all levels should be simultaneously responsive to both the commander’s

METs and the individual religious needs of the

Marines and Sailors. In the case of operational

religious ministry based on the command’s

METs, special attention must be paid to ensure

that it is appropriate to the command’s mission,

location, alert status, operating environment and

tempo, current threat, and other conditions that

affect ministry requirements. Since real world

events or political decisions may change these

conditions in a matter of hours, flexibility remains

essential. Religious ministry support for operations is explained in greater detail in chapter 6.

Ministry of Purpose 

Operational religious ministry flows from an expeditionary mindset. Time, personnel, and the

limited resources of expeditionary forces demand purposeful actions at every level. Ministry

is not only responsive, but must also be intentional and proactive. 

Consequently, RMT actions should also be purposeful and intentional. Decisions concerning

what ministry is appropriate must reflect

consideration of the unintended consequences, as

well as the immediate need. During any operation

or exercise, the “right” ministry will meet the

greatest need while supporting the primary

mission of the command. Ministry, in any form,

should neither interfere with the mission nor

cause the RMT to become a liability to the unit.

In the fluidity of military operations, the focus of

effort for the RMT must match the focus of effort

for the unit.

A ministry of purpose extends beyond a “ministry

of presence.” The RMT with a plan of action that

has been well thought out prior to an operation or

exercise will be more effective (see app. C).

Mission and Focus of Effort 

The mission of RMTs in every military operation

is to provide and facilitate appropriate ministries

that support the religious needs and preferences

of all members of the force or command. In times

of crisis, such religious ministries are the core of

the RMT’s role in support of the commander’s

mission and the force’s operational readiness.

Careful RMT preparation requires attention to the

various anticipated circumstances and the options

of ministry to meet those circumstances. While

an RMT’s efforts may be focused on one of these

options, sudden events may immediately change

the team’s focus of effort (e.g., mass casualties,

emergent traumatic reactions).

There will also be times of temporary change of

focus, which require discernment in the application of effort. For example, the demand for religious accommodations for faith groups with

specific seasonal needs requires extra effort to

arrange for visits from RMPs not attached to the

command. However, while operations involving

misplaced persons, evacuees, and even detained

personnel may seem to commanders to be appropriate missions for RMTs, care should be taken to

ensure RMT employment is never in conflict with

their primary mission. Proper understanding of

the mission of the command, needs of attached

command personnel for religious ministry, and
Religious Ministry in the United States Marine Corps ________________________________________________________ 3-5 

availability of chaplain and RMP inventory can

allow for advance planning to meet these command and personnel needs.

Planning 

MCDP 5, Planning, identifies five key functions

of planning and plans. These concepts are central

to the Marine Corps Planning Process and to the

development and implementation of a comprehensive religious ministry plan for any operation.

As with all aspects of military operations, effective religious ministry begins with planning and

predeployment actions. Every aspect of the religious ministry Planning, Programming, Budgeting, and Execution process is focused on

providing an innovative and comprehensive CRP

for Marines, Sailors, authorized personnel, and

their families.

Whether deployed, preparing for deployment, or

redeployed, Marines, Sailors and their families

are entitled to deliberate, well-executed religious

programs that focus on their needs and requirements. An awareness of the Marine Corps Planning Process will serve RMTs well in developing

and practicing sound religious ministry principles. The following five functions demonstrate

the importance of understanding the commander’s intentions when developing plans.

The first key function in planning is to “... direct

and coordinate action by instructing those within

the unit what to do and informing those outside

the unit how to cooperate and provide support.”

(MCDP 5) Effective ministry is both proactive

and responsive. Awareness of the commander’s

intentions will help the RMTs anticipate the fundamental requirements for ministry during the

planning of an operation or exercise. This allows

for intentional preparation and coordination of

effort. As with any operation’s planning, RMTs

must consider external, internal, and task-related

factors when planning and coordinating operational religious ministry. Such factors include a

clear understanding of the mission and the commander’s intent; a comprehensive analysis of

local religions; and the impact of religious customs, traditions, and culture on the mission and

vice-versa. Timely and accurate RMT input to the

command’s deliberate planning process is essential for the development of the operational religious ministry section of the commander’s

estimates in both the OPORD and OPLAN.

Secondly, “planning develops a shared situational awareness.” (MCDP 5) The commander’s

intent is based on the intelligence and research of

his staff, and it informs the RMT of the environment in which religious ministry will be conducted. Awareness of the threat level, local

cooperation possibilities, and requirements for

travel in theater will prepare the RMTs to minister more effectively.

The impact that culture and religion may have on

the mission will depend largely on the role religion plays in the daily life of opposing force and

indigenous population (e.g., daily prayers may be

a requirement for practicing members of a particular faith). RMTs may need to advise commanders that certain activities or behavior may be

perceived as inflammatory by members of the opposing force and/or indigenous persons, causing

unintended consequences. Situational awareness

includes attention to all factors that impact individual and unit readiness. When Marines are

unprepared physically, emotionally, intellectually,

morally, or spiritually, they may have difficulty

focusing on the mission. In times of stress or crisis, overlooking basic religious needs (i.e.,

required sacramental or ritual observances) and

essential faith practices may have a negative ipact

on personal readiness and unit morale.

The third key function demands that “planning

generates expectations about how actions will

evolve and how they will affect the desired outcome.” (MCDP 5) Religious ministry during

operations focuses on essentials. Much of the

RMT’s ministry to command members takes

place as they prepare for operations. By proactively planning and providing for the religious

requirements of the force, RMTs ensure effective

response to emerging religious ministry needs
3-6 ______________________________________________________________________________________________________ MCWP 6-12

(e.g., ministry to the wounded and dying, assistance with evacuations). Commanders expect

their RMTs to be accessible and ready to respond.

The RMTs are uniquely prepared for a critical

role that centers on nurturing the living, caring for

the sick or wounded, and honoring the dead.

“Planning supports the exercise of initiative”

(MCDP 5) as the fourth key function. Solid planning facilitates timely response to changing

events. Deficiencies are easier to detect, and

options departing from the plan can be better

identified and generated. The RMTs are trained

to adapt ministry to the changing environment

and emerging needs. While force planning for

religious ministry is done at the MSC level and

higher, all levels of command include operational planning for religious ministry. By being

involved in planning an operation, the RMT can

better anticipate where the need will be. If

unforeseen needs arise, the RMT can respond in

accordance with the intent of the plan (e.g., where

and when to administer sacraments, prayers, and

ministry to the wounded and dying).

The final, and fifth, key function requires

“planning [to shape] the thinking of planners.”

(MCDP 5) Planning provides a disciplined framework for approaching problems. The experience

of developing a plan can make an RMT more responsive to changing circumstances. The RMTs

must take into consideration how their actions will

affect the readiness and effectiveness of the

Marines and Sailors to whom they minister. Additionally, they must maintain situational awareness,

providing ministry at the appropriate time. When,

in the course of an operation, religious ministry

plans are overcome by events, RMTs must adapt

and move on. Ministry to people must never be

allowed to jeopardize the security of those to

whom the ministry is being provided.

There will be times when RMTs must react rather

than plan to respond. That does not relieve RMTs

from the responsibility of planning. Planning

helps ensure that one’s reaction to the unexpected

is the appropriate response. It is through planning, testing, and replanning that chaplains and

RPs develop their ability to respond appropriately.

The Marine Corps Planning Process is a six-step

methodology that helps organize the thought processes of the commander and staff throughout the

planning and execution of military operations

(see fig. 3-2). This process focuses on the mission

and the threat and is based upon the Marine

Corps’ philosophy of maneuver warfare and the

doctrine set forth in MCDP 5. It capitalizes on the

principle of unity of effort and supports the establishment and maintenance of tempo.

The first step in the planning process is mission

analysis. The commander’s intentions can be

found in the OPORD. The force chaplain will

write Appendix 6 (Chaplain Activities) to Annex

E (Personnel) of the OPORD, expressing how the

commander expects religious ministry to be

deployed. The commander’s intentions are combined with all other research into the anticipated

mission and become the foundation for the

Marine Corps Planning Process. Awareness of

these factors also becomes a part of RMT mission

analysis, along with other information gathered

on the geography, culture, infrastructure, force

locations, and employment. The analysis of the

mission is fundamental to intentional RMT planning. Reading the OPORD and conducting the

research are necessary prior to planning.

The next step in the planning process is the development of all reasonable and possible courses of

action (COAs). The COAs are designed so they

may be wargamed and/or practiced. The RMT’s

awareness of, and involvement in, the development of various COAs enables planning of religious ministry to meet each circumstance. 

Developed COAs are simulated into war games

to better identify benefits and risks. The RMTs

can also creatively imagine their own responses

to various COAs deployed and enacted in order

to identify the efficacy of their plans.

During COA comparison and decision, benefits

and risks are assessed and the COA is chosen.The

chosen COA is put into action during step 5,

orders development. For RMTs emulating this

process, the chosen COA becomes the focus of

their ministry plans.
Religious Ministry in the United States Marine Corps ________________________________________________________ 3-7 

Step 6 addresses transition. The order is matched

to the commander’s intentions and becomes the

OPLAN or OPORD. This step also leads back to

mission analysis as an ongoing process, reminding RMTs that plans must remain responsive to a

changing environment.

There are several pitfalls to planning for religious ministry, especially in an expeditionary environment. Awareness of the following common

mistakes will assist RMTs in guarding against

these pitfalls:

z Attempting to forecast and dictate events too

far into the future (e.g., planning worship services to Marines and Sailors dispersed in the

field prior to obtaining exact unit locations can

result in poor planning for ground transportation to dispersed units; whereas, awareness of

COAs can prevent these errors).

z Trying to plan in too much detail (e.g.,

attempting to construct community relations

[COMREL] projects prior to meeting local

host nation leaders).

z Using planning as a scripting process that tries

to prescribe friendly and possibly enemy

actions with precision (e.g., assuming that tactical operations will place a unit in a precise

location after the completion of the mission;

not attending OPORD meetings to understand

and anticipate ministry needs of upcoming

operations).

z Adapting institutionalized planning methods

that lead to inflexible thinking and rigid procedures (e.g., limiting use of resources to what is

immediately available).

Mutual Support

Through mutual support, RMTs provide a broad,

comprehensive religious ministry to their assigned commands and enhance the CRPs of other

commands. Mutual support requires coordination

between units, and in some cases, between Services. This will require a thorough and accurate

understanding of the chain of command and the

commander’s intent to accommodate mutual support of other units’ personnel. This is true for

both supported and supporting commands. When

Figure 3-2. Marine Corps Planning Process.

Higher Commander's

Warning Order,

Operation Plan or

Operation Order

Marine Commander's

Operation Plan or

Operation Order

Course of Action

Comparison and

Decision

Course of Action

Development

Orders

Development

Transition

Mission

Analysis

Course of Action

War Game
3-8 ______________________________________________________________________________________________________ MCWP 6-12

the commander’s intent is to provide mutual support to other units or Services, some guiding principles apply. Chaplains will—

z Facilitate religious ministry for members of

other faith groups.

z Provide specific religious ministries to members of their own faith.

z Deliver pastoral care to all military members,

their families, and authorized personnel.

z Advise the command on the impact of religion

and the CRP on the command, as well as the

impact of religion on the command’s external

mission.

Confidential Communication

Confidentiality is the cornerstone of pastoral care

for Navy chaplains. The unconstrained ability to

discuss personal matters in complete privacy

encourages personnel and family members seeking chaplain assistance to speak freely, without

fear of recrimination in pursuing their need for

pastoral care. Such ability to speak freely establishes a sacred trust, facilitates increased morale

and mission readiness, and benefits both the individual and the institution. Confidential communication includes acts of religion, matters of

conscience, and any other information conveyed

to a chaplain. Confidential communication may

be conveyed through oral or written means,

including electronically. All chaplains have the

professional obligation to maintain the privacy of

all confidential communication disclosed to them

in their official capacities. All RPs and Marine

CAs working for chaplains are also required to

maintain confidential communication relationships. This is true, either if they inadvertently

overhear such communication or if a member discloses information to them in their role as an RP

or Marine CA.

Other members of the RMT, such as lay leaders

and other support personnel in the CRP, are not

covered by the provisions of being recipients of

confidential communications; but are bound to

maintain such confidences if they inadvertently

overhear or discover them.

The term “confidential communications” includes

the legal recognition of the clergy-penitent privilege, all communication between Navy chaplains

and those who confide in them as an act of religion, a matter of conscience, or in their role as

spiritual advisors. This is considered a right for

those who seek out chaplains for this purpose.

Commanders and chaplains are required to honor

the confidential relationship between Service personnel and military chaplains.

Privileged communication is a subset of confidentiality and may also be known as “religious

privilege,” “priest-penitent privilege,” or “clergy

privilege.” The United States Manual of CourtsMartial, Military Rules of Evidence 503,

Communications to Clergy, defines the chaplainpenitent privilege for military chaplains and

Service members. This evidentiary rule

recognizes that certain communications to clergy

should be held confidential as a matter of public

policy and outweighs the Government’s interest

in securing a criminal prosecution. The chaplain,

the penitent, and even certain third parties present

during the communication cannot be compelled to

disclose qualifying communications. “Privilege”

is applied when a communication is made to a

chaplain in his capacity as a spiritual advisor or to

a CA acting in an official capacity. The official

policy is detailed in SECNAVINST 1730.9.

Various conferences and boards relating to military chaplaincy have contributed to current

understandings and applications of important

concerns with regard to confidentiality. The unofficial code of ethics cited in chapter 1 contains

the following statement on confidentiality:

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.
Religious Ministry in the United States Marine Corps ________________________________________________________ 3-9 

The RMT acts as a shoreline of safety, toward

which the spiritually stressed and those seeking

wisdom search for clarity, guidance, and healing.

Concerning the duty of leading Marines and Sailors to healing, RMTs must be confident in both

their understanding of the sacred trust that constitutes the basis of their ministry and in their ability

to work within the active silence of confidentiality and privilege.

Pastoral/Professional Care Network

Chaplains maintain professional relationships

with other care providers and agencies within the

military and civilian communities. Referrals often

enable RMTs to provide the type of professional

support required by Service members and their

families. Direct support organizations—the

American Red Cross (ARC), Navy-Marine Corps

Relief Society, MCCS/Fleet and Family Support

Centers, and the Salvation Army—provide a wide

range of professional services. RMTs should

constantly update their working database of

professional services in their geographic operational area.

Religious ministry teams maintain working relationships with legal assistance offices, family

readiness officers (FROs), MCCS, hospitals, alcohol and drug rehabilitation centers, and other military and civilian resources. Similarly, RMTs

maintaining their professional relationships with

local community religious organizations enable

appropriate referrals for specific religious requirements and needs.

Marine Corps Family Team 

Building and Other Supported Programs

Marine Corps Family Team Building (MCFTB)

is a major program involved in enhancing family

readiness. The MCO 1754.6A, Marine Corps

Family Team Building (MCFTB), describes family readiness as “families who are prepared and

equipped with the skills and tools necessary to

successfully meet the challenges of the military

lifestyle.” Given their professional training, position, and role in the command, chaplains are

active contributors to the MCFTB program, and

they are a natural bridge between families and the

chain of command.

Personal and family readiness staff personnel provide required direct support for the maintenance

and operation of the MCFTB programs, which

include KVN; Lifestyles, Insights, Networking,

Knowledge, and Skills (L.I.N.K.S.); Spouses’

Learning Series; CREDO; and Prevention and

Relationship Enhancement Programs (PREP).

Increasingly, family readiness is viewed as a key

factor in overall unit readiness. Family issues, if

not addressed, can have a significant impact on

unit readiness and cohesiveness. The Marine

Corps family readiness programs instituted in

recent years are designed to provide a support

mechanism to help address family concerns. Collectively, these programs support optimum unit

effectiveness and mission readiness, prepare

Marine families to meet the challenges of the military lifestyle, and standardize the policies and

functions of the MCFTB programs across organizations and duty stations.

A significant number of observations and lessons

learned from operations in the United States

Marine Corps Central Command’s operational

area (available on the Marine Corps Center for

Lessons Learned [MCCLL] Web site) have provided insight into the strengths of the MCFTB

and its component programs, as well as identifying areas for improvement.

Family Readiness Officers

The MCO 1754.6A prohibits chaplains from serving as FROs. Chaplains need to be available to

deploy with their unit while other qualified personnel fulfill the role of the FRO. Chaplains must

maintain a close working relationship with FROs.

The FROs are vital to the life and health of a

deployed unit. The FRO should ensure that the

state of family readiness is constantly promoted
3-10 _____________________________________________________________________________________________________ MCWP 6-12

through a well-planned and carefully executed

program for his assigned unit(s). These units

include those traditionally referred to as “nondeploying” units, as well as deploying units.

Family members of all units have to be prepared

for separations. When a Marine or Sailor deploys,

the deployment cycle is a major event in the lives

of family members. Clear and direct communication is the most effective means of limiting the

stress of a deployment. The unit’s leadership and

demonstrated concern for families during all

phases of deployment directly affects the success

of the unit’s family readiness efforts. The FRO

communicates the commander’s goals and vision

for family readiness; information about the unit’s

mission; and how to link unit members, family

members, MCCS, and community resources. For

more information on the FRO program, see Navy/

Marine Corps Directive (NAVMC DIR) 1754.6A,

Marine Corps Family Team Building (MCFTB),

and Marine Corps Bulletin (MCBul) 1754, Primary Duty Family Readiness Officers (FROs).

Marine Corps Mentoring Program

Chaplains are cited in NAVMC DIR 1500.58,

Marine Corps Mentoring Program (MCMP)

Guidebook, as a resource for Marines who need

assistance with spiritual guidance, stress

management, combat and operational stress care,

and individual encouragement and general

support. Chaplains are highly encouraged to take

a proactive role in assisting in the ethical and

moral development and growth of Marines and

Sailors assigned to their care, by partnering with

senior enlisted and officers within their unit in

implementing this program. Additional

information may be found in NAVMC DIR

1500.58 and MCO 1500.58, Marine Corps

Mentoring Program.

Family Advocacy Program

Chaplains play a critical role as a community

responder (e.g., medical, legal, base security and

law enforcement, educators, counselors,

advocates, chaplains) in the Family Advocacy

Program (FAP). They should be trained in identifying family violence risk factors and dynamics,

basic community information and referral, safety

planning, and appropriate responses as a professional—to include screening procedures,

identification, assessment, and sensitive interviewing of victims. The FAP manager responsible

for the FAP local program is responsible for

providing this training. While chaplains are not

prohibited from attending the FAP case review

committee during risk assessment and treatment

planning deliberations, they are not designated as

permanent voting members during the incident

status determination phase. Chaplains should not

serve as case review committee voting members.

More specific program guidance may be found in

SECNAVINST 1752.3B, Family Advocacy

Program (FAP).

Sexual Assault 

Prevention and Response Program

All chaplains are expected to receive the periodic training in sexual assault prevention and

response (SAPR) per SECNAVINST 1752.4A,

Sexual Assault Prevention and Response, and

MCO 1752.5A, Sexual Assault Prevention and

Response Program. Chaplains play an integral

role in SAPR along with Marine and Family Services personnel (i.e., counselors and victim advocates) and health care professionals.

Exceptional Family Member Program 

The Exceptional Family Member (EFM) Program

includes the identification, enrollment, and tracking of all eligible family members with special

medical and educational needs, regardless of

where the sponsor is assigned. This program is

detailed in SECNAVINST 1754.5B, Exceptional

Family Member Program.

Marine for Life Program

The Marine for Life (M4L) Program is designed

to expand transition assistance and provide sponsorship for the more than 27,000 Marines who

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

extends our commitment to take care of our own

and nurtures mutually beneficial relationships

inherent in our ethos—once a Marine, always a

Marine. The MCO 1754.8A, Marine for Life

(M4L) Program, directs the program.

Self-Care

A critical principle of religious ministry is the

care of the deliverer. While RMTs specialize in

taking care of other people, they are frequently

not as good at taking care of themselves. With

this in mind, the importance of RMT self-care

cannot be overstated. Chaplains and RPs are at

risk for fatigue and stress because of their unique

role as caregivers. A continuous practice of basic

physical, psychosocial, intellectual, and spiritual

disciplines keep the RMT healthy and conditioned

to care for others (see fig. 3-3 on page 3-12).

The RMTs offer a link to both the spiritual and

the divine. They are the only personnel in the

command officially designed by MOS and policy

to claim this professional territory. The RMTs are

the gatekeepers, or “lane” keepers, of the innovative delivery of religious ministry and compassionate pastoral care. Lack of self-care causes one

to run out of resources to help others. Additionally, the RMT sets a poor example for others.

Physical

Physical self-care is the most immediately

observable sign of wholeness or brokenness in a

person. Regular attention to physical training, as

well as good general medical care, are important

ways for RMTs to take care of themselves. A

well-conditioned RMT is better able to withstand the stressors of the day-to-day demands of

the CRP.

Modeling good physical health through proper

rest, exercising, consuming a healthy diet, and

avoiding abuse of substances pays dividends individually for the RMT and collectively for the unit.

Psychosocial

The emotional health of RMTs impacts directly

on their ability to provide religious ministry.

Understanding and managing emotions can

minimize the negative effects of stress and help

build strong, appropriate relationships with

family, friends, colleagues, mentors, communities

of faith, and the recipients of ministry.

Seeking psychological self-awareness can bring

healing and growth. Learning to manage emotional stress and how to deal effectively with conflict can reduce relational and personal difficulties. Support from colleagues and mentors can

sustain personal and professional development.

Finally, the ability to enjoy life through play and

recreation contributes to a resilient personality

that retains the capacity for joy. These practices

add to a psychosocial well-being and the balance

of a whole being, enabling better care to others.

Intellectual

Intellectual growth is both a personal wholeness,

as well as a professional competence issue. Chaplains and RPs are required to receive advanced and

refresher training on a regular basis, as directed by

higher authority. Examples of this training include

Chaplain Corps Professional Development

Training Workshops (PDTWs) and Professional

Development Training Courses (PDTCs), joint

professional military education, the Doctor of

Ministry Program, postgraduate education, clinical

pastoral education, local area training events,

denominational training oppor-tunities, and selfdirected study and reading. Taking the time to

pursue these programs during busy schedules,

though challenging, should be a priority of the

RMT. Good intellectual health is as important for

the growth and sustenance of RMTs as is physical

training. Sustaining intellectual and professional

competencies not only serves the RMT well, but

also the unit and future units of that RMT. Senior

and supervisory RMTs should promote and make
3-12 _____________________________________________________________________________________________________ MCWP 6-12

time for junior RMTs to pursue a broad range of

intellectually and professionally rewarding

training and study.

Spiritual

The RMT holds a unique position in the command to facilitate spiritual health and healing in

Marines and Sailors. Neglecting spiritual self-care

can negatively impact the ability of the RMT to

carry out their higher calling to connect Marines

and Sailors to spiritual sources.

Spirituality is the expression of the human spiritual nature in thoughts, actions, and relationships.

Being disciplined in the growth of personal

spiritual understanding, personal spiritual disciplines, and personal spiritual connections with

others and the divine causes chaplains and RPs to

grow personally and replenish their resources for

caring for others. Intentional practices of study,

prayer, worship, charity, service, silence,

simplicity, and rest represent ways of invigorating

spiritual health. 

The RMTs are a symbol of hope, reminding each

member of the command that they are not alone.

The RMTs are encouraged to attend CREDO

retreats, to seek spiritual counsel from trusted

advisors, and to continuously monitor and

appraise their own spiritual focus and health in

order to sustain their role as caregivers. 

Buddy Care

Buddy care is integral to self-care. From the

concept of battle buddies to the new emphasis on

buddy care for caregivers, intentional actions of

caring, trust, accountability, reciprocity, and

follow-up are essential. Buddy care may involve

checking on how another is doing, holding intentional sessions of goal setting and growth, or

presenting direct debriefs of traumatic events. A

key responsibility of buddies is to ensure buddies

get the appropriate professional help when needed.

Group Care

The MAGTF chaplains can encourage and aid

RMT self-care by offering Care for the Caregiver

retreats. Chaplains in leadership positions,

sometimes in cooperation with CREDO, MCFTB,

or MCCS counseling offices may offer group

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

THE FOUR PILLARS

OF SELF-CARE HEALTH PSYCHOSOCIAL

PHYSICAL

INTELLECTUAL

SPIRITUAL
Religious Ministry in the United States Marine Corps _______________________________________________________ 3-13 

settings for RMTs to process their deployment

transition, both in-theater and postdeployment.

Care for the Caregivers retreats have been held for

RMTs alone and jointly with medical personnel.

Retreats can range from brainstorming and

sharing sessions, to full multiday retreats with

teaching, exercises, assignments, and goal setting.

Some retreats have been held in-theater with fragmentary order (FRAGO) or chief of staff letter of

instruction support. For example, a retreat may

consist of large group brainstorming on simple

questions, such as: How have you changed? What

was good? What was bad? What do you need to

do to readjust? These retreats are a time for RPs,

chaplains, IAs, and Reserve RMTs to air their

concerns, either separately or as a group. The

more lengthy postdeployment retreats may

include tools such as creative and expressive

writing, trauma timelines, reflective time, and

group sharing. Additional tools con-cerning group

care are available through the Chaplain Corps

PDTW sponsored by CREDO centers.
CHAPTER 4

STAFF OFFICER TASKS

Military Organization

Navy chaplains will be assigned as principal staff

officers to assist commanders in the development, implementation, and support of religious

ministries at each level of command. Chaplains

advise commands in matters of morale, morals,

ethics, and spiritual well-being. They also serve

as advisors to commanders for the impact of

religion on military operations. Chaplains are

organizationally placed under the chief of staff or

executive officer, while retaining direct access to

the commanding officer in accordance with

MCO 1730.6D.

As staff officers in a military organization,

chaplains function according to the rules and

regulations of the sea services. As commissioned

officers, chaplains are subject to the Uniform

Code of Military Justice (UCMJ) and are expected

to observe good order and discipline.

A chaplain’s belief system, concept of calling, and

divine service does not diminish his responsibilities to fulfill the requirements of his commission.

Following orders and regulations, adhering to

standing operating procedures (SOPs), fulfilling

staff responsibilities to superiors and subordinates, and following the chain of command are

not optional duties for chaplains. These duties are

essential to successful institutional ministry and

sound staff work. Furthermore, the institution

values chaplains who show respect to the men

and women they serve by becoming familiar with

the dynamics of their environment.

Chaplains perform an important role because they

can prophetically speak the truth in places and

times where most Service members have little

voice. An institutionally perceptive chaplain

knows best when to speak the “truth to power”

and how best to do so. Chaplains who are not

aware of the system often miss opportunities to

influence it, or sometimes find themselves in

opposition to it, thus failing to be effective to the

needs of their people. Knowing, practicing, and

honing staff officer skills enhance the chaplain’s

credibility and value to the unit and the men and

women they serve.

Officer Tasks

Chaplains must continuously seek to develop

staff officer skills to be effective institutional

ministers. Chaplains carry responsibilities identical to other officers: advising the commander;

providing leadership, training, and education; and

provisioning of resource management.

Advising the Commander 

As staff officers, chaplains have the core capability task of advising commanders (see chap. 5,

page 5-5). 

Providing Leadership, Training, and Education

The chaplain will provide leadership, training,

and education through appropriate professional

military education (PME) and classes on topics

such as ethics, character development, relational

and life skills, personal and spiritual well-being,

crisis and suicide awareness, domestic violence,

grief and loss, values, cultural issues, and WT

programs. Chaplains can also contribute to the

moral and ethical leadership aspects of the

Marine Corps Martial Arts Program.
4-2 ______________________________________________________________________________________________________ MCWP 6-12

Provisioning of Resource Management

The chaplain will contribute to the provisioning

of resource management, which includes the

proper leadership, management, supervision of

people, administration of programs, and oversight

of logistical needs of the CRP. As a staff officer

for the Marine commander, the chaplain will

address the specific areas, functions, and skill sets

discussed in the following paragraphs.

Supervision, Leadership, and Management

Professional development of subordinates includes

the supervision and measure of performance of all

assigned personnel and volunteers. Senior chaplains within the command structure provide direct

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

all subordinate command levels). Senior chaplains

also function as mentors for subordinate chaplains

to adjust and adapt professionally to the unique

military ministry setting. Marine commanders

support a training program for chaplains, RPs, and

Marine CAs assigned to their commands (see

MCO P3500.44A, Religious Ministry Team

(RMT) Training & Readiness Manual). Proper

management of this program is under the cognizance of the senior supervisory chaplain to whom

subordinate commands report.

CRP Inspections

Supervisory chaplains will ensure that an appropriate regimen of CRP inspections or assist visits

are conducted at subordinate commands, deficiencies properly documented, and CRP personnel held accountable for performance and training

in proper procedures.

Force Protection

While chaplains are noncombatants, all members

of the CRP are responsible for practicing sound

force protection practices. The antiterrorism

awareness training Web site is a resource for force

protection awareness and training. Additional

information may be found in the SECNAVINST

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

Physical Fitness

Compliance with physical fitness and grooming

standards is essential for RMTs serving with

Marines. A rigorous physical fitness program

ensures RMTs are fully capable of performing

the demanding physical requirements associated

with combat skills. As previously stated in the

self-care paragraph in chapter 3, RMTs who

practice a disciplined regimen of physical fitness

are better physically qualified to do their jobs and

gain the respect of Marines. For additional guidelines, see OPNAVINST 6110.1H w/ch 1, Physical Readiness Program.

Administration of Programs 

The chaplain will assist and advise the commander in the administration of various programs

as follows:

z Fitness reports. Preparing fitness reports and

evaluations required for officers and enlisted

members is a skill that must be learned and

exercised to ensure the success of future

RMTs. Supervisory chaplains will assist and

advise unit commanders in preparation and

appropriate submission of these reports per

MCO 1730.6D. Further guidance on the preparation of reporting procedures is provided in

BUPERSINST 1610.10A, Navy Performance

Evaluation System.

z Humanitarian transfers and conscientious

objector. Processing humanitarian transfers and

conscientious objector assessments are essential staff officer tasks that are highly valued by

the commander. Humanitarian transfer

procedures are found in MILPERSMAN

paragraph 1900-020, Convenience of the

Government Separation Based on

Conscientious Objection (Enlisted and

Officers), and NAVPERS 15909B, Enlisted

Transfer Manual, for Navy personnel and in

MCO P1000.6G, Assignment, Classification,

and Travel Systems Manual, for Marine Corps
Religious Ministry in the United States Marine Corps ________________________________________________________ 4-3 

personnel. Conscientious objector interviews

directed by the commanding officer are administrative functions and are not considered

counseling relationships. They are not confidential communication and the chaplain shall

inform the interviewee of this fact. If a chaplain

has a prior counseling relationship with a

Service member requesting designation as a

conscientious objector, he shall not be

appointed to evaluate that Service member for

conscientious objector status, per MCO

1306.16E, Conscientious Objectors, and the

command will appoint another chaplain to

conduct the interview.

z Equipment. Preventive requirements must be

performed on all equipment assigned to the

RMT. This includes field gear and equipment

used in support of religious worship.

z Reporting requirements. Monitor to ensure

compliance with DRRS reporting protocols

and all CRP and other inspection protocols.

Ensure that subordinate command CRPs are

reporting compliance data in the appropriate

collection systems (DRRS and Chaplain

Corps).

z Performance. A supervisor will measure performance by— 

 Collecting and analyzing data on subordinate

units as required and reporting required information to higher headquarters.

 Ensuring compliance with all recording and

reporting protocols; inspection regimes; data

collection, management, and reporting requirements; customer and command satisfaction surveys; and other data calls.

 Monitoring the development and use of local

CRP SOPs to delineate specific policies and

responsibilities for the operation of the CRP,

which will become the basis for reporting

metrics.

 Developing SOPs to define particular duties

and functions of all members assigned to the

CRP to include, at a minimum, program

requirements and tasks, watch standing

procedures, plans for response to disasters,

support of the casualty assistance calls

officer (CACO) program, and coordination

of area ministry. For further information on

the CACO program, see NAVPERS Manual

15607C, Casualty Assistance Calls Officer

Handbook, and MCO P3040.4E, Marine

Corps Casualty Procedures Manual.

 Compiling periodic reports as required by

the Chaplain of the Marine Corps, HQMC

Code (REL), Information in these reports

will include significant ministry accomplishments, data on the number of deployed

RMTs, dwell time, and other emerging

trends. This data is often used to establish

and sustain manpower and funding requirements. Additionally, units deployed in a joint

environment will have significant operational reporting requirements from higher headquarters as delineated in OPORDs.

z After action reports and lessons learned.

Deployed RMTs and IAs are required to file

after action reports (AARs) and/or lessons

learned just prior to returning from deployments. These reports and lessons should be filed

through/with the command lesson manager in

the unit and submitted to the MCCLL, where

reports of RMTs may be viewed on the Web

site: https://www.mccll.usmc.mil/.

Logistics 

The CRP is an official and integral part of each

organization within the Marine Corps, as

established by Title 10, United States Code,

SECNAVINSTs, and Marine Corps directives.

Each commander bears responsibility for logistical support for religious ministries. The commander’s direct support of the religious ministry

mission is contained in the MCO 1730.6D and

states that, “Commanders will include the CRP as

an integral and essential element of administration, planning, programming, and budgeting

activities, supported with appropriated funds at a

level consistent with other personnel programs

within DON.”

Logistical support of the RMT includes, but is not

limited to, provision of adequate office space,

furniture, equipment, supplies, support services,
4-4 ______________________________________________________________________________________________________ MCWP 6-12

and transportation. Due to the sensitive nature of

pastoral counseling and the professional study of

chaplains, office spaces for chaplains should be

accessible to Marines, Sailors, and their families,

while providing sufficient privacy. A separate but

adjunct administrative space for the chaplain’s

office is essential to accommodate the RP’s

administrative responsibilities and to provide an

adequate waiting area. An office door with a window is required to eliminate perception of inappropriate activity by counselee or chaplain.

Logistical support for divine services, religious

education, personal devotions, group activities,

classes, and training require intentional planning

and continual upkeep and maintenance. Transportation, radio communication (field and deployed),

direct phone lines (garrison), adequate office furniture, up-to-date information technology, and

connectivity are basic requirements to support

comprehensive religious ministry.

Commands are accountable for all nonconsumable items. Unit commanders will ensure that a

responsible officer (RO) from the CRP is

assigned in writing. The RO will maintain an

inventory of nonconsumable items purchased by

O&M funds.

Appropriated Funds 

Management Principles

Religious ministry funding is derived from

command-appropriated O&M funds and operates

within the Planning, Programming, Budgeting,

and Execution process. Adequate planning

requires the inclusion of the religious ministry

plan in the development of the command’s

budget. The command’s design for ministry relies

on the RMT’s management of the following:

z Budget and procurement resources. The O&M

funding, planning, programming, and budgeting will reflect current and anticipated program

requirements that support the religious requirements of individuals and families served by the

CRP. Commands will prepare and submit

annual O&M budget estimates. When submitting CRP budgets, RMTs ensure that requirements are detailed, prioritized, and accurately

estimated.

z Needs assessment. A comprehensive needs

analysis/assessment is conducted to identify

the command’s religious ministry requirements

of assigned personnel and establish the commander’s priorities for religious ministry. This

includes identifying specific faith groups represented within the command.

z Mission and operational requirements. There

should be a thorough understanding of the command’s mission and operational requirements.

z Command’s calendar. The RMTs should have

a working knowledge of the command’s calendar for submission to the budget cycle.

z Command’s supply system. There should be a

functional understanding of the commands

supply system and established working relationships with the supply department.

z Command T/O. There should be proper knowledge of the command T/O and utilization of

Reserve assets. An active duty chaplain should

plan for training Reserve assets assigned to the

command and should budget accordingly to

fund the travel and other expenses for the

assigned Reservist’s active duty training. 

The following steps are crucial to the design of

the CRP budget:

z Plan the program. Develop a comprehensive

religious ministry plan based on the commander’s priorities, identified needs, command

mission, planned training and operations schedule, available assets, and possible

contingencies.

z Match the goals with the funds. Translate the

planned programs into dollar amounts.

z Submit the plan. The religious ministry plan

should be submitted with the CRP budget for

command approval and inclusion in the command’s O&M funds.
Religious Ministry in the United States Marine Corps ________________________________________________________ 4-5 

z Implement the funding. Put the funded programs into operation.

z Record the process. Actual expenses and effective programs are documented to assist in

future religious ministry plans and validating

budget requirements.

z Study the results. By evaluating the effectiveness of the programs, the RMT develops a clear

understanding of requirements and direction for

future planning.

Nonappropriated Funds

The ROFs provide a vehicle for religious expression. Various religious traditions include the concept of voluntarily offering money and financial

support of mission organizations as an aspect of

religious life. Marines, Sailors, their family members, and authorized personnel are encouraged to

express their religious devotion through direct

stewardship and financial contributions to their

faith groups and the CRP through the ROF. As a

matter of policy, deployable commands neither

establish nor maintain a ROF due to the inability

to provide security and timely administration of

the contributions. Contributions made within the

context of worship in Marine Corps chapels are

administered by the commanding officer or commander under the authority of SECNAVINST

7010.6A, Religious Offering Fund, and MCO

7010.17A, Religious Offering Fund. These formal instructions provide specific procedures for

the administration of these nonappropriated funds.

Material Readiness and Accountability

Generally, the senior chaplain or the senior RP of

the RMT is designated by the commander, in

writing, as the RO for RMT equipment and

assumes responsibility for the care, safekeeping,

and maintenance of RMT property. This responsibility pertains to all Government property coming into his possession from any source, and by

any means, until properly relieved. The signature

of the designated RO on the proper documents is

prima facie (at first sight) evidence that responsibility for the care and safekeeping of the public

property has been accepted. A joint physical

inventory is conducted annually-as directed by

the commander, the RO, the individual holding

the property accounts, or when the property is

transferred to a newly designated RO.

Command Religious Program Tables

of Equipment and Property Accounts

Marine commands and units maintain prescribed

T/Es that include the essentials for religious ministry. The RMTs advise the commander and assist

the supply officer to ensure the command or unit

inventories include all authorized religious ministry T/E items. The RMTs generally maintain custody and ensure the religious ministry T/E items

are properly maintained and ready for deployment. Periodic inspections and assist visits are

conducted by the command or higher headquarters to evaluate command readiness, including the

status of authorized T/E equipment and materials.

Property, furniture, and equipment essential to

religious ministry, but in addition to the T/E, are

also controlled by the unit supply officer and are

listed on the command property account. Subcustody (i.e., signed custody cards) and care of religious ministry equipment are generally assigned

to the command’s senior chaplain or RP.

Command Religious Program Facilities

Commanders may authorize use of chapels and

religious support facilities for nonreligious meetings for any legitimate purpose. As Government

property, religious support facilities are available

for authorized purposes at no charge. Because

chapels are provided for the free exercise of religion, religious services and activities for all recognized faith groups have first priority.
4-6 ______________________________________________________________________________________________________ MCWP 6-12

Chapels and religious support facilities will be

made available to chaplains of other commands to

the maximum extent possible. Facilities will also

be made available to military members; their

immediate family members listed in Defense Enrollment Eligibility Reporting System (DEERS);

and authorized personnel for sacraments, rituals,

ordinances, and other religious ceremonies—such

as baptisms, weddings, and funerals—at which

civilian clergy may officiate. When size and

arrangement permit, areas may be set aside and

kept permanently rigged to accommodate the

private devotional needs of Marines, Sailors, and

family members. The senior chaplain of each

command prepares schedules of services that

provide fair and equitable use of chapels and

religious support facilities for the faith groups

requiring facilities for worship and other faith

group related activities. No fees or gratuities will

be charged or received for the use of Government

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

Marine CA in the performance or support of any

religious act, sacrament, or rite performed on

Government-owned property.

It is the responsibility of the commander to

upgrade inadequate CRP facilities and the construction of new facilities to meet identified CRP

deficiencies. Command chaplains advise commanders on projects for facility improvements

and expansion. The Chaplain of the Marine Corps

advises the CMC on religious ministry facilities

within the Marine Corps. In consultation with the

MARFOR chaplains, the Chaplain of the Marine

Corps also recommends special Chapel Life

Extension Program projects, military construction

projects, and priorities for chapels and religious

support facilities.

Command chaplains will assist commanders by

regularly inspecting facilities, thus ensuring

proper maintenance of buildings and equipment

used in the CRP.

Community Relations Projects

Chaplains assist the command in organizing and

coordinating philanthropic activities in support of

local communities and/or citizens. Such events

often serve to enhance the image of military organizations in civilian sectors. 

Authority to Sign “By Direction”

As the assistant chief of staff or principal staff

officer for religious ministries authorized to

administer the CRP, the command chaplain may

be authorized in writing by the commander or

commanding officer to sign “By direction” for

the commander or commanding officer. This “By

direction” authority is limited to the specifics of

the assigned duties and responsibilities of the

command chaplain. Per SECNAVINST 5216.5D

w/ch1, Department of the Navy Correspondence

Manual, “By direction” authority is conferred in

writing and remains in effect until the officer is

transferred or until rescinded in writing by the

commander/commanding officer.
CHAPTER 5

CORE CAPABILITIES

Religious Accommodation: 

Facilitation and Provision

Facilitation

Chaplains and RPs manage and execute CRPs that

accommodate diverse religious ministry requirements. Accommodation of individual and collective religious ministry requirements includes, but

is not limited to, scheduling, coordinating, budgeting, and contracting. The RMTs will assess, identify, and research command religious ministry

requirements. In the facilitation of religious ministry for all, the chaplain will address the following

specific areas and functions:

z Identify authorized personnel to be served by

CRP.

z Identify religious preferences of command personnel, as well as groups outside the command, to be served by the reporting RMT (i.e.,

other uniformed personnel, veterans, retirees,

family members, contract personnel, and DOD

civilians).

z Identify religious requirements. The process of

identifying religious requirements (using a budget submitting office-approved needs assessment survey) includes personnel faith group

preferences (identified in needs assessment),

observance practices, accommodation concerns, and support needs. Command validation

and approval is part of the process, as are identification of resources within and beyond the

command and coordination of delivery of services within and across command lines in support of accommodation.

z Identify the accommodation of religious

requirements. For identified and validated religious requirements accounting for operational

tempo and mission activities (deployment,

exercises, Fleet response plan, etc), develop

programs and strategies to facilitate individual

and group religious expression. Prepare a written plan for accommodation of religious practices and holy day observances. Account for

scheduling, procurement of gear, consumable

supplies, outside chaplain/clergy/minister support, and related support activities. Additional

requirements include preparing for and briefing the command on policy and doctrine, with

regard to accommodation in general and also

specific accommodation issues identified for

command personnel. Provide and promote an

environment of understanding and respect for

the variety of individual and group religious

expressions.

z Organize religious services support. Execute a

religious accommodation plan in terms of lay

leader, other chaplain, civilian, and/or contractor support; facilities availability and upkeep;

supplies; publicity; and related functions. Facilitate, schedule, and monitor worship services

(that the chaplain is not able to provide personally due to faith group regulations) to include

daily, weekly, special, seasonal, and appointed

occasions, as well as funerals, memorial services, burials, sacramental acts, ordinances,

rites, dedications, ceremonies, weddings, rituals, and other spiritual acts. Participate in organizing cooperative ministry with all RMTs to

coordinate accommodation of the religious

needs of all authorized personnel in a defined

geographical or operational area. Identify,
5-2 ______________________________________________________________________________________________________ MCWP 6-12

assess, and liaise with civilian religious and

community organizations in order to identify a

broad range of religious opportunities that will

enhance life within the military community.

z Implement the lay leader program. The RMTs

will recruit, train, certify, and supervise

implementation of the lay leader program in

accordance with MILPERSMAN paragraph

1730-010. They will be familiar with faith

group requirements and conduct lay leader

recruitment, training, and certification. In

addition, where access to religious services may

be limited, they will plan and execute support

for deployments, field exercises, and other

operational contingencies in response to

religious accommodation issues identified

within the command. They will maintain a

record of current and potential lay leaders by

faith group.

z Identify and train volunteers (facilitation).

z Identify volunteers in support of the accommodation plan of the CRP. Volunteers may

include choirs, musicians, altar servers, teachers, ministry group leaders, children’s activities support, and readers.

z Consult with the command when command

functions include religious elements (e.g.,

changes of command, retirements, history/heritage events, some memorial observances that

are not explicitly bound by United States Code,

Title 10). When command functions occur outside the context of the manner and forms of

specific religious organizations, chaplains consult with the command with regard to purpose,

audience, and expectations. Chaplains deliver

appropriate support to the command function

(e.g., invocation, benediction, remarks). Chaplains may abstain from delivering religious elements at command functions in light of faith

precepts, without adverse consequences.

z Monitor compliance for “facilitate” capability.

Systematically monitor and report volunteer,

lay leader, contractor, and outside chaplain

activities in support of all command religious

accommodation efforts. Comply with DRRS

reporting protocols and CRP and other

inspection protocols. Ensure that subordinate

command CRPs are reporting compliance data

in the appropriate data collection systems

(DRRS and Chaplain Corps).

z Measure performance for “facilitate”

capability. Comply with all reporting requirements, to include data entry, recordkeeping,

and Chaplain Corps data base inputs. Route

and file reports as required. 

z Facilitate ministry to the displaced and refugees in HCA and CA.

z Facilitate religious ministry to prisoners of war

and other authorized detained personnel (see

SECNAVINST 3461.3, Programs for Prisoners of War and Other Detainees).

z Plan crisis response or limited contingency operations as defined in JP 3-0, Joint Operations.

Provision

Based upon their professional credentials—ecclesiastically endorsed and commissioned—chaplains meet faith group specific needs, including

worship services, sacraments, rites, and ordinances. Faith group specific needs include religious and/or pastoral counsel, scripture study, and

religious education. Religious program specialists are uniquely trained to support religious

accommodation. Provisions include—

z Religious services. Participate in cooperative

ministry with all RMTs to provide for the

religious needs of all authorized personnel in a

defined geographical or operational area. Plan,

schedule, prepare, conduct, and monitor

worship services in accordance with the

chaplain’s religious organization’s manner and

forms. Religious services and/or occasions

may include—

 Daily, weekly, and special occasions.

 Seasonal and appointed occasions.

For supervisors:

Collect and analyze data on subordinate units 

as required and report to higher headquarters.
Religious Ministry in the United States Marine Corps ________________________________________________________ 5-3 

 Funerals, memorial services, and burials.

 Sacramental acts, ordinances, and rites.

 Dedications and ceremonies.

 Weddings, rituals, and other spiritual acts.

z Spiritual counseling and direction. Provide

faith-based counseling, mentoring, sacramental

ministration, and spiritual direction (based on

theologically derived truths) designed to

enhance, grow, and strengthen faith, which

positively impacts the spiritual readiness (e.g.,

develop character, morals, personal responsibility, community solidarity, resiliency, crosscultural awareness, stress management, coping

skills, grief processing) of individuals and

groups of Sailors and Marines. Safeguard

confidentiality.

z Scripture and religious study. Conduct group

and/or individual faith-based instruction

derived from the documents and practices of

religious organizations designed to strengthen

and grow people in their faith.

z Faith-based life skills training. Develop and

deliver training from a religious perspective

concerning marriage, child rearing, relationships, ethics, personal and spiritual well-being,

crisis and suicide prevention, domestic violence, values, character development, and other

moral issues.

z Sacraments, ordinances, and rites preparation.

Plan, coordinate, deliver, support, record, and

report faith-specific preparation, as required by

religious organizations. 

z Faith-based relationship and/or marriage

enhancement preparation. Plan and conduct

relationship enhancement and/or marriage preparation according to faith-specific programs

(e.g., PREP).

z Command functions with religious elements.

When called upon, deliver context-appropriate,

faith-specific support for command functions

with religious elements (e.g., prayers, hymns,

sermons, memorials, ceremonies).

z Outreach (religion-based). Develop, plan, and

coordinate programs to facilitate participation

in religious ministries. Provide and promote

personal and spiritual growth programs to

include retreats. Identify and coordinate

opportunities within the civilian community for

the expression of religious and humanitarian

charity by members of the military. Prepare and

publish outreach-oriented religious communications for the benefit of military members.

Plan and provide support to chapel fellowship

programs. Participate in cooperative ministry

with all RMTs to provide outreach in a defined

geographical or operational area.

z Capability compliance. Monitor the compliance with DRRS reporting protocols. Comply

with all CRP and other inspection protocols.

Ensure that subordinate command CRPs are

reporting compliance data in the appropriate

data collection systems (i.e., DRRS and Chaplain Corps).

z Capability reporting requirements. Comply

with all recording and reporting requirements,

inspection regimes, data collection protocols,

required surveys, including those of customer

and command satisfaction.

Pastoral Care

Chaplains are uniquely chartered to deliver

specific institutional care, counseling, and

coaching, which attends to personal and relational

needs outside of a faith group specific context.

This includes relational counseling by chaplains,

which is motivated by their proximity and

immediate presence, distinguished by confidentiality, and imbued with professional wisdom

and a genuine respect for human beings. Such

counseling is most effective when based on strong

relationships developed in the context of shared

life in the same unit. Examples of care include

deck plate ministry; counseling; coaching on

military life; predeployment and postdeployment

training for Sailors, Marines and their families;

For supervisors:

Collect and analyze data on subordinate units 

as required and report to higher headquarters.
5-4 ______________________________________________________________________________________________________ MCWP 6-12

crisis prevention and response; the CREDO

program; memorial observances; and combat

casualty ministry. Religious program specialists

are uniquely trained and positioned to support the

delivery of care, individually and programmatically. Pastoral care capabilities include—

z Counseling. Deliver relational counseling,

which is based on the trust gained by a shared

experience of military Service, characterized

by confidentiality and mutual respect, and

designed to develop and strengthen core values

and personal responsibility in people whether

or not they profess a particular faith background (e.g., walk-in, delivery of an ARC message, emergency leave, mentoring). Safeguard

confidentiality.

z Crisis response. Pastoral intervention in any

disruptive event in the lives of command personnel, singularly or collectively (to include

care for the wounded and/or dying, and personal, family, professional, interpersonal, or

other crises) for the purpose of offering support, advice, comfort, and/or referral. This

would include preexisting plans that respond to

mass casualties, natural disasters, and/or command emergencies. It also includes participation in unit/force/regional chaplain and RP duty

watch bills.

z CACO. Specific efforts in support of CACOs

and calls, to include initial and follow-up visits

with the bereaved. Ongoing support for the command should be captured in other categories.

z Deck plate ministry. The RMT has frequent

and regular participation in the daily life of the

command, to include pastoral visitation to and

presence in workspaces, at training evolutions,

field exercises, and other such command functions. This ministry also includes visitations

(e.g., barracks, hospitals, confinement facilities, residences). Safeguard confidentiality.

z Crisis prevention. Support of command

prevention efforts in areas such as suicide,

domestic violence, combat operational stress

control (COSC), substance abuse, sexual

assault, and other identified areas that may

arise. Support methods may include lectures,

classes, talks, training, or other forms of

communication.

z Spouse, child, and family support. Counseling,

training, advice, comfort, and support programs delivered programmatically to spouses,

children, and/or family members individually,

as families, or in larger groups. This includes

support for command organizations focused on

spouse/child/family support such as Key Volunteers, spouses organizations, ombudsmen,

United through Reading, Compass Program,

and L.I.N.K.S..

z Life skills training. Assist the command in

development and delivery of training and programs designed to address the unique stressors

of Military Service by strengthening core values; developing character, morals, personal

responsibility, community solidarity, and resiliency; addressing cross-cultural issues; and

developing stress management, coping skills,

and grief processing skills of individuals and

groups.

z Deployment. Delivery of deployment support

(e.g., predeployment, deployment, postdeployment, WT) to meet the physical, emotional, or

spiritual needs associated with separation. This

would include advice, comfort, and/or referral

that is delivered individually and/or for groups.

z Core values education and training. Assist the

command in the development and delivery of

training and/or classes specifically designed to

familiarize and strengthen commitment to

Marine Corps Core Values.

z Marriage and relationship enhancement preparation. Delivery of marriage preparation program (e.g., PREP).

z CREDO programs. Support for the full range

of CREDO programs to include planning,

facilitation, publicity, and any other support as

required or needed.
Religious Ministry in the United States Marine Corps ________________________________________________________ 5-5 

z ARC. Track and deliver ARC messages and

manage the response system.

z Command diversity initiatives (heritage

observances). Assist the command in development and delivery of diversity programs,

including monthly heritage/history observances and special events. 

z DRRS reporting protocols for care capability.

Monitor compliance for care capability for

compliance with DRRS reporting protocols.

Comply with all CRP and other inspection protocols and ensure that subordinate command

CRPs are reporting compliance data in the

appropriate data collection systems (i.e., DRRS

and Chaplain Corps).

z Performance for “care” capability. Track

usage of care services. Comply with all recording and reporting protocols; inspection

regimes; data collection, management, and

reporting requirements; customer and command

satisfaction surveys; and any other data calls.

Advisement

Chaplains advise commanders and other leaders

on issues relating to morals, ethics, spiritual wellbeing, and morale; and also on the impact of the

CRP on the command and command climate.

Within the boundaries of their noncombatant

status, some chaplains are trained to advise on the

impact of religion on military operations. Chaplains also advise leaders at all levels of the chain

of command in moral and ethical decisionmaking, cultural awareness, conflict resolution,

and cross-cultural communications. Chaplains are

supported in their work by RPs who are integral to

the effort. Chaplains and RPs also advise on the

following issues:

z CRP impact on operations. Assess the command and advise the commander and other

leaders in the chain of command on issues

related to free exercise and establishment of

religion and religious accommodation—to

include personal and family spiritual readiness,

religious discrimination, and cooperative ministry across units.

z Religion and cultural impact on operations.

At the tactical, operational, and strategic levels of war, advise on religious and/or cultural

issues (external to the command) related to

unit operations.

z Conflict resolution (within the command). Utilizing pastoral skills and wisdom, offer advice

to leaders that enhances cooperation, defuses

personality conflicts, and contributes to leadership effectiveness. 

z Moral advice. Advise members in the chain of

command on issues of right and wrong, fostering a climate of fairness, accountability, and

trust.

z Ethical advice. Advise the commander on the

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

strategies. Provide advice to leaders up and

down the chain of command on ethical

decisionmaking practices. 

z Morale. When and where appropriate, suggest

improvements to quality of service to include

issues related to quality of life, quality of work

life, human values, unit enhancement, retention, personnel, and family issues.

z OCONUS COMREL (as part of theater security

cooperation). Advise the commander, as

directed, as he assists the CCDR in development of community relations projects, which

are components of the theater security

cooperation program.

For supervisors:

Collect and analyze data on subordinate units 

as required and report to higher headquarters.
5-6 ______________________________________________________________________________________________________ MCWP 6-12

z Religious leader engagement. As part of the

theater security cooperation program, assist the

command, as directed, in engagement with

local religious leaders to enhance communication and understanding (without violating noncombatant status).

z Interagency. As directed, assist the command in

liaison with outside agencies (governmental

and nongovernmental organization [NGO]),

host nation, and civilian-military operations

support.

z Capability compliance. Comply with DRRS

reporting protocols. Comply with all CRP and

other inspection protocols. Ensure that subordinate command CRPs are reporting compliance

data in the appropriate collection systems (i.e.,

DRRS and Chaplain Corps).

z Capability performance. Track usage of

services. Comply with all recording and

reporting protocols; inspection regimes; data

collection, management, and reporting requirements; customer and command satisfaction

surveys; and any other data calls. 

Guidance on Public Prayer

Navy chaplains who serve in Navy, Marine

Corps, and Coast Guard commands are trained to

distinguish between divine services and other

command functions at which they may be invited

to offer prayer. The United States encompasses a

diversity of faiths and beliefs, as do the naval sea

service communities. The policy set forth in

DODI 1300.17 requires commanders to accommodate individual religious practices consonant

with the best interests of the unit. Tolerance,

mutual respect, and good order and discipline will

help guide Navy policy, doctrine, and practice.

Recognition that religious ministry in the military

takes place in a pluralistic setting is a prerequisite

for service as a Navy chaplain. 

The DODI 1304.28 makes it clear that to be

considered for appointment to military chaplaincy,

RMPs must be “willing to function in a pluralistic

environment” and follow the orders given by those

appointed over them. Chaplains are encouraged to

respect the diversity of the community as they

facilitate the free exercise of religious rights

protected by the Constitution and military policy,

as described in DODD 1304.19, Appointment of

Chaplains for the Military Departments.

Chaplains may opt not to participate in command

functions containing religious elements with no

adverse consequences.

For supervisors:

Collect and analyze data on subordinate units 

as required and report to higher headquarters.
CHAPTER 6

COMBAT MINISTRY READINESS

Formation: Establishing the Religious 

Ministry Team for Combat Operations

The RMT is appointed and established to conduct

religious ministry planning prior to combat; to

support COA development; and to prepare the

appropriate estimates, annexes, and/or other

planning products for the unit. The RMT should

be capable of developing, coordinating, and

issuing policies, programs, and guidance for the

planning and execution of religious ministry

operations in support of combat. The team’s

planning should focus on the following actions by

the unit chaplain:

z Identifying personnel manning and augmentation requirements.

z Identifying RMT training requirements.

z Identifying logistic requirements for equipment, supplies, and facilities, including communications and connectivity requirements, and

RMT operational transportation requirements.

z Organizing, prior to deployment, how each

RMT should plan, control, and monitor all religious ministry requirements in a combat environment. Specific tasks that require thought

and planning and are paramount to successful

ministry in the military setting include advising

the commander on matters of religion, ethics,

morals, and morale affecting personnel within

the force.

z Coordinating religious ministry for a broad

range of pastoral care, including memorial services, with subordinate RMTs.

z Coordinating logistic support for religious

ministry.

z Having a thorough knowledge and understanding of facilitating religious support for

enemy prisoners of war (EPWs) per MCO

3461.1, Enemy Prisoners of War, Retained

Personnel, Civilian Internees and Other

Detainees, which states:

“Military chaplains who fall into the hands of

the U.S. and who remain or are retained to

assist enemy prisoners of war (EPW), and

restricted personnel, will be allowed to minister to EPW, restricted personnel, of the same

religion. Chaplains will be allocated among

various camps and labor detachments containing EPW, restricted personnel, belonging

to the same forces, speaking the same language, or practicing the same religion. They

will enjoy the necessary facilities, including

the means of transport provided in the

Geneva Convention, for visiting the EPW, restricted personnel, outside their camp. They

will be free to correspond, subject to censorship, on matters concerning their religious

duties with the ecclesiastical authorities in

the country of detention and with international religious organizations. Chaplains shall

not be compelled to carry out any work other

than their religious duties.”

z Providing, within the bounds of noncombatancy, informed advice on the impact of operations in light of religious and cultural customs,

beliefs, shrines, and places of worship in foreign and host nation countries. The MCCLL

will reinforce the need for RMTs to study and

understand the religious and cultural aspects of

indigenous religions prior to deployments.

Deploying commands prepare classes for

deploying personnel to ensure their awareness

of cultural and religious issues and sensitivities. The RMTs need to be involved in the

instruction of cultural and religious classes, or

at a minimum, receive the presentations.
6-2 ______________________________________________________________________________________________________ MCWP 6-12

z Establishing and maintaining a liaison with

chaplains of multinational forces. The AARs

filed with MCCLL indicated that in large

operational areas, and certainly in combat

situations, a chaplain may not immediately have

access to all his Marines and Sailors; therefore,

the RMTs should be able to rely on assistance

from personnel of other Services and faith

groups in providing worship services. As

authorized, this provision of ministry can also

be extended to the troops of multinational

forces, the appropriate civilian religious leaders,

and NGOs, such as the ARC and other

humanitarian/religious organizations.

Prior to deploying to the combat environment,

command and supervisory chaplains should—

z Develop and verify ministry procedures that

are consistent with unit policy.

z Coordinate appropriate training for subordinate

RMTs.

z Consider provision of ministry and religious

support activities and the scheduling of religious activities in relationship to the battle

rhythm.

z Establish contact and coordinate religious ministry requirements with higher, adjacent, and

lower RMTs.

z Understand where their unit lies within the

chain of command and contact RMTs in supported, senior, adjacent, and subordinate commands.

Coordinated Efforts Between Commands

When an operational force is augmented, the

supported commander’s responsibility for coordination of religious ministry extends to his

entire force or operational area. When possible,

to ensure the best faith group coverage for the

force, the supported commander’s senior staff

chaplain coordinates faith group support with the

supporting commands. Chaplains are expected to

initiate contact and work together to facilitate

balanced faith group coverage and pastoral care

whenever possible.

Component Religious Ministry

The increase in joint, interagency, and multinational exercises and operations has expanded the

need for cooperation across Service and national

lines. Emerging military chaplaincies are learning about cooperative ministry by observing how

well the Navy/Marine Corps team and its RMTs

work together. Cooperative religious ministry

during combined operations can be coordinated

to enrich the spiritual life of US and international military personnel and their families.

Using religious ministry personnel from our

allies can also enhance the cultural awareness of

US troops. For coordination of such efforts,

guidance is provided by JP 1-05, Religious Support in Joint Operations.

Planning: Develop the 

Religious Ministry Estimate Situation

When a unit has received a planning directive to

develop OPLANs and COAs for combat operations, supervisory chaplains should begin to identify, coordinate, and integrate religious ministry

support and efforts. Religious ministry must be

tailored to the mission plan, the operating environment, and the religious ministry assets that are

available. Religious ministry estimates should be

developed in accordance with the mission of the

unit and tailored in accordance with policy and

doctrine to the type of unit. For example, RMTs

serving with Marine expeditionary units (MEUs)

should become familiar with the MCO 3120.9B

w/ch 1, Policy for Marine Expeditionary Units.
Religious Ministry in the United States Marine Corps ________________________________________________________ 6-3 

Tasks for Command 

and Supervisory Chaplains

Receive Commander’s Guidance

Once a unit receives a planning directive to develop OPLANs, the commander should provide

guidance to the J-3/G-3/S-3 personnel. If needed,

the senior chaplain in the force or unit should ask

the commander for any guidance necessary to

continue religious ministry planning.

Contribute to the Overall Mission Analysis

Command and supervisory chaplains should

begin to review initial planning documents for

religious ministry issues that will impact or be

impacted by mission planning and provide input

to the overall staff mission analysis. They will

also need to determine the extent of RMTs available from adjacent nonsubordinate commands,

develop and begin to track assumptions contained

in OPORDs and OPLANs, and analyze the commander's mission and intent from a religious ministry perspective. In addition, they will need to

determine limitations concerning constraints

(what religious ministry must do) and restraints

(what religious ministry cannot do).

Develop Religious Ministry 

Options for Courses of Action

Chaplains review the mission analysis and commander’s guidance, and develop, at a minimum,

brief COAs for religious ministry to support—

z Combat forces.

z Medical services.

z Mortuary affairs and personnel recovery platoons (PRPs).

z Noncombatant evacuation operations.

z EPWs, civilian internees, and other detained

personnel.

z Formerly captured, missing, or detained US

personnel.

z Civil affairs.

z Inter-Service chaplain support (if required).

z Host-nation support (if required).

z Religious leader engagement.

Analyze Religious Ministry 

Options for Courses of Action

Chaplains will provide religious ministry input

into the COA comparisons. As much as possible,

they should participate in determining the comparison criteria for the COAs. The best comparison criteria usually comes from the commander's

intent statement; however, the chaplain may also

provide criteria. By participating in the comparison of COAs, the RMT may provide informed

recommendations to the commander that impact

unit engagement:

Basic Predeployment Preparations

Predeployment Preparation: 6 Months Away

Personnel 

The following personnel actions should be

addressed 6 months away from deployment:

z Identify lay leaders. A thorough assessment of

the religious makeup of the unit can be done

through a statistical analysis of the command's

faith group makeup. This may be obtained

from the G-1/S-1 through a unit printout, or

separate assessment and survey, 6-months

before any deployment. The MCCLL recommends that chaplains contact persons of faith

groups who may not have easy or any access to

representative chaplains or clergy to ensure

their religious needs will be met.

z Identify leadership challenges. The importance of self-care, care of the RMT, and care of

commanders and senior personnel cannot be

overstated. Chaplains, RPs, and senior personnel can fall victim to fatigue and combat stress

just as easily as the Marines and Sailors they

serve.
6-4 ______________________________________________________________________________________________________ MCWP 6-12

z Maintain the basic physical, emotional, intellectual, and spiritual disciplines that are critical

toward keeping the RMTs in a condition to

care for others.

z Obtain a SECRET security clearance for RMTs

in order for them to establish and access

SECRET Internet Protocol Router Network

(SIPRNET) accounts.

Training 

The identification of sacred or holy days in various religions that will occur during deployment

and the collection of resources for those events is

part of RMT training. It is important that the

RMTs know and identify these special days when

dealing with all religions to avoid the appearance

of disrespect.

Note: If specific training is not available, resources for identifying holy days and days of religious observance are available from both

ecumenical and denominational sources; but can

also be as basic as Microsoft Outlook’s® ‘Add

Holidays’ option, which is available under the

Calendar section. These, and other tools, should

be acquired and catalogued for ready use during

the opening stages of a combat deployment.

The MCCLL system and AARs have indicated

that assigned chaplains and RPs should receive

training in the following areas:

z Pastoral care response to trauma. The RMTs

should read and conduct training on combat

and operational stress reactions, posttraumatic

stress disorder (PTSD), and trauma counseling

(current resources may be found at the National

Center for PTSD Web site). Additional training

may be required to aid the RMT in specific

assignments (e.g., surgical shock, trauma platoon [SSTP] training that is given at the Naval

Trauma Training Center in the Los Angeles

County Hospital, CA).

z Combat stress and fatigue. Prior to going into

combat, an RMT must be trained to recognize

signs for combat stress and fatigue. All RMTs

should become familiar with MCRP 6-11C,

Combat Stress—particularly the stress continuum, stress decision matrix, and core leader

functions.

z Field memorial ceremonies. Memorial ceremonies are a command responsibility and

should be conducted according to express

guidance from appropriate authority. Prior to

conducting services, all applicable SOPs and

appendices and annexes to OPORDs should be

reviewed.

z FRO and CACO training. The FROs will

receive all their training from MCFTB. This

training should be conducted far in advance of

a unit’s deployment (refer to MCO 1754.6A

and NAVMC DIR 1754.6A). The CACO training is handled by the Casualty Assistance Division and local decedent affairs offices.

z Suicide awareness and prevention. These presentations may be given prior to and during

deployment. Resources are available on the

Navy Knowledge Online (NKO) Web site in

the chaplain’s section. Another invaluable

resource is the Leaders Guide for Managing

Marines in Distress, which is a succinct guide

for helping leaders manage their Marines and

Sailors. To review this guide, go to the MCCS

Web site.

z Standard mass casualty procedure. Provision

of a rapid pastoral response is essential to

diminish immediate and/or long—term

negative effects of mass casualty events on

personnel and overall command mission

accomplishment. All available RMTs must be

prepared—at any moment—to coordinate and

provide immediate religious ministry and crisis

pastoral care in a cohesive and reinforcing

manner for all personnel affected by mass

casualty events.

z Mortuary affairs. The RMTs must be prepared

to visit mortuary affairs personnel and the

PRPs in an assigned operational area. They

must establish SOPs within the command and

be prepared to educate subordinate RMTs on

the requirements involved in ministry to

Marine PRP personnel.
Religious Ministry in the United States Marine Corps ________________________________________________________ 6-5 

z Interaction with NGOs. Refer to the nongovernmental organizations discussion on page 6-10.

z Grief counseling for evacuees. The RMTs

must be prepared to offer the appropriate grief

counseling for evacuees.

z Reuniting with significant others upon return

from deployment. Resources may be obtained

through the MCCS Web site.

z Warrior Transition. The standardized COSC

Program WT presentations may be found on the

MCCS Web site under Military Life, Combat

Operational Stress, and COSC Briefs (see WT

postdeployment discussions on page 6-12).

z Local religions. A lack of awareness of local

religious sensitivities could create significant

problems with allies. It is imperative that

RMTs obtain an understanding of the religious

environment of the area of operations prior to

deployment and entering a combat situation.

For example, MCCLL from OIF I indicated

some chaplains were not as prepared as they

should have been to teach classes on and support the requirement for the religious and cultural aspects of Islam. A self-study course, such

as the Middle East Orientation Course at the

Joint Special Operations University, could have

provided the required training and information.

Religious Program Specialists 

Religious program specialists must address the

following predeployment tasks 6 months away

from deployment:

z Embarkation procedures. Establish a CRP

budget that provides funding for religious

programs and materials. For further guidance, refer to MCWP 4-11.7, MAGTF Supply

Operations, and MCRP 4-11.3G, Unit Embarkation Handbook.

z Marine Corps supply procedures. See MCO

P4200.15G, Marine Corps Purchasing Procedures Manual, for direction.

z Tactical vehicle high mobility multipurpose

wheeled vehicle (HMMWV) licensing. Licensing must be accomplished prior to deploying. It

is imperative that RPs have their regular state

driver’s license as well as specific HMMWV

licensing before a deployment. Religious program specialists serve as force protection for

the RMT. It may be preferable to have a

Marine driver for the RMT when in a combat

environment.

z Weapons qualification. Refer to MCO

3574.2K for guidance.

z CREST follow-on training. CREST follow-on

training occurs after “A” school or prior to

assignment to a Marine Corps command.

z Combat training exercises. Participation in a

training evolution that encompasses combatarms exercises and training will develop religious ministry support skills required in a combat environment; for example, Mojave Viper

training at the Urban Warfare Training Center,

Twentynine Palms, CA.

Logistics

Recent MCCLL indicated that obtaining a dedicated vehicle for RMT transportation in theater is

essential. If a dedicated vehicle is not available,

arrangements should be made to share transportation with another section. In addition, the

preparation, development, and maintenance of a

60-day mount-out box should be planned during

this time. When MAGTF commanders receive

operational objectives, they begin providing the

MLG with estimates of supply usage and consumption. Staff estimates begin during mission

analysis and are refined during COA war games.

All RMTs must provide input to the commander’s

estimate. Due to the priority of critical and

essential logistic requirements, religious ministry

replenishment is slow and sporadic.

Chaplains should begin communicating with their

respective camp commandants about berthing,

office, and worship spaces. The RMTs should

interface with their J-4, G-4, and S-4 about

embark, fly-in echelon, and other supplies. Interface should also occur with the J-6, G-6, and S-6

about Non-Secure Internet Protocol Router Network (NIPRNET) and SIPRNET computer drops,
6-6 ______________________________________________________________________________________________________ MCWP 6-12

phone drops, and access to message traffic. These

interfaces are critical to the RMT for reporting

requirements in theater.

For effective pastoral counseling, RMTs must

maintain confidentiality. A dedicated space facilitates confidentiality and provides administrative

spaces for the RMT. Often the provision of a dedicated space for RMTs means using a tent designated for another purpose, resulting in a shortfall

within the unit. Each unit T/E should be modified to include standard equipment in support of

the RMT. Ensuring that all faith groups are adequately supported during deployment requires

ordering essential religious materials to support

all faith groups represented within the unit,

including their holy days, within reasonable limits (e.g., Qurans, Seder Kits, rosaries).

Predeployment Preparation: 3 Months Away

Personnel 

The senior RMT of a force, regiment, or unit

should ensure that deploying personnel in their

supervision have up-to-date shots, gas mask

inserts, and a 180-day supply of routine medications. All RMT members with dependent family

members should file a family care plan with their

personnel office.

All RMTs must be persistent about updating the

faith group roster of those members who may be

deploying. This includes the identification of all

faith group needs and RMT assets necessary and

available to support those needs. 

Training

While legal briefs are the responsibility of the

FRO, the RMT can play a vital role in supporting

family readiness issues, such as childcare and

custody issues, wills, and powers of attorney. Lay

leader training needs to be ongoing and nearly

completed. The RMT’s training should be concerned with combat first aid training, radio communication training, vehicle usage, and training

and orientation in the Marine Corps’ supported

activities supply systems management unit.

Since the deploying MAGTF chaplain will write

Appendix 6 (Chaplain Activities) to Annex E

(Personnel) for the deployment of OPLANs and/

or OPORDs, an important part of RMT training

must include a thorough awareness of Appendix

6 for use in planning ministry and meeting reporting requirements for the deployment.

The RMTs should also continue to pursue cultural and religious training and study and the

development of training classes for the troops.

Logistics

It is essential that the RMT’s berthing, counseling, and location of personnel is current at all

times. Furthermore, the RMT must ensure that all

necessary items for provision of ministry are on

the assigned unit’s T/E. There are standardized

allowances for the CRP. The RMT needs to be

positioned where they will be best prepared to

provide both a proactive and responsive ministry.

Providing effective ministry depends upon the

RMT's level of mobility, and mobility in a combat environment is a must. Therefore, dedicated

transportation must be available at all times for

the RMT. The dedicated vehicle should be on the

unit T/E.

In a combat environment, religious service participation by Service members dramatically

increases over peacetime participation. One of the

challenges of combat ministry is the uncertainty

Leadership challenge:

Senior and supervisory chaplains must continue to address the importance of self-care,

care of the RMT, and care of the commanders

and senior personnel.
Religious Ministry in the United States Marine Corps ________________________________________________________ 6-7 

of the availability of musicians and instruments to

enhance worship occasions with music. While

MCCLL reports indicate that electronic music

players are effective tools for increasing participation within the worship tents, findings are that

worship DVDs, music CDs, and mp3 files played

from a laptop computer or mp3 player are the

most available and portable. 

Communication

The keys to communication in operational

religious ministry are information, location,

accessibility, and reporting. Information is the

content of communication. Commanders require

accurate and useful information to make informed

decisions regarding the levels of operational

religious ministry required. During any operation,

RMTs must be positioned where they are best

able to provide responsive ministry to emergent

needs and remain aware of the command’s

current status. The RMTs participate in the

command communication loop by keeping their

commanders and unit leaders informed of their

movements and locations. 

When the war begins, communications systems

can become degraded or cease functioning. There

is routinely no NIPRNET, landline, or cell phone

connectivity with combatant units. The SIPRNET

access is limited to key senior commands. To

ensure each RMT has a radio and each member of

the RMT is completely familiar with its operation,

it is essential for the RMTs to coordinate with the

J-6, G-6, and S-6. When using the commander’s

SIPRNET, chaplains should limit their communication to a “just the facts” basis via a

situation report. Official business within the DON

(including the Marine Corps) is via the Defense

Message System (DMS). The RMTs need to

familiarize themselves with the methods for

sending and retrieving message traffic in order to

communicate effectively with others. Video teleconferences, NIPRNET, and SIPRNET are valuable assets when the infrastructure is available.

Predeployment Preparation: 1 Month Away

Personnel

The following predeployment actions need to be

addressed 1 month away from deployment:

z Validate deploying RMT roster. 

z Provide the additional time-phased force and

deployment data input, if required. 

z Inspect deploying RMT personnel gear and

equipment at least 30 days before deployment.

z Obtain legal assistance for last minute issues. 

Training 

Training includes delivering and receiving briefs.

Combat stress (including suicide), ARC procedures, operational area religious and cultural

briefs, and CACO are examples of briefs that

RMTs should give. Force protection, tracking personnel casualty reports, knowledge of OPLANs

and HCA procedures, reporting require-ments and

note taking for AARs, and legal briefs on EPWs

are examples of training briefs that RMTs should

receive. Chaplains may assist with training for the

handling of EPWs (and law of war classes) and

work closely with CA personnel when such units

and detachments are assigned to Marine commands. Training and supervision is necessary if

EPWs are to be handled properly. Chaplains

Leadership challenge:

The essential command requirement to fully

staff, train, and supply the RMTs needs constant attention. Unfortunately, if RMTs have

not planned for all areas of personnel support

in advance of deployment, these areas will

probably not be taken care of before the unit

is in combat. Supervisory chaplains must

continue to repeat the positive message of

what the mission is and how the RMT is

prepared to carry out that mission.
6-8 ______________________________________________________________________________________________________ MCWP 6-12

should be involved in these training evolutions

and in the related law of war training classes.

Logistics

Effective RMTs plan and prepare for the next possible religious ministry task (short- and longrange) while taking care of the current need. Chaplains and RPs from higher echelons (e.g., MSC,

MEF) make a critical difference in the effectiveness and morale of operational level RMTs by

ensuring that they are resupplied and provided

relief and assistance during sustained or extended

operations. It is crucial that the units be properly

supplied for the particular needs of their mission.

The RMTs should not solely rely on electronic

means and Web sites to retrieve information while

deployed. Hardcopy paper documents will prove

invaluable as operations shift and RMTs are

required to move to smaller units. Documents can

include sermons, special services (e.g., memorial

services, prayers, emergency ministrations, burial

practices), and unclassified unit SOPs.

To ensure that adequate electronic equipment and

religious ministry documentation and transportation accompany deployed personnel, the following actions should be taken:

z Mount-out box inspection. The senior RP

deploying with the force, regiment, or unit

should inspect all mount-out boxes of subordinate units to ensure that RMTs bring enough

supplies for the entire unit for 60 days.

z Office equipment/deployable computers. Each

RMT should ensure that they have protection

from the environment for all electronic equipment and computers. 

z Transportation. The RMTs must verify dedicated vehicle usage, berthing, and group and/or

ministry tents with J-4, G-4, and S-4. To maintain operational religious ministry, RPs become

the RMT’s vital link for effective use of the

command logistic support and resupply network. By maintaining regular liaison with the

unit's logistic officer and supply personnel, RPs

ensure essential religious ministry supplies are

included in the command’s resupply network.

Deployment/Employment

The RMT, as staff for the commander, monitors,

assesses, and controls the religious ministry support for the unit and directs changes based on the

commander’s intent.

The commander and his staff, including the chaplain, will control current operations and plan and

direct future operations, including religious ministry. Religious ministry support includes a continuous presence for effective coordination and

availability of religious, ethical, and moral advice.

RMTs deployment/employment functions in combat are as follows:

z Religious ministry support includes ongoing

training of religious ministry personnel, as well

as a provision of religious services and

activities.

z Counseling services, religious and ethical

advice to staff and decisionmakers, and research on host nation and regional religious

cultural matters and their impact on command

operations are key to effective religious ministry operations.

z Knowledge of holy days and religious traditions is an invaluable tool for the commander.

(see Predeployment Preparation, 6 Months

Away paragraph on page 6-3).

z RMTs monitor religious ministry operations

and the religious climate within the operational

area for the commander.

z RMTs should continually assess the religious,

ethical, and moral climate of their command for

the purpose of updating command advisement,

future planning, and training requirements.

z Continuously planning for religious ministry

support enables the command to prioritize

transportation assets for RMT use.
Religious Ministry in the United States Marine Corps ________________________________________________________ 6-9 

z Whenever possible, RMTs should coordinate

transportation requirements and religious programs with other command activities. For

example, RMTs can coordinate with the air

planning board to use helicopters as “lifts of

opportunity.”

z Coordination and communication are critical to

ensure that urgent ministry requirements are

met through dedicated RMT transportation and

joint operational area assets.

z Two critical elements of RMT operational

mobility are—

 Ensuring commanders and small unit leaders

are informed regarding their RMT’s location

and schedule. Religious program specialists

should always liaison with the unit J-4, G-4,

and S-4 to obtain authorized and safe routes

for travel.

 Including RMTs in the communications network. The RMTs are best prepared to respond immediately to emergencies and

crises when they are positioned forward,

kept informed, remain in the communication

loop, and have transportation immediately

available.

z Senior and supervisory RMTs need to update

current estimates of religious ministry by

reviewing and confirming COAs in anticipation of ongoing operations and missions, advising, and disseminating adjusted plans and

orders related to religious ministry needs.

z Proper planning includes synchronizing actions

to established timelines and conditions and

advising commanders and their staff in planning efforts.

z Senior RMTs must continuously support subordinate RMTs in their primary mission of religious accommodation, compassionate pastoral

care, and command advisement. Religious

worship services, rites, sacraments, ordinances,

and counseling, are all a part of spiritual comfort, moral support, and encouragement to the

troops. For example, MCCLL and ministry

AARs from OIF indicated that memorial ceremonies are a critical activity in terms of effective grief and combat stress management,

potential impact on command mission, and

high-event visibility within and outside the

operational area. These critical ceremonies

have become a command function that are

overseen by the line, with the help and guidance of RMTs. Furthermore, these ceremonies

have become standardized and demonstrate the

importance in a combat setting of a comprehensive religious ministry plan, making worship opportunities and pastoral care available

to all members of the command. Assets need to

be coordinated by senior chaplains to ensure a

balance of faith coverage, always being mindful of the limited supply and high demand

assets (e.g., Roman Catholic, Orthodox Christians, Jewish, Muslim, female chaplains).

z Creative thinking and planning by chaplains

will allow for dynamic on-the-spot worship

opportunities, especially for small and dispersed units that are difficult for RMTs to visit

regularly.

z Chaplains should develop—specially for hostile and combat situations—several types, formats, and lengths of religious ministry programs. For example, “hip-pocket ministry”

talks, devotionals, scripture homilies, and faith

group specific brochures or small literature

guides:

 Fear.

 Courage.

 Leadership.

 God’s presence.

 God’s protection, life and death.

 “Going in harms way/through the Valley of

the Shadow of Death” prayer.

 Daily devotions.

 Spiritual growth.

 Thankfulness.

z Plans should also be made to support lay led or

personal times of devotion for individual

Marines and Sailors separated for long periods

from their RMT or lay leaders.

z If an RMT is to minister effectively to Marines

and Sailors in combat, they must be able to

reschedule worship opportunities at a moment’s

notice.
6-10 _____________________________________________________________________________________________________ MCWP 6-12

z When a Marine asks chaplain, what’s the good

word, the chaplain should be prepared with at

least one.

z Unit chaplains should have situational awareness regarding all Marines and Sailors in their

unit. In a combat environment, MCCLL have

shown that chaplains should be key players in

the receipt and delivery of ARC messages. To

allow optimal pastoral care, chaplains— 

 Arrange to routinely receive copies of all

ARC communications.

 Are routinely involved in the ARC notification process.

 Are kept informed regarding emergency

leave plans.

 Provide follow up with all personnel returning from emergency leave.

 Establish procedures that allow them to provide proper notification.

z Supervisory and unit RMTs must be analytical

and proactive. They must proactively identify

the religious, ethical, and moral needs of the

command. RMTs should:

 Research and interpret cultural and religious

factors pertinent to operations.

 Coordinate actions and/or operations where

lines of authority and responsibility overlap

and/or conflict in the operational area.

 Ensure that any change remains supportive

of current mission and intent, based on a 

continuing estimate of the situation.

 Acquire and communicate operational information about religious ministry needs continuously.

 Inform supervisors, decisionmakers, and other staff about factors that could affect a commander’s decision.

z RMTs should collaborate with medical officers, health care, and mental health providers to

coordinate the delivery of well planned redeployment briefs (i.e., WT and in-theater return

and reunion targeted for single and married

Marines and Sailors).

Note: After action reports indicate that return and

reunion briefs delivered by the unit chaplain to

his unit Marines and Sailors are often better received than those delivered by chaplains from

other units. However, if the unit chaplain is not

available, RMTs from other units with theaterawareness are better received than “outside” experts. The RMTs should coordinate with the unit

FRO and their home base MCCS counselors to

set-up spouses’ return and reunion briefs.

Nongovernmental Organizations Support

Proactive coordination and positive working relationships with NGOs can enhance successful crisis

response or limited contingency operations. However, it is the civil affairs officers, not chaplains,

who are trained and prepared to affect NGO coordination. When directed, the RMT can establish

and maintain positive relationships with NGOs,

enabling commanders to identify possible answers

for emerging support requirements that fall outside

command resources or authority (e.g., support of

migrants, evacuees). When working with civil

affairs officers or public affairs officers, chaplains

can assist commanders in matching resources with

requirements. However, tasking RMTs with total

responsibility for coordination with NGOs efforts

can detract from their main effort to provide religious ministry to their commands.

The RMTs can advise their commanders concerning emerging religious ministry requirements and

the need for additional NGO support when an

operation involves evacuation or support of displaced persons. Early identification of support

requirements that fall outside the assets, capabilities, legal restrictions, or limits of the force or

command could prove critical in identifying and

mobilizing NGOs and other resources. A chaplain’s experiences and working relationships with
Religious Ministry in the United States Marine Corps _______________________________________________________ 6-11 

NGOs can be vital assets for the commander.

When directed, chaplains can facilitate support

and working relationships with NGOs on-site

and/or in country.

Crisis Response or 

Limited Contingency Operations

Crisis response or limited contingency operations are typically limited in scope and scale and

conducted to achieve a very specific objective in

an operational area. These operations are generally part of stability operations and may be conducted as stand-alone operations in response to a

crisis or executed as an element of a larger, more

complex joint campaign or operation. Typical crisis response and limited contingency operations

include noncombatant evacuation operations,

peace operations, foreign humanitarian assistance, recovery operations, consequence management, strikes, raids, homeland defense operations,

and civil support operations. During crisis

response or limited contingency operations,

RMTs will have a variety of roles to play in providing a ministry of presence, day-to-day outand-about visitations (deckplate ministry), and

advising the commander (see JP 3-0 for further

guidance). Crisis response and limited contingency operations overseas will likely involve

multinational operations (see JP 3-16, Multinational Operations).

In any setting—homeland defense, overseas,

national, or multinational—decisionmakers may

seek the expertise of senior chaplains; therefore,

it is becoming important for chaplains to receive

training in terrorist ideology and religious attitudes. Senior chaplains who have received joint

PME and/or have some strategic level training

and experience may be in a position to advise his

commander in crisis response and civil support

scenarios. Training may be obtained from the

Occupational Safety and Health Administration

Web site and the National Incident Management

System Community Web site. Additional training may be obtained from the Emergency Management Institute’s Independent Study Office.

The Naval Chaplains School also offers two

courses that help develop professional competency in providing senior level oversight in crisis

response situations—the Senior Supervisory

Chaplains Course and the Strategic/Joint Chaplains Course.

Religious Support to 

Civil Affairs and Humanitarian 

and Civic Assistance Operations

The focus of civil affairs is to engage the civil

component of the operational environment by

assessing, monitoring, protecting, reinforcing,

establishing, and transitioning—both actively and

passively—political, economic, and information

(social and cultural) institutions to achieve

national goals and objectives at the strategic,

operational, and tactical levels of operation, both

abroad and at home. The DODD 3025.1, Military Support to Civil Authorities, and DODD

3025.15, Military Assistance to Civil Authorities,

describe support of military units in civilian settings and situations. Much of this response

addresses the calculated use of violence, or threat

of violence, to instill fear or to intimidate governments or societies in the pursuit of goals that are

generally political, religious, or ideological.

Military support and assistance to civil authorities

is an area of emerging importance to combatant

commanders. The United States Northern Command (USNORTHCOM) was established October 1, 2002, to provide command and control of

DOD homeland defense efforts and to coordinate
6-12 _____________________________________________________________________________________________________ MCWP 6-12

defense support of civil authorities. The

USNORTHCOM defends America’s homeland

by protecting our people, national power, and

freedom of action. Its specific missions are to—

z Conduct operations to deter, prevent, and

defeat threats and aggression aimed at the

United States and its territories and interests

within the assigned operational area. 

z Provide defense support of civil authorities,

including consequence management operations, as directed by the President or Secretary

of Defense.

The RMTs will play an increasingly important

role in response to civil emergencies and disasters. Hurricane Katrina in the continental United

States and Operation Unified Assistance tsunami

relief in Southeast Asia were two such disasters

where RMTs provided religious ministry in support of military humanitarian assistance operations. The RMTs should become familiar with the

following publications on civil affairs and HCA:

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

z FM 100-23, Peace Operations.

z SECNAVINST 3006.2, Department of the

Navy Implementing Procedures for the Humanitarian and Civic Assistance (HCA) Program.

Peace Building

Joint Publication 3-0 indicates that peace building

takes place during crisis response and stability

operations. The ultimate measure of success in

peace building is political, not military. The RMTs

play a supporting role in peace building through

the sustainment functions provided to personnel.

When directed, RMTs in combat or deployment

status have far-reaching opportunities to assist

with NGOs, civil affairs, disaster relief, stability,

and peace building operations.

Because peace and humanitarian relief operations appear to be a form of intervention that the

US military will continue to undertake in the

future, it is prudent to acknowledge the possibility that these particular missions may require

chaplains to perform nontraditional activities.

Chaplains can become constructive participants

in the military/NGO interactions that characterize these kinds of missions. Participation of the

RMTs in military/NGO interactions is just as crucial to the commander in strategic planning as

that of the civil affairs teams. The RMTs should

carefully evaluate their roles in these unusual

operations, with the chaplain always mindful of

the preservation of noncombatant status.

At the strategic and operational levels of operation, application of civil affairs operations or

activities can mitigate the need for the application

of other military operations in crisis response.

The RMTs should plan appropriate responses for

requests to join these efforts (see MCO 3440.7A,

Marine Corps Support to Civil Authorities).

Postdeployment Programs

The RMTs will ensure that the command postdeployment programs target a wide-range of safe

return issues, including the adjustment to redeployment stressors that are common (e.g., adjustments to life at home, changes in work locations

and schedules, separation from comrades), and

stress reactions that are cause for concern and

treatment. The RMTs should become very familiar

with PTSD signs, symptoms, and wide-range of

assistance options, beginning with Navy medicine.

Unit classes should be developed, along with

individual sessions for Marines and Sailors who

are transferring, IAs who are demobilizing, and

those who are separating from active duty service. The classes provide a forum to discuss both

common and uncommon postdeployment experiences in a safe and helping environment. Pastoral
Religious Ministry in the United States Marine Corps _______________________________________________________ 6-13 

ministry and making necessary referrals is the

focus of the unit’s RMT during this phase of

postdeployment operations.

Followup postdeployment WT briefs should be

planned and delivered 60—120 days after the

unit returns. The recommended briefs are found

on the COSC Web site (under Military Life,

Combat Operational Stress, and COSC briefs)

and focus on combat and operational stress

reactions. The Web site’s COSC briefs should be

customized to include both inherent and outside

local Navy medical providers, the Veterans

Administration, MCCS, L.I.N.K.S., and the

family readiness programs.

Marine Corps Combat 

Operational Stress Control Program

The COSC Program is mandated for all Services

and combatant commands by DODD 6490.5,

Combat Stress Control Programs. The Marine

Corps has a comprehensive program to prevent,

identify, and effectively manage stress problems.

The goals of COSC are to maintain force readiness, contribute to combat effectiveness, and preserve and restore the mental health of Marines

and their family members.

Combat and operational stress control is the

responsibility of military leaders at all levels, with

support from medical personnel, chaplains, and

mental health personnel. Marine Corps coordination is administered by the COSC team in the Personal and Family Readiness Division, Manpower

and Reserve Affairs Department, HQMC. The

Marine Operational Stress Training (MOST) Program is an integrated package of educational

briefs, preventive interventions, and health assessments delivered to Marines throughout each

deployment cycle—from predeployment through

postdeployment. Two significant tools that leaders should be familiar with are the stress continuum model and the stress decision matrix.

One specific program, Operational Stress Control

and Readiness (OSCAR), embeds mental health

professionals, along with Navy psychiatric technicians and Marine staff noncommissioned officers,

in ground combat units. The OSCAR program is

based on the principles of community mental

health, with the goals of primary prevention, early

identification, and reducing barriers to appropriate care of operational stress problems. Chaplains

may serve with OSCAR teams as a collateral duty

and should acquire the requisite training.

The WT and return and reunion briefs are two

components of the HQMC COSC Program that

provide end-of-deployment normalization and

education briefs for Marines and their spouses to

prepare them for homecoming and reunion.

Delivered by unit leadership, RMTs, medical personnel, WT, and return and reunion were originally developed by chaplains as programs of

ministry to Marine operating forces and have

been a major contributor to the COSC effort.

Indicators of the measures of the effectiveness of

the Marine Corps COSC Program include the

rates of suicide, divorce, domestic violence, end

of active service attrition, and drug and alcohol

abuse. Elevated indicators should cause the RMT

to review the current program schedule and

incorporate the needed adjustments. Further

information on the COSC Program may be found

in the MCRP 6-11C.
CHAPTER 7

TRAINING, PROFESSIONAL MILITARY

EDUCATION, AND RESOURCE SUPPORT

Professional Competence and Training

A comprehensive training and PME program ensures that RMTs are prepared to meet the unique

religious ministry requirements of CCDRs, military members, and their families.

Professional competencies are improved and

expanded by PME. As a professional staff corps,

the Chaplain Corps must ensure that its members

maintain the competencies required by the

PDTCs, PDTWs, PME seminars, and regional

training designed to educate RMT members in

the most current trends in institutional ministry.

Certain billets require specific professional qualifications identified as subspecialty codes. Billet

subspecialty codes identify certain billets as

requiring chaplains with specialized skills. A subspecialty is a Navy officer manpower classification defined by an operational, technical, or

managerial field of interest, which requires specialized professional skills or knowledge. Professional subspecialty codes for chaplains and NECs

for RPs are obtained through a combination of

education, training, and/or experience.

Naval Chaplains School Courses

As Director of Religious Ministries for the DON,

the Chief of Chaplains directs the professional

development, education, and training of chaplains,

Chaplain Candidate Program Officers (CCPOs),

and RPs. Under the supervision of the Chief of

Naval Education and Training, the mission of the

Naval Chaplains School is to develop, implement,

and evaluate appropriate curricula to educate and

train chaplains and CCPOs.

Naval Chaplains School exists to prepare Navy

chaplains for institutional ministry and professional leadership throughout and beyond the sea

services. This mission is accomplished through a

variety of resident, nonresident, and virtual

courses designed to support chaplains throughout

their careers—from preaccession to retirement.

Existing courses at the Naval Chaplains School

are being revised to support emerging needs cited

by commanders. The Naval Chaplains School

coordinates the annual PDTC, along with numerous PDTWs, covering a variety of topics that

meet identified training requirements. Current

course information can be found at the Naval

Chaplains School Web site on NKO.

Chaplain Corps Officer Training

Chaplain Corps officer training is designed to

ensure progressive professional development,

while meeting identified ministry requirements.

Formal training and professional education begin

with accession-level training and continue

throughout each officer’s career. The training and

education system includes Navy officer leadership continuum courses, Chaplain Corps resident

training courses, PDTCs, PDTWs, postgraduate

education, local or regional professional military

education, distance learning, and other training

initiatives. The Doctor of Ministry in Military

Ministry Degree is a voluntary program designed

to further enhance the chaplain’s ability for ministry in the military setting (visit the NKO Web

site for guidance).
7-2 ______________________________________________________________________________________________________ MCWP 6-12

Emerging trends may necessitate changes in the

delivery of religious ministry and require new

training initiatives. When this happens, the Chaplain Corps develops the policy, doctrine, requirements, and standards to meet these needs. These

become the basis for Corps-wide training. Once

job requirements are established and training is

offered, chaplains and RPs are accountable for

meeting these standards.

The Naval Education and Training Professional

Development and Technology Center maintains a

database that records satisfactory completion of

formal training courses. Subspecialty codes, additional qualification designators, earned degrees,

and professional credentials are documented in

each officer’s service record. 

Religious Program Specialist Training

Religious program specialists receive the training necessary to become, and remain, proficient

in their skills and knowledge. In addition to qualifying to the unit’s T/O specifications, RPs may be

required by the command to complete additional

administrative and computer training as needed.

All RPs may attend the following schools:

z Religious program specialist A school. Computer-based training (approximately 20 days to

complete) on approximately 25 topics, including religious accommodation, the supply system, correspondence, and the ROF.

z CREST. Provides expeditionary or operational

training.

z Religious program specialist F school. 3-week,

mid-manager (E5-E6) mobile course on how to

prepare and conduct briefings, management of

religious education, manpower, personnel

management, writing correspondence, and

facilities management.

z Navy leadership continuum courses. Navy

leadership continuum courses required for

advance in rate.

Training and Readiness Manual

All RMTs are encouraged to become familiar

with, and use, MCO P3500.44A. The purpose of

the Marine Corps Ground Training and Readiness (T&R) Program is to provide the commander with training standards for all ground

personnel. The goal is to develop RMT knowledge, skills, and abilities for ministry in expeditionary environments. The performance standards

are designed to ensure proficiency in core

competencies. An effective T&R Program is the

first step in providing a commander with an RMT

capable of providing religious ministry in support

of a unit’s wartime mission. The T&R Program

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

both unit and RMT mission-essential tasks. 

Guidance for all training and evaluation in the

Marine Corps, from entry level training at formal

schools (such as CREST) to advanced PME for

senior enlisted and officers, is found in what are

called the cornerstone orders. All training and

evaluation programs throughout the Marine Corps

were designed and based on the guidance

provided in the following cornerstone orders:

z MCO 1553.1B, The Marine Corps Training

and Education System.

z MCO 1553.2A, Management for Marine Corps

Formal Schools and Training Detachments.

z MCO 1553.3A, Unit Training Management.

z MCO 1553.4B, Professional Military Education.

Chaplain and 

Religious Program Specialist 

Expeditionary Skills Training Course 

To meet increasing demands placed on the RMTs

serving with the FMF, the CMC established

CREST in 1996 to provide accession-level
Religious Ministry in the United States Marine Corps ________________________________________________________ 7-3 

training in combat survivability, mobility, and

field operations.

The mission of CREST is to train chaplains and

RPs to provide effective religious ministry to

Marines and Sailors in an expeditionary and combat environment. The CREST program emphasizes Marine Corps orientation, common combat

skills, physical training and conditioning, field

ministry support, religious ministry expeditionary logistics, and religious ministry support for

Marine Corps combat operations. Navy RPs also

receive Marine Corps Martial Arts Program training, weapons familiarization, and HMMWV permit instruction.

The CREST program is 35 training days (approximately 7 weeks) for RPs and 22 training days

(approximately 4 weeks) for chaplains. Being a

formal Marine Corps school, the Director of

CREST reports to TECOM. The CREST program is presently collocated at Camp Johnson,

NC, with the Field Medical Service School (East),

where it receives administrative, logistical, and

instructional support. The NEC 2401 may be

awarded to RPs upon successful completion of the

CREST course. Additionally, the NEC 2401 may

be awarded to RPs who laterally convert from the

Marine Corps (see NAVPERS 18068F, Navy

Enlisted Classifications, chap. 4).

Command Religious 

Program Personnel Training

Trained volunteers are essential RMT members

for many CRPs. Local training prepares CRP volunteers for specific roles within their local CRP.

Chaplains and RPs are the primary coordinators

for local CRP volunteer training. Volunteer training programs are developed with the same intentions as prescribed military training for chaplains

and RPs. Training requirements, standards, and

conditions for volunteer training programs are

defined to meet the identified command needs for

all personnel who serve the CRP.

Ecclesiastical/Religious Qualifications

Religious organizations require their clergy to

maintain professional standards, competencies,

and/or other qualifications that relate to their

position as RMPs and the delivery of ministry in

the military setting. These ecclesiastical and religious standards are met through continuing education units, annual conferences and meetings,

and professional retreats and seminars. As RMPs,

chaplains have the following ecclesiastical/religious development needs and requirements:

z Spiritual growth and renewal (retreats and religious conferences).

z Intellectual growth (continuing education programs).

z Preaching and teaching aspects of religious

ministry (study and preparation as a part of the

daily or weekly routine).

Individual chaplains must be proactive in pursuing

their own ecclesiastical/religious development.

Chaplains are authorized official travel orders for

the maintenance of their ecclesiastical/religious

credentials when such travel complies with the

current DON travel requirements and restrictions.

Command and Staff College

Distance Education Program

The College of Continuing Education (CCE),

under TECOM, is the Marine Corps’ college for

supporting and advancing the new Expeditionary Warfare School for Distance Education

Program (EWSDEP) 8650 and the Command

and Staff College for Distance Education

Program (CSCDEP) 8800. The EWSDEP course

is generally for lieutenants and the CSCDEP is

generally for lieutenant commanders or commanders. Successful completion of the CSCDEP

will credit an officer with Joint PME Phase I

credit and will help in future assignment to joint

billets. Because not all officers have the opportunity to attend a resident PME school, the CCE
7-4 ______________________________________________________________________________________________________ MCWP 6-12

delivers PME support to Marines and Sailors

throughout the world via a network of satellite

campuses. The CCE’s main campus is located

aboard MCB, Quantico, VA. The CCE satellite

campuses are located at MCBs Lejeune, Pendleton, Hawaii, Butler (Okinawa) and Quantico;

Marine Corps Air Station Miramar; and Naval

Air Station, Pensacola. The seminar programs

for both the EWSDEP and CSCDEP take 2

academic years to complete.

Joint Training

As joint training and education opportunities

develop and expand, the role of chaplains and

RPs will continue to be reshaped and defined.

Complete integration of the RMT role in such

training is essential for effective and efficient

religious ministry for joint operations. InterService dialogue and planning for integrated

RMT training will continue to expand to meet the

emerging requirements. As joint doctrine is

developed and revised, the religious ministry

requirements will be identified and defined.

Cooperation between Service component commanders and CCDRs will facilitate training and

preparation for the role of religious ministry in

humanitarian assistance, disaster relief, crisis

response, or limited contingency operations. Joint

training is not so much learning new roles, but

training Service-specific RMT ministry skills to

meet joint and multinational requirements.

Fleet Marine Force 

Qualified Officer Program

The OPNAVINST 1414.6, Fleet Marine Force

Qualified Officer Program, identifies the

requirements for the Personnel Qualification

Standard (PQS) for the Fleet Marine Force

Qualified Officer (FMFQO) Program. Naval

officers assigned to the operating forces of the

FMF—MARFORs, MEF components, MARDIV,

MAW, MLG, and MEU—may earn the FMFQO

designation upon meeting all requirements

prescribed in the cited instruction. Attainment of

the FMFQO designation for a Navy officer

signifies an achieved level of excellence and

proficiency in Marine Corps operations. This

designation indicates a fundamental understanding of a MAGTF and its components. The

FMFQO insignia signifies additional general

knowledge that enhances a chaplain’s understanding and role in warfighting, mission effectiveness, and command survivability. The badge

worn by Chaplains is distinguished from the one

worn by the medical community by the absence

of the crossed rifles.

Navy Enlisted Fleet Marine 

Force Warfare Specialist Program

All RPs serving with FMF units are required to

qualify as Enlisted Fleet Marine Force Warfare

Specialists (EFMFWSs). The OPNAVINST

1414.4B, Navy Enlisted Fleet Marine Force Warfare Specialist Program, outlines the specific

requirements of this designator. The FMF insignia designates that Sailors have acquired knowledge that enhances their understanding of

warfighting, mission effectiveness, and command survivability. The FMF designator is mandatory for all active duty E-1 and above personnel permanently assigned to a Marine Corps

command and who meet the eligibility requirements set forth in the instruction. Other enlisted

active duty personnel and Selected Reservists

may qualify for the FMF designator if they meet

eligibility requirement.

Armed Forces Chaplains Board

The Armed Forces Chaplains Board (AFCB) is

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

Force, and Navy and the executive director (nonvoting administrator). The AFCB chair rotates

among the Services, as does the assignment of

executive director, who is the board’s only fulltime chaplain staff member.

The AFCB advises the Secretary of Defense—

through the Office of the Deputy Under Secretary of Defense for Military Personnel Policy—

on religious, ethical, moral, and ecclesiastical

matters and coordinates religious ministry activities and polices within the chaplaincies of the

Military Services (see DODI 5120.08, Armed

Forces Chaplains Board Charter).

Naval Support Branch, Logistics 

Integration Division, Capabilities 

Development Directorate, MCCDC

Marine Corps Combat Development Command

religious ministries doctrine officer functions as

an action officer for doctrine development of

religious ministries. In consultation with the Chief

of Chaplains, the Chaplain of the Marine Corps,

and the force chaplain at MARFORCOM (who

serves as the proponent for religious ministry

doctrine and publications), the religious ministries

doctrine officer develops doctrinal products and

distributes them to RMTs in the operating forces.

This includes performing and providing coordination for the development of procedures,

concepts, strategies, support items, and equipment

employed in CRPs throughout the Marine Corps

for the spiritual, moral, physical, and psychological rigors to be faced on future battlefields.

Additionally, the Naval Support Branch provides

subject matter expertise and technical advice to

the Chief of Chaplains, the Chaplain of the

Marine Corps, the Naval Chaplains School, and

the AFCB.

Training and Education Command, MCCDC

Located at MCCDC, TECOM functions as a

training agency, providing support, personnel,

facilities, and resources to the Chief of Chaplains

in meeting training requirements and standards.

The TECOM assists the Chief of Chaplains, the

Chaplain of the Marine Corps, and the Chaplain

Corps’ Professional Development Officer (Chief

of Naval Operations [CNO] N977) in the development, assessment, and administration of

required training events as detailed in MCO

P3500.44A. The TECOM also has Marine Corps

Recruiting Depots at San Diego, CA, and Parris

Island, NC; the MAGTF Training Command in

Twentynine Palms, CA, and the Mountain Warfare Training Center in Bridgeport, CA, under

their cognizance.

Navy Knowledge Online

All RMTs are required to register on the NKO

Web site to receive the latest news items from the

Chaplain of the Marine Corps and adequately

manage their careers. Registration may be completed by logging into the Web site and following the directions.
Page number

CLASSIFICATION

APPENDIX A

COMMANDANT OF THE

MARINE CORPS MEMORANDUM
A-2 _____________________________________________________________________________________________________ MCWP 6-12
APPENDIX B

RESERVE MOBILIZATION PROCESS FOR

RESERVISTS ON UNIT TABLE OF ORGANIZATION

Coordinates requirements with MSCs and submits

proposal in response to MARFOR tasking

MEF

MARDIV MLG MAW

MARFOR MARFORRES

NOSC

MOB Center - New Orleans

OPNAV N3/5 MOB Cell

Manpower & Res. Affairs

/ CMC MPP-60

Final USN Validation

USMC tracks

by USMC RTN

USMC Validation

Begins with DMS

Message + MRTM

(Manpower

Requirement

Tracking Module)

NMPS

Combatant Commander Receives Personnel

USN tracks

by MOB Event #

Fill Requirements

Write Orders

Total Force Structure/PP&O

Organizational Coordination

Navy Tracking

Coordination

Marine Corps Tracking

Key:

CMC = Commandant of the Marine Corps

DMS = Defense Message System

MARDIV = Marine division

MARFOR = Marine Corps forces

MARFORRES = United States Marine Corps 

Forces, Reserve

MAW = Marine aircraft wing

MEF = Marine expeditionary force

MLG = Marine logistics group

MOB = mobilization 

MPP = Manpower, Plans, Programs, and Budget

MRTM = Manpower Requirement Tracking

Module

MSC = major subordinate command

NMPS = naval mobilization processing site

NOSC = Naval Operation Support Center

OPNAV = Office of the Chief of Naval 

Operations

PP&O = Plans, Policies and Operations

RTN = requirement tracking number

USMC = United States Marine Corps

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 provide 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 provide narrative input. See figure C-1 for a complete breakdown of survey 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% considered 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.

Figure C-1. Participants by Rank.

Field Grade Officers

6%

Company

Grade Officers

19%

Staff

Noncommissioned

Officers

26%

Noncommissioned

Officers

31%

Junior Enlisted

18%
C-2 _____________________________________________________________________________________________________ MCWP 6-12

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.

Figure C-2. Quality of Interaction with Chaplain.

Negative

2%

Neutral

34%

Somewhat positive

24%

Positive

40%

Somewhat negative

(less than 1%)
Religious Ministry in the United States Marine Corps ________________________________________________________ C-3 

Broad Conclusions for Ministry Applications

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

priorities:

z Chaplains need to be with Marines. The ministry goal of presence is to establish 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 ministry 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

ADSW. . . . . . . . . . . .active duty for special work

ADT . . . . . . . . . . . . . . . . .active duty for training

AFCB . . . . . . . . . Armed Forces Chaplains Board

AMD . . . . . . . . . . Activity Manpower Document

ARC. . . . . . . . . . . . . . . . . . . American Red Cross

ATP. . . . . . . . . . . . . . . .additional training period

BUPERSINST . . . . . . . . . . . . . . Bureau of Naval

Personnel Instruction

CA. . . . . . . . . . . . . . . . . . . . . . . chaplain assistant

CACO . . . . . . . . . casualty assistance calls officer

CCDR.. . . . . . . . . . . . . . . . combatant commander

CCE. . . . . . . . . .College of Continuing Education

CCPO . . . . .Chaplain Candidate Program Officer

CMC . . . . . . . .Commandant of the Marine Corps

CNO . . . . . . . . . . . . . . Chief of Naval Operations

COA. . . . . . . . . . . . . . . . . . . . . . . course of action

COMNAVRESFORCOM . . . . . . .. Commander, 

Naval Reserve Forces Command

COMREL . . . . . . . . . . . . . . .community relations

COSC. . . . . . . . .combat operational stress control

CREDO. . . . . . . . . . . . . . . . . Chaplains Religious

Enrichment Development Operation

CREST. . . . . . . . Chaplain and Religious Program

Specialist Expeditionary Skills Training

CRP. . . . . . . . . . . . . command religious program

CSCDEP. . . . . . . . . Command and Staff College 

for Distance Education Program

DEERS . . . . . . . . . . . . . . . . . Defense Enrollment

Eligibility Reporting System

DMS . . . . . . . . . . . . . . .Defense Message System

DOD . . . . . . . . . . . . . . . . .Department of Defense

DODD. . . . . . . . Department of Defense directive

DODI. . . . . . . Department of Defense instruction

DON.. . . . . . . . . . . . . . . .Department of the Navy

DRRS. . . . . Defense Readiness Reporting System

EFM . . . . .Exceptional Family Member Program

EFMFWS. . . . . . . . . . . . . . .Enlisted Fleet Marine

Force Warfare Specialist

EPW. . . . . . . . . . . . . . . . . . enemy prisoner of war

ESORTS . . . . . . . . . . . . . . . . .Enhanced Status of 

Resources and Training System

EWSDEP. . . . . Expeditionary Warfare School for

Distance Education Program

FAP. . . . . . . . . . . . . . Family Advocacy Program

FMF. . . . . . . . . . . . . . . . . . . . .Fleet Marine Force

FMFQO. . . . . . . . . . . . . . . . . .Fleet Marine Force 

Qualified Officer

FRAGO. . . . . . . . . . . . . . . . . . .fragmentary order

FRO. . . . . . . . . . . . . . . . . family readiness officer

G-1 . . . . . . . . . . . . . . . . . . . . . . brigade or higher 

manpower staff officer

G-3 . . . . . . . . . . . . . . . . . . . . . . brigade or higher 

operations staff officer

G-4 . . . . . . . . . . . . . . . . . . . . . . brigade or higher 

logistics staff officer

G-6 . . . . . . . . . . . . . . . . . . . . . . brigade or higher

communications system staff officer

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

HCA. . . . . . . . . humanitarian and civic assistance

HMMWV.. . . . . . . . . . . . . . . . . . . . high mobility

multipurpose wheeled vehicle

HQMC . . . . . . . . . . .Headquarters, Marine Corps

IA . . . . . . . . . . . . . . . . . . . . individual augmentee

IDT . . . . . . . . . . . . . . . . . . . inactive duty training

IDTT . . . . . . inactive duty for training with travel

J-3 . . . . . . . . . . . . . . . . operations directorate of a

joint staff; operations staff section

J-4 . . . . . . . . . . . . . . . . . . logistics directorate of a

joint staff; logistics staff section

J-6 . . . . . . . . . . . . . . . . . . communications system 

directorate of a joint staff

JMETL . . . . . . . . joint mission-essential task list

JP. . . . . . . . . . . . . . . . . . . . . . . . . joint publication

LCE. . . . . . . . . . . . . . . . logistics combat element

L.I.N.K.S. . . . . . . . . . . . . . . . Lifestyles, Insights,

Networking, Knowledge, and Skills
Glossary-2 _____________________________________________________________________________________________ MCWP 6-12

M4L . . . . . . . . . . . . . . . . . . . . . . .Marine for Life

MAGTF. . . . . . . . . . Marine air-ground task force

MARDIV. . . . . . . . . . . . . . . . . . . Marine division

MARFOR . . . . . . . . . . . . . . .Marine Corps forces

MARFORCOM . . . . . . . . . United States Marine

Corps Forces Command

MARFORPAC . . . . . . . . . ..United States Marine

Corps Forces, Pacific

MARFORRES. . . . . . . . . . ..United States Marine

Corps Forces, Reserve

MAW . . . . . . . . . . . . . . . . . .Marine aircraft wing

MCB.. . . . . . . . . . . . . . . . . . . . Marine Corps base

MCBul . . . . . . . . . . . . . . . Marine Corps bulletin

MCCDC. . . . . . . . . . . . . . . Marine Corps Combat 

Development Command

MCCLL. . . . . . . . . . . . . . . . . . . . . . Marine Corps

Center for Lessons Learned

MCCS. . . . . .Marine Corps Community Services

MCDP . . . . . .Marine Corps doctrinal publication

MCFTB. . . . . . . . . . . . . . . . . . . . . .Marine Corps

Family Team Building

MCMP . . . . . .Marine Corps Mentoring Program

MCO . . . . . . . . . . . . . . . . . . . .Marine Corps order

MCRP . . . . . .Marine Corps reference publication

MCT . . . . . . . . . . . . .Marine Corps Tactical Task

MCTL . . . . . . . . . . . . . . . . Marine Corps task list

MCWP . . . . . . . . . . . . . . . . . . . . . . Marine Corps

warfighting publication

MEF. . . . . . . . . . . . . . Marine expeditionary force

MEFREL... . . . . . . . . . . . . . Marine expeditionary

force, religious

MET . . . . . . . . . . . . . . . . . .mission-essential task

METL . . . . . . . . . . . . . .mission-essential task list

MEU.. . . . . . . . . . . . . . Marine expeditionary unit

MILPERSMAN . . . . . military personnel manual

MLG.. . . . . . . . . . . . . . . . Marine logistics group

MOS . . . . . . . . . . military occupational specialty

MOST . . . . . .Marine Operational Stress Training

MSC . . . . . . . . . . . . major subordinate command

NAVMC DIR.. . . . . . . . . . . . Navy/Marine Corps

departmental publication directive

NAVPERS . . . . . . . . . . . . . . . . . . . naval military

personnel manual

NEC . . . . . . . . . . . . .Navy enlisted classification

NESA . . . . . . . . . . Noble Eagle Sailor Advocacy

NGO . . . . . . . . . . .nongovernmental organization

NIPRNET.. . . . . . . . . . . . . . . Non-Secure Internet

Protocol Router Network

NKO . . . . . . . . . . . . . . . Navy Knowledge Online

NOSC . . . . . . . Navy Operational Support Center

NR. . . . . . . . . . . . . . . . . . . . . . . . . . Navy Reserve

O&M. . . . . . . . . . . . . .operation and maintenance

OCONUS . . . . . . . . . . . . . . . . . . . . . . outside the 

continental United States

OEF. . . . . . . . . . . . Operation Enduring Freedom

OIC . . . . . . . . . . . . . . . . . . . . . . . officer in charge

OIF. . . . . . . . . . . . . . . . . Operation Iraqi Freedom

OPLAN . . . . . . . . . . . . . . . . . . . . . .operation plan

OPNAVINST.. . . . . . . . . . . . . . . . Chief of Naval 

Operations instruction

OPORD. . . . . . . . . . . . . . . . . . . . . operation order

OSCAR . . . . . . . . . . . . . . . . . . Operational Stress

Control and Readiness

PDTC . . . . . . . . . . . . . . . . . . . . . . . . Professional

Development Training Course

PDTW . . . . . . . . . . . . . . . . . . . . . . . . Professional

Development Training Workshop

PME. . . . . . . . . . . professional military education

PQS . . . . . . . . . Personnel Qualification Standard

PREP. . . . . . . . . . . . . . . . . . . . . . . Prevention and

Relationship Enhancement Programs

PRP. . . . . . . . . . . . . . personnel recovery platoon

PTSD. . . . . . . . . . . . posttraumatic stress disorder

RMP. . . . . . . . . . . .religious ministry professional

RMT.. . . . . . . . . . . . . . . . religious ministry team

RO. . . . . . . . . . . . . . . . . . . . . . responsible officer

ROF. . . . . . . . . . . . . . . . . .religious offering fund

RP.. . . . . . . . . . . . . . . religious program specialist

S-1. . . . . . . battalion or regiment manpower staff

S-3. . . . . . . battalion or regiment operations staff

S-4. . . . . . . . . battalion or regiment logistics staff

S-6. . . . . . . . . . . . . . . . . . . . battalion or regiment

communications system staff

SAPR . . . . . . . . . . . . . . . . . . . . . . . sexual assault 

prevention and response

SECNAVINST . . . . . . . . . . . . . . Secretary of the

Navy instruction

SIPRNET . . . . . . . . . . . . . . . . .SECRET Internet

Protocol Router Network

SMCR . . . . . . . . . Selected Marine Corps Reserve

SOP . . . . . . . . . . . . .standing operating procedure

SORTS . . . . . . . . . . . . . . . . . Status of Resources

and Training System

SSTP . . . . . . . .surgical shock and trauma platoon
Religious Ministry in the United States Marine Corps _______________________________________________ Glossary-3 

T/E . . . . . . . . . . . . . . . . . . . . . table of equipment

TECOM . . . . .Training and Education Command

T/O . . . . . . . . . . . . . . . . . . . table of organization

T&R . . . . . . . . . . . . . . . . . .training and readiness

UCMJ . . . . . . . Uniform Code of Military Justice

US . . . . . . . . . . . . . . . . . . . . . . . . . . United States

USNORTHCOM . . . . . . . . . . . . . . United States

Northern Command

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

WT . . . . . . . . . . . . . . . . . . . . . . warrior transition
Glossary-4 _____________________________________________________________________________________________ MCWP 6-12

SECTION II. DEFINITIONS

assault support request—The method for

requesting lifts of opportunity from operational

area assault aircraft to move between camp and

bases. Usually requires 3 to 7 days advance planning and approval.

clergy—As used in doctrine publications, refers

to all professionally qualified religious leaders/

representatives endorsed by religious faith groups

for chaplaincy in both the military and civilian

sector.

Coalition—An ad hoc arrangement between two

or more nations for common action. (JP 1-02)

combatant command chaplain—The senior

chaplain assigned to the staff of, or designated

by, the combatant commander to provide advice

on religion, ethics, and morale of assigned personnel and to coordinate religious ministries

within the combatant commander’s area of

responsibility. (JP 1-02)

command advisory task—A task to advise and

provide counsel to the commander on personal,

family, and unit readiness, including the religious ministry mission and requirements, morale,

moral and ethical issues, core values, and religious ministry personnel, resources, and logistics.

command chaplain—The senior chaplain

assigned to or designated by a commander of a

staff, command, or unit. (JP 1-02)

command religious program—A program that

provides religious ministry support that is

planned, programmed, budgeted, and implemented to meet identified religious ministry support requirements. Also called CRP.

commander’s intent—A concise expression of

the purpose of the operation and the desired end

state. It may also include the commander’s assessment of the adversary commander’s intent and an

assessment of where and how much risk is acceptable during the operation. (JP 1-02) A commander’s clear, concise articulation of the

purpose(s) behind one or more tasks assigned to a

subordinate. It is one of two parts of every mission statement which guides the exercise of initiative in the absence of instructions. (MCRP 5-12C)

commander’s planning guidance—Directions

and/or instructions which focus the staff’s course

of action development during the planning process.

(MCRP 5-12C)

confidential—The acts of religion, matters of

conscience, and any other information conveyed

secretly or in confidence to a chaplain or religious program specialist serving in their official

capacities as a religious ministry team. Confidential communication may be conveyed through

oral or written means, including electronically.

course of action—1. Any sequence of activities

that an individual or unit may follow. A possible

plan open to an individual or commander that

would accomplish, or is related to the accomplishment of the mission. (Part 1 of a 5 part definition,

JP 1-02)

design for ministry—A comprehensive document identifying a command’s religious ministry

requirements, mission, program goals, planned

ministry objectives, ministry programs, plan of

action and milestones, religious ministry budget

proposal, a religious ministry spending plan.

free exercise of religion—The constitutional

guarantee that each citizen has the right to hold,

practice, and express the tenets of his or her religion or religious beliefs within the restrictions of

applicable laws and military regulations. “Congress shall make no law respecting an establishment of religion, or prohibiting the free exercise

thereof; or abridging the freedom of speech, or of

the press; or the right of the people peaceably to

assemble, and to petition the Government for a

redress of grievances.” (US Constitution, First

Amendment)
Religious Ministry in the United States Marine Corps _______________________________________________ Glossary-5 

joint—Connotes activities, operations, organizations, etc., in which elements of two or more Military Departments participate. (JP 1-02)

joint operations—A general term to describe

military actions conducted by joint forces, or by

Service forces in relationships (e.g., support,

coordinating authority), which, of themselves, do

not establish joint forces. (JP 1-02)

joint task force—A joint force that is constituted and so designated by the Secretary of

Defense, a combatant commander, a subunified

commander, or an existing joint task force commanders. Also called JTF. (JP 1-02)

lay leader—A volunteer appointed by the commanding officer and supervised and trained by

the command chaplain to serve for a period of

time to meet the needs of a particular religious

faith group when their military chaplains are not

available. The lay leader may conduct services,

but may not exercise any other activities usually

reserved for the ordained clergy. See also combatant command chaplain; command chaplain; religious ministry team. (JP 1-02)

lay-led religious service—A religious/faith group

service conducted by a command-appointed

religious lay leader. Lay-led services are not equivalent to divine services conducted by chaplains

or ordained civilian clergy. Lay-led services are

subject to chaplain supervision. Lay-led services

constitute temporary accommodation of specific

religious needs.

noncombatant evacuation operations—Operations directed by the Department of the State or

other appropriate authority, in conjunction with

the Department of Defense, whereby noncombatants are evacuated from foreign countries when

their lives are endangered by war, civil unrest, or

natural disaster to safe havens or to the United

States. Also call NEOs. (JP 1-02)

operational area—An overarching term encompassing more descriptive terms for geographic

areas in which military operations are conducted.

Operational areas include, but are not limited to,

such descriptors as area of responsibility, theater

of war, theater of operations, joint operations

area, amphibious objective area, joint special

operations area, and area of operations. (JP 1-02)

operational religious ministry—Those tasks

and professional services performed by the religious ministry team in direct support of the

Marines, Sailors, family members and other

authorized personnel of the command to which

they are assigned. It includes, but is not limited

to, such religious ministry activities and programs as divine services, sacraments, rites, ordinances, pastoral counseling, visitation, religious

and morals education, ethics education, critical

incident debriefings, and advising the commander

on religion, ethics, morals, morale and indigenous

religions and customs.

operational religious ministry principles—The

basis for the conduct of religious ministry in the

Marine Corps: ministry of purpose, mission and

focus of effort, planning, and mutual support. 

operation order—A directive issued by a commander to subordinate commanders for the purpose of effecting the coordinated execution of an

operation. Also called OPORD. (JP 1-02)

outreach task—A task to provide and facilitate

programs that nurture, develop, and reinforce the

spiritual development of service members and

their family members, encouraging and enabling

interpersonal communication and personal growth.

pastoral care—Broad spectrum of activities

performed by chaplains to enhance the spiritual,

emotional, and physical well-being of service

members, their families, and other authorized

personnel. Faith-specific ministry/sacramental

acts are appropriate when conducting divine services and to individuals when consent is provided.

pastoral care task—A task to provide a positive

influence by establishing relationships with

personnel and demonstrating an interest in their

lives. Frequently it provides opportunities to assist

individuals who may be having any number of

personal difficulties. It may include prayer or
Glossary-6 _____________________________________________________________________________________________ MCWP 6-12

sacramental acts. It may include acting as a

spiritual mentor to an individual Marine or

authorized civilian according to the Chaplain’s

faith background. Pastoral care as a spiritual

mentor is appropriate with permission. It is

inappropriate without permission. Also called

ministry of presence.

peace building—Stability actions, predominately diplomatic and economic, that strengthen

and rebuild governmental infrastructure and institutions in order to avoid a relapse into conflict.

Also called PB. (JP 1-02)

privileged communication—Communications to

clergy held confidential as a matter of public

policy and outweighing the government’s interest

in securing a criminal prosecution. The chaplain,

the penitent, and even certain third parties present

during the communication cannot be compelled to

disclose qualifying communications. “Privilege”

is applied when a communication is made to a

chaplain in his/her capacity as a spiritual advisor

or to a chaplain’s assistant acting in an official

capacity. Also called clergy privilege; priestpenitent privilege; religious privilege.

religious accommodation—To provide suitably

or supply the doctrinal or traditional observances

of the religious faith practiced by individual

members when these doctrines or observances

will not have an adverse impact on military readiness, individual or unit readiness, unit cohesion,

health, safety or discipline. In accordance with

SECNAVINST 1730.8B, accommodation of a

member’s religious practices cannot be guaranteed at all times but must depend on military

necessity. Determination of necessity rests

entirely with the commanding officer.

religious ministry—The entire spectrum of

professional duties to include providing for facilitating essential religious needs and practices,

pastoral care, family support programs, religious

education, volunteer and community activities,

and programs performed to enhance morale and

moral, ethical and personal well-being. Enlisted

religious support personnel assist the chaplain in

providing religious ministry.

religious ministry and accommodation task—

A task to provide and facilitate operational religious ministry, worship, prayer, spiritual direction, sacraments, ordinances, and/or practices of

personnel to facilitate the free exercise of religion for the Marines and Sailors serving in the

Marine Corps, their family members, and other

authorized personnel. See also free exercise of

religion, religious accommodation; religious

ministry.

religious ministry plan—A plan that describes

the way in which religious personnel will provide religious ministry to all members of a joint

force. When approved by the commander, it may

be included as an annex to operation plans.

religious ministry professional—An individual

endorsed to represent a religious organization

and to conduct observances or ceremonies. A

religious ministry professional (RMP) is a fully

qualified member of the clergy for those religious organizations that have a tradition of

professional clergy or their equivalents. The religious organization’s endorsement verifies that an

RMP is professionally qualified to serve as a

chaplain in the military and meets the graduate

education and religious leadership requirements

of DODI 1304.28. 

religious ministry tasks—The six components of

religious ministry that constitute the command

religious program: advise the commander,

provide/facilitate for the freedom of religion

through religious ministry accommodations,

provide pastoral care, provide religious ministry

outreach, provide training and education, and

provision of resource management (supervisory

and administrative).

religious ministry team—A team that consists

of the chaplain(s), religious program specialist(s), and other designated command members

(e.g., chaplain’s assistants, civilian staff,

appointed lay leaders). Each religious ministry

team’s (RMT’s) composition will be determined

by the command's mission and table of organization. Each RMT will have a minimum of one

assigned Navy chaplain.
Religious Ministry in the United States Marine Corps _______________________________________________ Glossary-7 

religious program specialist—A Navy enlisted

assistant who supports a chaplain in planning,

programming, administering, and coordinating

the command religious program. A religious program specialist is a combatant who provides force

protection and physical security for a chaplain in

operational environments. Also called RP. (This

term and its definition are proposed for inclusion

in the next edition of MCRP 5-12C)

spirituality—The expression of the spiritual

nature in thoughts (forgiveness, mercy, salvation,

thankfulness, etc.), practices (prayer, attending

worship, study, charity, service, etc.), and relationships (faith community, the divine, humanity,

etc.).

stability operations—An overarching term

encompassing various military missions, tasks,

and activities conducted outside the United States

in coordination with other instruments of national

power to maintain or reestablish a safe and secure

environment, provide essential governmental services, emergency infrastructure reconstruction,

and humanitarian relief. (JP 1-02)

supervisory and administrative task—A task to

supervise the work and professional development of religious ministry and other command

personnel (military and civilian, employed and

volunteer) and other command personnel and to

administer and manage the command's religious

ministry mission.

training and education task—A task to provide

and facilitate training opportunities, as required,

for religious instruction and education, moral and

ethical reasoning, spiritual aspects of core values, religious ministry personnel, religious lay

leaders, personal spiritual development and personal and family readiness.
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