CH Carter mentoringphilosophy 9 SEP 2015

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DEPARTMENT OF THE ARMY UNIT MINISTRY TEAM, HHC, 333D MILITARY POLICE BRIGADE

FARMINGDALE ARMED FORCESESERVE CENTER 25 BAITING PLACE ROAD

FARMINGDALE, NEW YORK 11735-6205

AFRC-PMD-PN-CH 09 SEP 2015

MEMORANDUM FOR ALL UNIT MINISTRY TEAMS, COMMANDERS, 333rd

MP BDE

SUBJECT: PHILOSOPHY OF LEADERSHIP/MENTORSHIP FROM BRIGADE CHAPLAIN

1. Purpose. This document will help all Unit Ministry Teams and Commanders of the 333rd

MP

BDE understand my intent, purpose, and direction for the spiritual care for our Soldiers and their

Families and my expectations of our Unit Ministry Team members. The philosophy is not mine

exclusively. It has been compiled through mentoring by senior officers, my life experiences as a

son, father, husband, and a teacher, and the Non Commissioned (NCO) and Commissioned

Officers I have worked with throughout my military career. This is provided as a guide for

professional development and faithful service and care for the Soldiers who make up our Unit

Ministry Teams in the 333rd

MP BDE. It is my prayer and hope that you will find this document

helpful in guiding your career and service to Soldiers and their Families.

2. Mission. As covered by FM 1-05, Religious Support, we assist the commander in providing for

the free exercise of religion and providing religious, moral, and ethical leadership. We do that

through our core competencies, Nurture the Living, Care for the Wounded, Honor the Dead (para

1-16, FM 1-05). We support our BDE mission so that our Soldiers maintain law enforcement

certifications in order to be alerted, mobilized and deploy to conduct multi-functional military

police operations in support of national security.

3. Developmental philosophy. Leadership is defined by the Army as influencing people by

providing purpose, motivation, and direction while operating to accomplish the mission and

improve the organization. (ADP 6-22) We must remember that leadership is not synonymous with

authority. It is a value entrusted to us by our subordinates. That trust is a gift that we must work

to maintain. As Chaplains, Chaplain Candidates, and Chaplain Assistants we are in a unique

position in the units we serve as we hold ranks that come with responsibility but a different level

of authority than what exists for our brothers and sisters serving as Combat Arms, Combat Support

and Combat Service Support Officers and Noncommissioned Officers. Like each of those groups

our subordinates determine how much trust we will be given. Unlike them we have safeguards

that allow Soldiers and their families to speak with us when we are serving as Chaplains knowing

that everything they say is held in confidence unless they give us permission to share what has

been said. If we lose that trust in a unit, we harm not only our own ability to minister there, but

create a handicap for those who follow us, and for those Soldier’s and Family members throughout

the rest of their association with the military. Being a safe ear to share concerns and fears with is a

sacred trust and one of the burdens that Chaplains and their assistants carry. Chaplain Candidates

do not have that same level of protection and confidentiality and need to be sure that they inform

Soldiers and Family members who come to them for prayer and support that they are not bound by

the same rules of confidentiality as a Chaplain.

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Being part of a spiritual community is necessary for your continued growth as a Chaplain,

Chaplain Candidate, and Chaplain Assistant. Participation in a faith group community will help

you to continue to grow spiritually, if you aspire to apply for accessioning as an Active Duty

Chaplain you should be working on finding a paid position for at least two years prior to your

application to be processed. Be prayerfully aware of the enlisted Soldiers who have an active

spiritual life and are willing to pick up a second Military Occupational Specialty and serve as a

Chaplain Assistant.

If you are not maintaining a relationship with God then how will you be able to assist others with

doing so? Find time in your day for devotions and scripture reading. Find what works for you, it

may be getting up early, taking time at lunch or listening to devotions while you are commuting to

and from work. Get into a daily Battle Rhythm to build and maintain your faith. Identify the events

coming up in your life, pray for those people in your life who you know are experiencing

challenges, and ask God to provide you with what you need to get through each day. I encourage

you to take time at the end of the day to reflect prayerfully on your day, speak with God about your

joys and sorrows during the day and ask for His help to process and grow from them. Always try to

identify at least one thing to celebrate each day. Confess any wrongdoings and ask for forgiveness.

If married or if you have children consider sharing time with them in prayer as well.

I believe in delegating problem solving and decision-making authority down to the subordinate

level where the change needs to be effected. Allowing mature and experienced leaders to run their

sections, maintains the effectiveness and training of their personnel, and ensures that they are

empowered and responsible for determining how to meet the unit missions we are assigned.

Delegating has proven to be a powerful tool to maintain soldier and leader satisfaction with their

jobs and consistently more effective than directing styles of leadership. It allows Soldiers to

maintain ownership and accountability for the tasks that are to be done. I am able to document how

well you execute your duties in the brief area to comment on an Officer Evaluation Report (OER)

or review of an Academic Evaluation Report (AER). As long as you meet, or (preferably) exceed,

your commanders’ expectations as a Chaplain ,or the Chaplain’s expectations as a Chaplain

Assistant or Candidate, then how you accomplish the mission of caring for the Soldiers and

Families in your unit is entirely up to you. I will provide a template and guidance through sharing

with you my plan for the Command Master Religious Plan at the BDE level, but you will need to

work with your commander to resource and develop the one that you are asking him or her to

endorse.

Integrity is something that you build up over time but can lose in a moment. As a leader there is

a spotlight always on you. While we are often the bear forgiveness and grace for Soldier’s and their

Families in ministry, you need to acknowledge and realize that for each of us we are rarely given

second chances. You only get one try often to do the right thing. Any decision you make or action

you take shows to others what an Officer or Non-Commissioned Officer in the Army is capable of.

Be aware of the effect that your behavior has on how junior soldiers and non-service members view

you, our unit, and the Army. When Chaplains, Chaplain Assistants, and Candidates when we

demonstrate a catastrophic failure of integrity it burdens Soldiers and their Families with a sense

that even we men and women of faith cannot be trusted. Have an accountability partner. If you are

a man it is best if it is another male, if female then it is best if it is another woman. If you find

yourself in a moment of moral danger reach out to them for help. This should be someone who is

not your subordinate or superior and may be another Soldier that you consider to be a mentor

throughout your military career. We must monitor each other and be willing to step in when we see

or hear directives that will cause individual soldiers or the unit’s integrity/safety to be

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compromised. Examples of situations and statements that can place you in a position of

ethical/spiritual peril and cause problems are:

(1) I do not care how you get it done, just do it. (2) There is no excuse for failure. (3) Can do. (4)

Zero defects, (5) Covering up errors to look good, (6) Telling superiors what they want to hear

instead of the truth, (7) Making reports say what leaders want to see, (8) Loyalty up not down, (9)

Setting goals impossible to reach. (10) Not caring about meeting the Army’s Physical Fitness or

Height/Weight Standards.

Because of the confidentiality that is expected of us we have the added challenges of listening,

providing care, and at times helping Soldiers and their Family members to navigate through

difficult circumstances.

In your Unit Ministry Teams, Officers and NCOs must determine the best division of

responsibilities and tasks by considering the mission, situation, and the individual abilities and

personalities of those involved. As leaders we are responsible for everything that the unit does and

fails to do. Leaders are responsible for ensuring soldiers are fed, paid, quartered, rested, physically

& mentally conditioned, supplied, administratively processed, informed, trained, motivated and

rewarded and reprimanded as appropriate. Use the personnel, experience, and resources that are

available in the unit to support you. All members of the Ministry Team should be able after proper

instruction and modeling by the Chaplain to lead prayers and devotions, briefs the commander,

give the annual Suicide Prevention Briefing, provide Moral Leadership Training and help plan a

memorial service. If you are ever given a task that you do not feel prepared/trained for reach out to

your peers or up to me at the BDE for a sample/template and assistance.

I do not believe that micro management is healthy for an organization. Some of the most toxic

leaders I have worked with and distasteful assignments that I have survived came from working

with micromanaging leaders. I will not micromanage the leaders in our Brigade UMT’s. I

challenge each of you to ensure that you are treating subordinates with respect, care and trust.

Tasks are assigned and authority is delegated to get them completed. Leaders should be where the

action / soldiers are most of the time. Feedback comes from the AAR or through counseling done

individually after the event. By being present for training you will see if your instructions are

being followed. Soldiers need to make sure that their leader and senior subordinate knows where

they are at all times. If no one can find you then you are making yourself unnecessary and will be

replaced by someone who is more visible and proactive. If you are going on vacation and cannot

submit your BA UMT report or Quad Slide delegates that to a Chaplain Candidate or your

Chaplain Assistant. If you cannot be on for the BN Conference Call, use the same process. If I

cannot attend the BDE or CMD Call I will ask for one of the BN Chaplains to brief my portion and

then send out an email about what was covered to our BDE UMT’s. When you cannot access

email, send a text message. If that is not an option then call. Chaplain Candidates need to follow

unit procedures for requesting to be excused from training due to the requirements of their

academic program. Your supervising chaplain should have a list of any dates that you are not able

to be present and develop a plan of action for you to make up that time doing developmentally

appropriate training. If you need assistance with training opportunities to make up missed time

review the Chaplain Candidate

.

People infer and place their own meaning on what you say based on your body language and

tone, more than they hear the words that you are speaking. Be aware of the non-verbal

unintentional messages you are sending. When providing direction or instruction to someone ask

them to brief back, restate to you what they have been tasked with, and be aware of how your

patience, mood, and ability to listen are being degraded when we are in simulated or actual

Combat Operations. Try to be enthusiastic and tactful with your directives. Do not be the leader

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who gives the impression that you are only doing things, going through the motions, because it is

what the Commander/ Senior Chaplain, has directed. Do not make negative remarks about our

Command, its leaders or Soldiers to Units and people outside our command. Anyone can lay

down an ultimatum or try to bully soldiers into compliance. Being a leader is not a prize in a

popularity contest. You will have to tell soldiers to do things that they do not want to do. Be

consistent and maintain your standards.

In combat the mission will come first. At times it may even be at odds with the welfare of the

troops, and it will take all of your skills to balance the two. As Chaplains we have some

restrictions as to how we are allowed to travel in theater. Sometimes it is only possible by air, i.e.

ring flights, and that will impact how long you can stay in a place when conducting Battlefield

Circulation to care for your Soldiers. No one wants to be a Soldier in a unit where the members of

a Unit Ministry Team where killed by an Improvised Explosive Device (IED) or an ambush. Do

not violate the travel plans because you feel that you have to get somewhere. Work to ensure that

you know who the men and women of faith are in your remote locations so that Soldiers have

someone they can pray with until you are able to be present with them. The safety of the members

of our Teams and Units depends on the quality of their training. In peacetime nothing is more

important than the safety of our soldiers. This does not mean that we cannot train aggressively,

but we must train safely. Everyone is a safety officer and anyone can stop training because they

see an unsafe act. An injury caused by an unsafe act reduces our ability to complete the mission

as much as an injury caused by the enemy

Every member of the unit must believe that the Unit Ministry Team and their chain of command

cares about them. As the Brigade Chaplain, just like the Brigade Commander, I have an open door

policy so that soldiers can speak with me at anytime. I always prayerfully hope and wish that

conflicts are to be resolved at the lowest point possible. When someone comes to me I will

always ask a soldier if they have previously spoken with their Section Sergeant /Leader, Platoon

Sergeant / Leader prior to assisting with problem or conflict resolution. There is no place for

sexual harassment, bigotry, or racism in our Army or out Units. In those cases I will expect a

soldier to come straight to me and we will resolve the situation immediately or as soon as the

mission permits. When a soldier has a problem they must know that their leaders will do

everything possible to assist them and will continue until the problem is resolved. This

responsibility will be a serious burden for you and when shouldered well it will be the source of

enormous satisfaction.

4. Duties and Responsibilities. Responsibility for how successful our unit does and is viewed at

levels beyond ours is the job of NCO’s and Officers. There is no definitive line that separates

Officer and NCO responsibilities. As a Chaplain we have an open door to the Commander, and he

or she expects you to be aware of the moral climate and esprit de corps of the unit. That is one of

the reasons it is essential that you walk around the motor pool when vehicles are prepared for and

recover from movements, that your present for APFT tests each month, and you circulate among

Soldiers in a Situational Training Exercise or Lanes Training and while out at the Range. When

there is a problem with the Soldiers following the policies and standards we should be aware of

that and able to notify our Commanders so that they can adjust mission requirements and Soldier

responsibilities before there is an accident or moral failure.

Officers lead and NCO’s help them to carry out their responsibilities. Officers cannot simply

say, “That’s sergeant’s business”, nor should they do NCOs work for them. Officers must give

NCOs guidance, resources, assistance and the supervision necessary for them to do their duties. By

the same token NCOs are responsible for assisting and advising officers in carrying out their

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duties. As a platoon leader I found the help, assistance, and mentoring I received by my platoon

sergeant to be instrumental in any success that I had. As an Executive Officer it was the First

Sergeant and Company Commander who taught me the ropes. As a Company Commander the

Battalion Commander, Executive Officer, and Command Sergeant Major worked to ensure that I

and the First Sergeant were successful. In my time serving as a Chaplain the Commanders and

Battalion Staff’s I have worked with have ensured that I had time to present and share devotions,

Bible Studies, worship services, and a place to listen to and encourage Soldiers and their families

during times of trial and difficulty. Successful mission execution demands that officers and NCOs

work together to advice, assist, and learn from each other. Every BA show up in the right uniform

prepared to listen and pray with Soldiers Always have your Kevlar in case training requires you to

travel in a tactical vehicle. Have your APFT uniform with running shoes with you, both to be

ready to take the APFT any time, and to encourage the Soldiers taking the test.

Always be prepared when Soldiers gather to offer a prayer for encouragement or in thanksgiving.

Have devotions prepared for your Daily Battle Update Briefs when at Annual Training (AT) or

Extended Combat Training (ECT) and during Battle Assembly (BA) Staff Calls. When your unit

is at AT/ECT you should be providing worship services at least weekly, and some sort of Bible

Study or devotion. Work with the other Chaplains where you are located to provide services that

meet the needs of the Soldiers in your area. Be aware of the change in Operation Tempo when you

move from training to exercise and provide worship and Bible Study opportunities for Soldiers

working all shifts. If you cannot meet Soldiers needs then request assistance through the BDE, and

look at what is available in the surrounding community or installation. It is my practice to open

each day with devotional reading and prayer, and close each day with a Psalm, General Prayer and

the Lord’s Prayer. Two free resources that I can recommend for Christian Scripture reading plans

are: http://armedservicesministry.org/ (E100 and other Bible Challenges as both Apps and Online),

www.esvbible.org (reading plans).

As Spiritual leaders we fill the resiliency well in our Soldiers and build relationships in our unit

by leading prayer and devotions before staff meetings, having Bible Studies and Worship Services

during BA’s, AT, and ECT, and by participating in the training our Soldiers are doing. If we are

not out with our Soldiers then they will not be willing or able to share with us their worries and

concerns, and we certainly will not pick up on them from conversations, events during lanes

training, inspections, or army physical fitness tests. Leadership is not a well that you can

continually go to without replenishing or looking for other sources. Our subordinates decide what

characteristics and values their leader must have to be worthy of their trust. An effective and wise

leader understands the nature of the relationship between superiors and subordinates and works to

nurture that relationship. You build opportunities to contribute to this by ensuring that your

worship service opportunities are included on the Training Schedule, training events where the

UMT is the primary instructor are included in the yearly training calendar, you contribute ministry

specific staff products during the Military Decision Making and Orders Production Process.

As leaders we all would like Soldiers to follow our guidance, this may not always happen

without supervision, coaching, and mentoring, just as someone taught you to be a Soldier you owe

it to them to pass your knowledge on to your subordinates. Do not assume just because you know

how to do something that your subordinates do as well unless you have taken the time to teach,

verify, and have them brief back to ensure understanding. Chaplains are responsible to provide

their Chaplain Assistants and Chaplain Candidates with Initial Counseling forms and to follow up

with quarterly counseling statements. None of us wants to read about what we have not done for

the first time in an annual review, or find out at the end of a rating period what we should have

been working on. With the new Evaluation Entry System, https://www.hrc.army.mil/, you need to

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have your support form entered and updated quarterly. Make sure that you have a conversation

each quarter with your rater and prior to the end of the rating period with your senior rater if at all

possible. You will need to know the Social Security numbers for everyone in your rating chain to

populate the fields on this form. Better to ask at the beginning of the rating period than six to nine

months in.

In addition to tracking performance, or documenting a failure to meet Army Physical Fitness or

Height/Weight Standards, counseling statements help us to understand what is expected and ensure

that we keep on course according to our rater and senior rater’s goals and guidance. It is your

responsibility to meet with your first line supervisor to complete quarterly counseling and ensure

your annual evaluations are started 60 days before they are due, and submitted with signatures NLT

30 days of their close out date. Take the time to counsel in writing when your subordinates exceed

the standards and achieve excellence in your unit. Whenever you work outside your command at

AT/ECT always request a counseling statement that outlines the Senior Chaplains expectations for

the duration of that exercise and ask for a Continuity letter to be given to your Commander if they

are not present for that duty period.

As Chaplains we are also working to encourage leadership and listening skills for the Company

Commander’s, Battalion Commander and Senior Staff. One of the tools and the language that I

expect you to be able to do that with is the Engage Your Strengths program. You will receive

training on this during your Professional Military Education and be encouraged to utilize it when

you are called on to work with Soldiers and leaders that are having a difficult time accepting the

gifts that they have been given and are drawn into conflict and away from being able to work

together as a team. You can receive additional workbooks for this from the American Bible

Society at http://www.armedservicesministry.org// Army Doctrine has been recently revised and

our working vocabulary is changing be sure to read the new training publications for both the

Chaplain Corps and the Big Army.

Soldier Readiness Processing/Yellow Ribbons/Strong Bonds programs should be a part of your

annual planning in your Command Master Religious Support Plan (CMRP) for both your Battalion

and you down trace Companies. Know what year your BN and down trace units are in, and

include the SRP, YR events in your CMRP. At least once a year update the religious preference

information you have for your Soldiers, and find out if any of them serve as lay leaders or are

teaching in their faith group to help with identification and certification for lay leaders for groups

that you are not able to serve.

As a UMT you will need to coordinate with your Commander so that you can be excused from

BA’s to support Yellow Ribbon (YR) events for your subordinate units. When it is your Battalion

being mobilized we can discuss on an individual basis what role you would like to have in the

Phase I, II, and IV YR events and will coordinate from among the other BN’s to cover down on

those where you would prefer to be just a participant, or will be serving overseas. Find out from

the YR coordinator what months your subordinate units are scheduled for events and plan to be

available to support them on your CMRP When you are not available notify the Brigade Chaplain

as far in advance as possible and we will see if we can cover the event internally. When that is not

possible we will ask the 200th

Military Police Command for assistance, and then if we are still in

need of coverage we will ask the 99th

RSC thru the 200th

MP CMD. We will provide a ministry

presence for these events and fulfill our mission.

Look at the missions you are given and determine several courses of action for how they can be

accomplished and then choose the best way to get it done. A true professional does not sit around

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and bemoan why they cannot meet missions assigned or goals that are set. Be positive and

enthusiastic at all times when you are in front of and working with Soldiers.

1. Be proactive instead of reactive. Anticipate problems and requirements. Time spent on

Military Decision Making Process, war gaming courses of action and planning, leader’s

reconnaissance are never wasted.

2. Be in the right place, at the right time, in the right uniform, and ready for the task at hand.

Be Prepared with your subordinates, peers, and seniors. Keep in mind 1/3 – 2/3 when

planning and if you are not 15 minutes early you are 15 minutes late.

3. Spend at least as much time and effort acknowledging and rewarding superior performance

as you do correcting substandard soldiers. Identifying and offering positive examples of

how a task should / could be done teaches far more effectively than a speech on how poorly

the job was done.

When a task or mission is delegated to you, you have three options.

1. You can complete the task by the deadline.

2. You can come in well ahead of the deadline and explain to me why you cannot

complete the task on time. For example you need more time, guidance, men, supplies,

or resources, or because of other commitments.

3. You can come in and tell me you refuse to perform that task. (I would expect you to

refuse to

perform any task that you consider to be unethical, illegal, or immoral.)

Putting off taking action or not accomplishing the task by the deadline is not an option. The

primary criteria that I use to evaluate your success, as a member of the Brigade Unit Ministry

Teams are your ability to accept and accomplish missions. If you are given a task with a suspense

(SUSP: DDMMYYYY) there is a reason, either I am tracking it for the BDE or it has to be

reported to higher.

I do not believe in non-concurrence through silence. If you do not agree with a course of action

then it is your responsibility as a leader to voice your opinion. Speak up and explain why you

disagree, you may be right and could have a better idea. It does no one any good to hear after a

mission that you knew that it was not going to work, or it was a bad idea from the start. If you send

an email with a Request for Information (RFI) or a Commanders Critical Incidence Report (CCIR)

and I do not reply within 24 hours follow up with an email through my alternate account and by a

phone call or text message. Bad news does not ever get better with age.

When I pass on guidance, information, or orders to leaders and you walk away from the brief or

the order I am convinced that you understand my intent, want to obey, and are able to obey those

orders. If you do not understand then do not walk away and do not allow the conversation to end.

This is your responsibility not mine. If you can explain to me a better solution I will either do it

your way or explain why I cannot or will not.

Although I am open to discussion once a decision has been made I expect complete compliance

with the spirit and letter of my guidance. If you are speaking poorly about what I have directed

you to do, you will be modeling a trait to your subordinates that we do not want them to have.

Unprofessional dissension and sarcasm have no place in this Brigade.

In order for our Unit Ministry Teams to be the best we must all be examples of “professional

soldiers”. This includes our appearance in and out of uniform. Our professional appearance

establishes our credibility as soldiers. As a leader and a Soldier you are never “off duty”. You are

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a leader 24 hours a day. You must always represent the highest standard, never the minimum.

When we travel via commercial air for professional military education or a conference it is in the

Army Service Uniform or appropriate civilian attire. Only those traveling back and forth to

AT/ECT or an active combat theater should be wearing the Army Combat Uniform. Ensure that

you adhere to the grooming and uniform standards outlined in AR 670-1, Wear and Appearance of

Army Uniforms, dated 3 FEB 2005 and Army Directive 2011-11, dated 13 JUN 2011. We have

both a new combat and physical fitness uniform coming out. Know when your enlisted Soldiers

will be getting them through the supply system and plan accordingly so that you are in the right

uniform at that time as well. It is the 200th

MP CMD standard that when we come to the USAR

Center for administrative duties on Friday we wear the Army Service Uniform. Update your

Official Military photo each time you are promoted and when you receive a significant award.

A true professional never forgets his/her military bearing. Much effort is put into achieving

success as a soldier that is why military bearing and mutual respect is the standard. As leaders you

set the example that your subordinates will follow. When appropriate give praise to Soldiers in

public, if correction is needed work to make sure that is done one on one in private. Render a

salute to those who outrank you and be aware of the challenge and response used by units when

you are serving with them in garrison environments. At the BDE it is “Commanding the Best” and

the response is “Serving the Best.”

High standards will be the foundation of our Unit Ministry Teams. I do not feel that it is

necessary to list all of the standards for the Brigade Ministry Teams. Be aware that as your leader

I expect all Army Standards to be the minimum for 333rd

MP BDE Ministry Teams. Your standard

duty day is from 0700-1600hours for planning purposes, it will be adapted based on your BN

training and Commander’s guidance, You should be present when the Soldiers are training and

only asked to be excused when necessary to for your ministry if a full time church worker. When

your unit is in the field work with your church and its governing body so that you can be in the

field for the entire BA/AT/ECT. Your goal for the APFT should be what is required to earn at least

70 points in each category for your sex and age. Each Battalion has a process to request

rescheduled training when there is a conflict due to your ministry, work with them and follow that

process. Chaplain Candidates are expected to be given a liberal policy so that they complete their

Divinity Degree, once they have completed the Degree they should apply for accessioning if they

wish to be afforded the courtesy of rescheduled training due to serving at a religious institution.

We have a Brigade Unit Ministry Team Standard Operating Procedure (SOP) and a 200th

MP

CMD Memorial Ceremony and Service SOP that help guide and answer many questions you may

have about how we are expected to perform and provide ministry.

Leaders will ensure that maintenance is conducted properly and that supporting documents are

processed effectively. Primary Hand receipt holders, should inventory 10% of their equipment

monthly. Equipment should be subhandreceipted down to the user level. Subhandreceipt holders

will be held accountable for the maintenance and serviceability of their equipment. You should

have a vehicle, or at least a trailer, and water proof crates with your ministry supplies. Have space

in your unit’s supply cages where you have on hand basic supplies to support a Yellow Ribbon,

Suicide Prevention, and 90 days of active ministry support (Bibles, devotional material

representative of the religious denominations in your unit, paper, and worship supplies.) If you do

not have a vehicle then have a plan/SOP for how you will move to FTX’s and at AT/ECT, and

know what CONEX at Home Station your equipment will be loaded into. If your BN does not

already have a memorial stand and bugle find out where the closest ones are located and

coordinate to be able to use them if needed.

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Support your unit Family Readiness and Support programs. Know who the leaders are for your

Command, Companies and subordinate units. For these programs to work they need your prayers,

encouragement as well as the support from unit leaders and their spouses. Fill out the data forms

they present us with, support their fund raisers, Military Balls, and other social gathering so that

you get to know the Soldiers and Families that you are caring for and your family gets to know our

unit and our unit knows how to contact your family. That way when we are mobilized we can

focus on the mission and not worry about our families.

You are the best reason for someone to join our unit. Our soldiers serve as living breathing

testimonials to someone to consider serving as a member of a Military Police Army Reserve Unit

and our Unit Ministry Teams. If we as individuals seek out people who meet our standards and in

turn motivate them to join the unit we will guarantee high standards in our unit along with a bond

that Soldiers need. Retention begins with the sponsorship program when a new soldier is assigned

to the unit. Soldiers assigned as sponsors need to call their sponsoree and let them know when we

have drill, what to expect, and make them feel comfortable when they first join the unit. Retention

is everybody’s job. Retention will happen spontaneously through meaningful missions, realistic

training, and discipline. A “Mission First, Soldiers Always” attitude is an excellent guide for all

soldiers. As Chaplains we have an annual requirement to present to our Soldiers the process to

become an Army Chaplain, as per AR 165-1, Chap 6-6.

Awards are earned, not given. Those that excel and go beyond the standards should and will be

recognized. Earning awards requires that someone recognize achievement that is beyond just

showing up and doing your job. Anyone can submit a request to give a soldier an award. Just as

achievement is awarded with certificates, medals, and ribbons so will underachievement be

rewarded by punitive actions and disciplinary actions? Not all Soldiers choose to exceed the

standards; all Soldiers serving in the ministry teams of the 333rd

MP BDE will strive to meet the

standards. When a Soldier is retiring after 20 years of service, or leaving to serve in a new unit it

is the responsibility of the Soldier to provide a list of accomplishments to their first line leader to

facilitate the drafting and submission of a service award. Just because you received

OER/NCOER’s does not mean that anyone remembers what you have done during your service

period.

It is a soldier’s responsibility to attend drill, notify their chain of command when they are going

to be late or unable to attend BA, and be on time and in the proper uniform for BA. The yearly

training schedule will normally be distributed by our commands in September for the next

Training Year, which runs from October to September. Know when your unit normally drills and

plan to be present there for any pre BA staff calls or Company Meetings held prior to first

formation. Plan to be at your Annual Training / Extended Combat Training each year and

coordinate to ensure you get your necessary professional education completed. You are expected to

attend one BA a month plus your annual training each year. As a Chaplain you can work with

your Commander to make up Battle Assemblies that you miss due to needing to be present at your

place of worship. Chaplain Candidates who are enrolled in classes or have internships may

request to be excused from training at the discretion of their supervising chaplain and the

Company Commander. Chaplain Candidates who have earned their degree should be at all BA’s;

if you want the privilege of being excused from training to lead a worship service then you should

submit your packet for accessioning. Attendance at schools necessary for MOS/AOC qualification

or advancement takes priority over attendance AT/ECT. It is the BDE Commander’s policy that

Soldiers submit their RST requests NLT 45 days prior to the scheduled BA. If a Soldier must

request an RST 44 Days or less from the scheduled drill they must submit a memorandum for

exception to policy with their request. To receive an excused request Soldiers need to follow the

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guidelines from their commander, which at a minimum generally requires them to complete and

turn in a request to reschedule training. If it is approved the solider then needs to follow up and

make sure that they make up the missed BA and submit the RST excusal from, required

documentation to support training, and properly filled out and signed DA FORM 1380. Failure to

request to be excused or to make up the drill will result in the soldier being awarded a “U”. This

means that the drill cannot be made up and the accumulation of 12 “U’s” will lead to the

recommendation being made that you are processed for discharge. If ever are in a situation where

you need to request time off/ extended excusal from BA, then be aware that after 90 days you

appear on the Commander Report as a nonparticipant and they have to explain why you are not

attending BA. Home Station AT/ECT are not permitted according to the 200th

MPC Command

Chaplain and the 333rd

BDE Commander policies for individual performance of duty.

Enlisted soldiers E-1 to E-4 should be considered for promotion as long as they meet time in

grade requirements are MOSQ for the slot they would be promoted into, have satisfactory drill

attendance, current passing APFT and meet height weight standards and have no flags or negative

counseling statements / disciplinary actions pending. When eligible for promotion to E5 work

with your 1SG and CSM so that your packet receives the full amount of points and the

commander’s signature so that you can be considered for promotion. The rules for promotions for

Chaplains and Chaplain Candidates may change, currently you will be promoted from 2LT to 1LT

after you meet Time in Grade (TIG) requirements, and eligible for promotion to CPT after you

meet TIG and have accessioned, completed the Basic Course, and meet TIG requirements. Once

you receive notification that you are eligible for promotion makes sure you review your online

board file and submit any missing documentation. Once you receive notification that you have

been selected for promotion work with your unit to ensure they submit the required verification,

Chaplains can be promoted one grade higher than the position that they are serving in, and

coordinate to have family or significant others present at a BA to pin on your new rank. (AR 140-

10 CHAP 7-7, AR 165-1 CHAP 7-2, DACH-RCI AR CHAPLAIN CAREER GUIDE, DACH-RCI

USAR Chaplain Candidate Guidebook)

5. Training Opportunities. Use all available time to train. Battles are won during training. We train

the way that we fight. Practice your Battle Drills with your Chaplain Assistant that may save both your

lives someday. Hope and luck have nothing to do with success. You are expected to set aside four days

annually for our BDE Collective Training and to complete the Office of the Chief of Chaplains training

each quarter in addition to the tasks that your UMT plans to train on each BA. Preparing a prayer, Bible

Study, or Worship Service is not training.

1. Do not wait for someone else to tell you to train.

2. Have opportunity or hip pocket training classes prepared to use during waiting periods or

when time becomes available unexpectantly. All leaders should have contingency lesson

plans with them and be prepared to execute them whenever the opportunity presents itself.

3. Train to standard not time.

4. Every training event will have a prepared instructor, appropriate training aids, practical

application, and evaluation.

5. Use the electronic resources that are available to plan your section training. You should

have at least two to four hours of section training time each BA that is in addition to time

that you spend providing a worship service or devotional to Soldiers.

6. Instructors will rehearse. As Unit Ministry Teams you need to let the person know who will

be conducting your training 90 days in advance and be prepared to brief back on class

preparation and provide supporting documentation 30 days out.

7. The training schedule will be followed as to time, date, place, and duration unless officially

changed by the appropriate authority.

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8. Turn copies of the signature sheets for any training you do as a section into your unit

Operations Section. If there is not a paper trail then the training never happened.

9. A unit is only as good as the weakest person in it.

Our mission is to care for Soldiers and their Families and be ready to deploy once every four

years according to our current Battle Rhythm. We may not be provided with train up time prior to

being asked to accomplish that mission. We shall maintain a high standard of readiness. We will

attempt to maintain 100% authorized strength and to continually improve the level of MOS

qualification in our ministry teams. There are several Quality Force Indicators that leaders should

monitor, MOSQ, Weapons Qualification for Chaplain Assistants, APFT, Warrior Task Testing

(WTT), Physicals, Panorex, HIV Test, Sure Pay, and NCO and Officer Education Courses

necessary for advancement. As per the BDE Commanders Guidance we will participate in a

urinalysis test once a year, with a goal of having this done by the third quarter of the training year.

Chaplains: you are on a tight timeline to complete professional education courses and maintain

your competitiveness for promotion. I would encourage you to have completed the Captain’s

Career Course within two years of your assignment to a Battalion. Once you have done that and

are promoted to CPT enroll in Intermediate Level Education (ILE). Chaplain who have not

completed the Chaplain Captain’s Career Course are not eligible to deploy with their unit per the

CG’s guidance.

Chaplain Assistants: do not wait for someone to invite you to apply for an E-5 billet. Complete

the online training and go to school so that you are eligible to attend the Warrior Leader Course.

Make sure that your 1SG and CSM are tracking you on the Order of Merit list and know that you

are available to go once the prerequisite SSD has been completed. If your Chaplain has not gone

to Combat/Emergency Medical Ministry Course you both should go as a team, if he/she has

attended then make it a priority to attend the course. Consider attending SHARP, ACE-SI or

ASSIST trainer certification, Resiliency and Master Fitness Trainer Courses. Be aware of

additional schools for picking up a second MOS to assist you with being able to be promoted and

continue to serve in the Army Reserve.

Chaplain Candidates: your priorities are to complete your Divinity Degree and to attend the

Chaplain Officer Basic Course, Practicum’s; Emergency Medical Ministry and then if still

available AT/ECT with your unit. You should be prepared to apply for the Board following the

month that you graduate.

All members of the Ministry Team should attend SHARP training, Emergency/Combat Medical

Ministry Course, and consider ACE/ASST, Military Medical Ministry Post Graduate Courses,

Combat Lifesaver Course, and for Chaplains who have completed ILE the Brigade Functional

Area Course.

Ideally you will participate in a Strong Bonds event as either a leader or participant once every

other year. Currently all Soldiers are authorized to attend one event within 350 miles of their

Home of Record every two years. You are also encouraged to participate in the Strong Bonds

training that will give you certifications for additional tracks. This is programming that you can

use both with our Soldiers and their Families and in your congregational settings, it is one of the

value added aspects for your church from your service in the Army Reserve. Traditionally

attendance at the training has come with an obligation to lead a Strong Bonds event within a year

of participating in that track. The 99th

RSC is often looking for CH’s to assist with leading Strong

Bonds programs.

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Physical Training should be a part of everything that we do. As leaders it is up to us to make

sure that we are fit and up to any challenge. Being physically fit will help you to reduce stress, live

healthier, and feel better about yourself. The Army has set standards, which will be strictly

adhered to. This means that individuals will also need to work out on their own to rise / increase

their personal physical fitness level. On the APFT UMT members should strive to score above

70% for their age and sex. Chaplain Candidates who have no prior military experience will take

the APFT as a diagnostic test until they pass the Chaplain Officer Basic Course, once they have

completed that course all APFT’s are for record as with any other Soldier. You are expected to

take a diagnostic APFT at your unit, 90, 60, and 30 days before you report to any

Officer/Noncommissioned Officer Professional Education Course.

6. Administration / Reporting. Ministry specific reports are required of you monthly and annually

and are rolled up and submitted to the 200th

MP CMD. Examples of the Battle Assembly Unit

Ministry Team Report (BA UMT Reprot) and Quad slides are in Appendix III and IV. Your BA

UMT Report should be turned in at the COB of your BA each month. A draft of the next TY

CMRP should be prepared for review concurrently with the deadline for your BN’s Yearly

Training Meeting and Briefings to the BDE and CMD. NLT than JUL of each year you should

have a CMRP with dates in for the BA, and a copy of the next years BA schedule submitted to the

BDE CH so that they can be rolled up and sent to the 220th

MP CMD. Submit an After Action

Report if your Extended Combat Training (ECT) takes you to one of the National Training

Centers, after you have supported Soldier Readiness Processing (SRP), a Strong Bonds or Yellow

Ribbon (YR) Event. Inform the BDE CH whenever you are tasked to be part of a casualty

notification, assist with the burial/funeral for a Soldier or Veteran, conduct a memorial service and

follow up on a Serious Incident Report (SIR) or Commanders Critical Information Requirements

(CCIR)

Whenever an SIR/CCIR is sent from your BN to the BDE you should be included in the

message distribution and reach out to the Soldier and Family Members affected and notify the

BDE CH that you have made contact and pastoral care was offered and either accepted or declined.

In the cases where they would like more than a phone conversation you can work with your BN to

RST to cover the time to travel and meet with them, or we can work through the BDE, Command,

and Reserve Support Command to find another Chaplain who is closer and able to meet with them.

When I see one has gone from the BDE to the 200th

MP CMD I am going to look and see what

unit the Soldier is assigned to and ask that UMT when they contacted them and offered to provide

care.

Each month the BN UMT submits their BA Monthly Report and a copy of the Quad Slide that

you have briefed at your BN training Meeting. Annotate any significant events in the cover email

you send it up with. It is helpful if you highlight any changes in the education section of the report

using a color for the text other than black. If the BN CH chooses this can be delegated to their CA,

if there is not a BN CH then the CA will have the responsibility to complete this report monthly.

Identify immediately when any of your subordinates are flagged, a pending loss due to Expired

Time of Service (ETS), Primary Change of Station (PCS), or retiring.

Annually you need to complete the Chaplains Cover Memorandum, and draft a Commander’s

Memorandum and complete your Command Master Religious Program for the Commanders

review and endorsement. Review the BDE UMT Mission Essential Task List (METL) and your

BN’s METL and develop one for your UMT. You should have a memorandum for record with

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your section training tasks for your monthly BA and AT/ECT that support what is on your BN,

BDE, 200th

MP CMD and the Office of Chief of Chaplains Training Guidance. I would encourage

you also to have a plan for Bible Study and Staff Meeting Devotions, as well as to draft your

Theology of Ministry. Appendix I outlines a list of the items you should have available in a binder

for inspection and to pass onto those who follow after you move to your next position.

7. In conclusion, I am grateful for the opportunity to serve the Soldiers and Families in our BDE

and to be able to be a mentor for the Ministry Teams. Remember to maintain your Spiritual

Direction, your commitment and responsibilities to your Family and Vocation with your desire to

participate and serve in the Profession of Arms. This document should help you to know what I

think and what guidance I would give you during the times when we cannot speak over the phone

or exchange a text or email. It may help you to become a better Soldier and leader by explaining

what I will expect of you. There is no job more rewarding and challenging than being a Soldier in

today’s Army. I will help to provide opportunities and challenges for you as your Brigade

Chaplain; you must provide the drive to excel. The combination of opportunities, challenges, and

motivation will add up to making us the best Unit Ministry Teams in the 99th

RSC.

******** Original Signed**********

ROBERT T. CARTER JR.

LTC, CH, USAR

BRIGADE CHAPLAIN

Appendix I Battle Book / Inspectable Items

Appendix II RST Online Training Opportunities

Appendix III Sample Quad Slide Formats

Appendix IV Monthly BA UMT Format

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APPENDIX 1 Inspectable Items / Battle Book Binder

333rd

MP BDE CH Philosophy of Leadership/Mentorship

Upon Request you should have the following available for inspection in addition to any requirements

outlined in the OIP checklist:

-Monthly Unit Ministry Reports for past year.

-BDE UMT SOP

- BN UMT SOP

-Plan/SOP to provide Religious Coverage at Reserve Center and field training areas. (AR 165-1,

Para 13-2, FM 1-05, para 1-14, 1-16, 4-13)

-METL tasks you will want to train on during the year and review or be evaluated on at AT/ECT.

(FM 1-05, chap 1-26, 1-32, 1-34, ATP 3-90.90, AR 350-28, para 4-32)

-Command Master Religious Program for current TY and working draft for next TY that includes

at least one 56A/56M task for each BA, annual Moral Leadership Instruction (DA Pam 165016,

AR 165-1 Chap 9-10 through 9-16, FM 1-05 para 1-10, 1-30, 1-32), Chaplain Accessioning

Process Brief to Soldiers, Lead or Co-present Suicide Prevention Briefing (AR 165-1, Chap 9;

Chap 3, 3-4, c(1)) SHARP training.)

-Soldier Faith Preference for BN and subordinate units, when at AT/ECT provide to Senior CH, if

you are Senior CH because your Commander is in charge of Battlespace then collect from all

collocated units. (AR 165-1, Chao 3-2, b (2), FM 1-05, Chap 1-9)

-Assignment date for all UMT members, date for 3 year anniversary for CC’s.

-Unit member Participation in Strong Bonds Log/Roster.

-UMT Mobilization Plan. (AR 165-1, Chap 10-4, L (3))

-Training Schedule that document Religious Support provided. (Title 10, USC Sec 3547, AR 165-

1, Chap 2-3)

-Religious data on countries in and surrounding AOR and plan/process on how to get them

(EUCOM and AFRICOM) (AR 165-1, 2-3, ATP 1-05.03, FM 1-05)

-Deployment Cycle Support Log (FM 1-05, Chap 1-26, 1-32, 1-34, Deployment Cycle Support

(DCS); AR 165-1; Checklist DA Form 7631)

- Slide deck used for last time CH presents Suicide prevention Brief.

-Slide deck used for last time CH presented Ethical / Moral Instruction.

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APPENDIX II Rescheduled Training Opportunities

333rd


All UMT members SGT and above will complete Defense Support of Civilian Authorities Level I

(JKO Task Number: J3ST-US010, DTMS Task number: 200-14-031.001), and those CH (MAJ) and

above will complete Level II (JKO Course Number: J3ST-US522-15-01, DTMS Tasker Number:

200-14- ). Prior to mobilization and deployment and for the Chaplain Candidates you may also

complete the following for RST: Human Rights Awareness and Education, JKO Task J3SN-US649-

HB, Level One Anti-Terrorism Training, JKO Task, JS-US007-14, SERE 100, JKO Task J3T A-

US022, which can be accessed at http://jko.cmil.org

Federal Emergency Management Agency Courses that can also be used to make up training for BA:

S-75: Military Resources in Emergency Management

IS100.HCb: Introduction to Incident Command System, I-100, for Healthcare/Hospitals

IS-100.LEb: Introduction to Incident Command System, I-100 for Law Enforcement

IS-102.c: Deployment Basics for FEMA Response Partners

IS-240.b: Leadership & Influence

IS-241.b: Decision-Making and Problem Solving

IS-242.b: Effective Communication

IS-244.b: Developing and Managing Volunteers

IS-366: Planning for the Needs of Children in Disasters

IS-360: Preparing for Mass Casualty Incidents: A Guide for Schools, Higher Education, and Houses of

Worship

S-520: Introduction to Continuity of Operations Planning for Pandemic Influenzas

IS-525: Guardian Accord – Terrorism and Continuity Operations Course

The link to register for a Course is on the right at:

http://training.fema.gov/is/isfaqdetails.aspx?id=2&cat=General%20Questions

Safety Courses that you may complete are:

2G-F97_DL – Composite Risk Management Basic

2G-F94V3.1 Commander’s Safety Course

2G-F95_DL – Additional Duty Safety Course.

AMMO-66_DL-Radiation Basic Course

1. Click on ‘Self-Development’ in the ATTRS Channels Directory

2. Put course number or course title in appropriate search blocks Register through ALMS

3. After ATRRS notifies you that you are registered, login to the ALMS at https://

www.alms.army.mil

Work with your chain of command to submit 1380’s for these, your prerequisite online training for

professional Military education, and any annual requirements that you are able to submit for pay or points

only.

http://training.fema.gov/is/isfaqdetails.aspx?id=2&cat=General%20Questions

http://www.alms.army.mil/

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Appendix III Sample Quad Slide Formats

333rd


BDE Slides for BDE Commander Brief:

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Appendix IV Monthly BA UMT Report (1 of 2 pages)

333rd


This is completed as an .excel file, any changes after initial submission done in red, highlighted also by mentioning in cover

email when submitted.

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Appendix IV Monthly BA UMT Report (2 of 2 pages)

333rd


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Appendix Sample Initial Counseling and Support Form (1 of 2 pages)

333rd


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Appendix Sample Initial Counseling and Support Form (2 of 2 pages)

333rd


CH Carter mentoringphilosophy 9 SEP 2015

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