The Pros And Cons Of The Religious Affairs Specialist

My desire to become an Army Chaplain is motivated by my call into the ministry, leadership experience, multiculturalism, education and exposure to pluralistic ministry with people of different traditions and perspectives. As a dynamic, enthusiastic pastor and a church leader, with a 12 year track record of transforming and revitalizing diverse congregations with a renewed desire for both growth and increase in faith focus; I am seeking this vast honor as a regular Army Chaplain because of the aforementioned reasons.

Professionals from various fields work together to build a structurally sound foundation that cannot be shaken. This foundation is the cornerstone on which the Profession of Arms relies. The Army’s professional expertise are rallied in four branches: military-technical expertise, human development expertise, moral-ethical expertise and political-cultural expertise. They are broad areas that allow the Army to operate as a force.

In 2012, General Dempsey states “Mission Command is fundamentally a learned behavior to be imprinted into the DNA of a profession of arms.” The way Mission Command has evolved through the past years is indicative to the US Military adjusting to a new threat. The concept of Mission Command is not new, what is important is how General Dempsey states “Education in the fundamental principles of mission command must begin at the start of service and be progressively more challenging..” The General emphasizes the need for education at the start of the individual’s service. Additionally, this highlights the United States Army’s doctrinal adjustment to the new threat. During the conflicts in Iraq and Afghanistan, the US faced an enemy whose creativity and adaptability are two of its greatest assets. The fast-paced situation changes in both of those AOs required tactical level leadership maintain the autonomy to “exercise disciplined initiative.” This type of initiative historically leads to mission success, specifically in fast-paced situations where a key to success is forcing the enemy to react.

McPherson cites a British Army doctor who specialized in psychiatric casualties during World War II saying “Since History undoubtedly proves that sound religious faith is a strong component in high morale…it is clearly the duty of every officer, whatever his private beliefs, to be seen as a Christian, even if he can only be what I call an’ Army Christian” . This is what really peaked my interest in this chapter. Myself, being on the ROTC path to commission into the U.S. Army as an officer, I take that quote from the British Army doctor to heart, and I can see exactly what he means. Officers are often the ones that most soldiers look up to, especially in times of distress, confusion and fear. So when an officer has sound religious faith, and his soldiers witness it, the morale and faith in the troops increases dramatically.

The military-technical expertise includes the offense, defense, stability, civil support operations, employments of weapons, equipment, systems and technology. The human development expertise includes education and training development systems, mental and physical fitness. The moral-ethical expertise includes ethical combat principles, individual moral and institutional values. The political-cultural expertise includes relations with medias, relations with civilians. The Human Resource Sergeant has the role of harmonizing the relationship between this four fields of expertise and the operation

of Soldiers, Families, and Civilians, and to enable unit readiness. While the delegation of senior command authority is

Pastor Renfro, as he is known by those who have had the pleasure to meet him, defines servant leadership as “one of the many models of ministry, each of which describes how a particular minister understands his/her role and approach to ministry as a vocation, and a way of life.” Dr. John Renfro is currently senior chaplain at Conway Medical Center in Conway, South Carolina. He grew up in simple, rural South Carolina in Spartanburg County, and he benefitted from a family who had a personal deep connection with God. His simplistic beginning provides the anchor of stability in a turbulent world for his family and those whom he offers ministry. Pastor Renfro has felt that “ministry grows out of life, the life of an

An Infantry man, Tanker, Cavalry Scout, Apache Pilot and so on, will not be as effective if they have to worry about a pay issue, family matters at home, or promotion. Human Resource professionals are the ones that can help alleviate those issues by ensuring the Soldier gets paid or gets their pay issue resolved promptly. Human Resource professionals are the keepers of the Commanders Programs. Many of the Commanders Programs deal directly with Soldier family issues and ways to assist the Soldier’s family (Headquarters, 2014). Human Resource professionals are the keepers of the Soldier’s administrative records. They ensure accuracy for the Soldier’s record that goes before a promotion board. Human Resource Sergeants and Specialist must be diligent, accurate, knowledgeable, and timely if they are to keep our fellow servants minds at ease.

The Army needs strong leaders and knowledgeable soldiers. “Effectiveness, rather than pure efficiency, is the key to the work of professionals.” (pg.2) Effectiveness is a simple concepts that explains how a human resource NCO will be proficient as an Army Professional.

The SAV provided valuable information, we were able to ask questions and share specific concerns and identify any support/requirement needs. CH Melvin provided coaching and mentoring with each chaplain individualy and SGM Montealegre also met with each chaplain assistant. Another import part of the

Troopers became familiar with individual collective tasks that support the commander’s mission essential task list and operational tempo. The performed tasks include civil disturbance formations, control force operations and how to communicate effectively during a riot.

Battlefield Ministries is a battlefield where the fight for families is constant. It is a Christian counseling center with a focus on marriage and family counseling. Battlefield’s slogan is “fighting for families” and every time the counselors or office workers step into the office that is what they are doing. For a place with so much fighting, it has an overwhelming sense of peace that flows through every inch of the building. The peace is from the One who has already won the ultimate battle and is present as Battlefield continues on in the fight for families. All warriors have a plan, or an approach, to fighting and the same is true at Battlefield. Our counselors and other office staff must decide on the theoretical approaches that will

Religion is going to affect every service member’s commitment to duty, regardless of their own religious beliefs. In itself, it is a

The Human Resource Sergeant’s Role in the Army Profession is to take care of our organization in preparing us for what is taking place now and what the future holds. As we quote the creed in stating, “I am an expert, and I am a professional”, we should be experts in our roles and carry out those roles as professionals. We are to take care of soldiers just the way we expect our leaders and counterparts to take care of us in their delegated professions. We play an integral part in everyday tasks and assignments. Similar to NCOs we are the “Backbone” of our organization.

As stewards of our profession, commanders ensure that military expertise continues to develop and be passed on to aspiring professionals through operational development. It is during this developmental phase that Professional Soldiers put their knowledge and skills to the test. Operational Army units certify and recertify their Professional Soldiers through repetitive and realistic training events including the Combat Life Saver Course, platoon live fires, and exercises at the National Training Center. In the course of these challenging and realistic experiences, the Army’s operational units develop Soldiers and leaders prepared to maintain high standards, discipline, and operational readiness. Operational development and adaptability will continue to drive changes in Army doctrine, organization, leadership, and education as we enter the post-war era. Without this kind of development, the Army could not maintain a well-disciplined professional fighting force.