Military

The Roman Catholic (RC) chaplain assigned to the JSOTF was tasked by his CG to visit the Haitian RC Bishop in Gonaives who was not supportive of the U.S. presence in Haiti. The RC Chaplain's mission was to establish a positive relationship with the Haitian Bishop. This initial meeting was coordinated with PYSOP and CA elements. Prior to the priest's visit, the Bishop was unwilling to talk to any American personnel, rejecting all attempts to meet with him. Ultimately, a meeting was held, and it proved to be cordial. The priest "greased the skids" for the command to talk to the Bishop. The Bishop was cautious, but became semi-supportive of the U.S. presence. The U.S. priest concelebrated Mass at the cathedral in Gonaives which demonstrated limited acceptance of the American presence. Over 1,500 Haitians attended that service.

In October, the Catholic Episcopal Conference met in Port-Au-Prince, which was attended by 41 Bishops. The U.S. military presence was one of the topics. Earlier, this group had issued a statement opposing any foreign intervention. The priest worked the issue to allow a U.S. delegation to attend to explain the U.S mission and to answer questions. The American Embassy was also represented at the meeting. The Bishops produced a new pastoral letter that did not oppose U.S. intervention and stressed the need for reconciliation.

The priest coordinated all of his activities through his unit, the civil affairs element, and the JTF Chaplain. The JTF Chaplain established a working relationship with the CMOC upon arrival in country. The first topic for training at the JTF Chaplain's weekly meeting was how to interface with the CA mission. The RC priest and JTF Chaplain assisted CA personnel as they worked with hospitals, orphanages, and schools.

LESSONS:

• Contingency operations can be greatly facilitated by establishing a positive relationship with leaders of the indigenous religions, especially the leaders of the predominant religion. The JTF Chaplain is the catalyst for these efforts and should work closely with the American Embassy and CA elements.

• Train UMTs at the Chaplains' school, at installations, and during exercises on CA doctrine and CMO, and assess UMT participation with CA elements in CMO at the CTCs. Develop Religious Support vignettes for CTCs.

OBSERVATION: In Operation UPHOLD DEMOCRACY, JTF UMTs were well prepared to provide Religious Services.

DISCUSSION: UMTs worked hard to ensure there was effective religious coverage for all servicemembers and all faith groups. They identified Denominational Service Leaders for such shortage faith groups as Seventh Day Adventist, Latter Day Saints, Islam, and Judaism. They offered religious services (Protestant and Catholic) and Bible studies throughout the week. Worship services were coordinated in areas where there was a large troop population. UMTs developed unit choirs that actively participated in worship services. All religious support activities were coordinated through the JTF UMT.

Everyday is Sunday! Religious services should be scheduled everyday of the week during deployments. Religious services were well attended. Servicemembers sought out opportunities to worship. It was not critical to them whether the service was a unit-sponsored service. They just wanted an opportunity to attend worship when their schedule permitted. The JTF UMT coordinated a program that met these needs.

Some UMTs used their chapels as MWR facilities when they were not holding services or Bible studies to provide soldiers a place to relax when off duty. One chapel was equipped with a window air conditioner, large fan, refrigerator, TV, VCR, microwave, board games, and books. Soldiers were served cold beverages following services. The UMT also had the unit weight room located right outside the chapel.

LESSON: Build it - and they will come.

Field Chapel Service

OBSERVATION: During Operation UPHOLD DEMOCRACY, family members were concerned about living conditions of servicemembers.

DISCUSSION: Family members were concerned about the living conditions of their loved ones. A rear detachment briefing to family members at a family support group meeting indicated that living conditions were improving and that all deployed personnel had showers, hot food, water, portable toilets, and wash basins. When family members received letters and phone calls from their servicemembers, they were told that living conditions were not as good as the command had briefed, leading to feelings of distrust and anger. Soldiers felt that family members were not receiving accurate information.

LESSON: Information provided to family members must be completely accurate and straight forward. Commanders must approve briefings to family members.

OBSERVATION: Despite a shortage of Catholic Chaplains, denominational coverage was provided in Operation JOINT ENDEAVOR.

DISCUSSION: To provide Catholic coverage, the Division UMT modified the area coverage plan. Responsibility for determining the need for Catholic coverage was assigned to the UMTs. They evaluated their ministry plan, conducted a faith-specific needs assessment, determined the appropriate level of support needed, and coordinated travel requirements within their own units.

The Division UMT divided the area of operations into four sub-areas, and assigned each of the four (one Air Force) Catholic Chaplains to each of the areas. The UMTs then coordinated their needs with the Catholic Chaplain to provide coverage. It was the responsibility of the UMT to provide travel for the Catholic Chaplain. This met most of the requirements for Catholic coverage and also gave the UMT and command some stability in ministering to their Catholic soldiers.

LESSON: Proper planning, coordination, and execution provide denominational area coverage, even with the continuing shortage of Catholic Chaplains.

Father Hartman offering the Sacraments to a Soldier at a Haiti Base Camp

OBSERVATION: The Division UMT found it necessary to change parts of the annex to make it relevant to the Operation JOINT ENDEAVOR mission.

DISCUSSION: The religious support tasks remained constant, but the conditions, environment, and standards for ministry changed. The instructions laid out in the religious support annex to the division's FSOP were adequate for normal religious support operations. Changes in religious support activities were more a matter of changing intensity and emphasis than in UMT duties.

There was no time to rewrite the annex so the Division UMT issued changes in the form of a religious support tab to the personnel and administration appendix to the service support annex to the TF OPLAN. Other changes were issued in FRAGOs and GOs to accomplish the religious support mission in line with the commander's guidance. The more important changes were:

LESSON: Stay flexible during the execution phase of a contingency operation; don't hesitate to modify initial planning if the situation warrants it.

OBSERVATION: In Operation JOINT ENDEAVOR, it was clear that evaluation of information about the local religious climate needs to be improved.

DISCUSSION: Most of the religious information available during Operation JOINT ENDEAVOR came through the chaplain technical channel. This information was then briefed to the commanders and staffs in staff meetings or during briefbacks. There was very little evaluation of the information by the supervisory UMT or staff, due to a breakdown in staff coordination, most often between the chaplain and the S2. Most S2s did not view religious information as being part of the essential elements of information (EEIs) or important to the IPB process. This necessitated that the information be passed on as it was received, creating a "stove pipe" effect. Much of the information had to be taken at face value or disregarded, the latter being most common.

The chaplain is a member of the commander's personal and special staff, normally under the supervision of the XO. However, integrating the chaplain into the staff is not automatic. The Chaplain must be able to work with the staff to evaluate information, know how the planning flow works, and understand how each staff section fits into that flow. This can only be accomplished by training to task and standard.

LESSONS:

• The chaplain must achieve credibility with the entire staff. The staff must understand that the chaplain is a part of the team and has a contribution to make to the mission. Chaplain input should be validated, modified, or rejected by the XO and incorporated into published staff products.

• During training exercises, commanders and staffs should work at including the chaplain in all phases of mission planning, as well as in staff coordination and the evaluation of battlefield information.

OBSERVATION: In Operation UPHOLD DEMOCRACY, the American Red Cross (ARC) demonstrated how it could assist UMTs in caring for servicemembers.

DISCUSSION: The ARC is a great resource for the JTF UMT as it coordinates support to servicemembers. The JTF UMT can coordinate with the ARC for assistance with counseling, morale packets, and communications. The J1 coordinates the deployment and life support of the ARC team.

The ARC deploys teams when military forces deploy. ARC team members are taught to interface with the senior UMT as soon as they arrive in country. A mission of the ARC is to support the Armed Forces with emergency communications and provide a communication link with family members at home. The ARC also provides family, illness, and financial counseling (as well as financial aid). In addition, the ARC provides comfort packs and researches better ways to enhance soldier morale during deployments (Valentine's Day and Thanksgiving cards and Halloween candy packs).

UMTs assist the ARC in delivering messages, in requesting comfort packets and in linking soldiers up with the ARC to send messages. The ARC can receive only emergency and birth messages; however, it is permitted to send out all sorts of messages for deployed members of the Armed Forces. The information required for a servicemember to send a message includes: Full name, Rank, SSN, Unit, POC in the States, POC's full address and the message. This information can be delivered by the unit chaplain or S1 to the ARC representative. All communications with the ARC are confidential.

LESSONS:

• Since the JTF UMT and the ARC are concerned with the well-being of servicemembers, they can help each other facilitate effective servicemember care through mutual cooperation and coordination.

• Train UMTs and S1s on the role of the ARC and how ARC personnel can assist them in accomplishing their mission.

• UMTs could also develop a close working relationship with their installation's ARC office before deployment and be trained on how the ARC can best assist the UMTs in accomplishing their mission.

OBSERVATION: During Operation UPHOLD DEMOCRACY, soldier life support was a significant morale factor.

DISCUSSION: Life support provided to deployed soldiers was excellent. Units immediately established field latrines, Australian showers, self-serve laundry points, and racks to stack arms in troop areas. MRE boxes were used to make drawers for soldier's personal gear and to serve as chapel pews. Fifty-five gallon drums were cut in half and used as washers for laundry. Supply personnel purchased coolers, fans and wash basins. Every effort was made to make life better for soldiers.

The JTF ensured that the 400 soldiers who augmented the 240 members of the Division's Headquarters were provided life support. The augmentees increased the headquarters by almost 300 percent. Augmentees reported to the installation where they in-processed and were attached to the Division. They went through the soldier readiness processing and were issued essential equipment. They were then attached to specific staff elements. Most augmentees deployed with the follow-on elements of the division.

Due to a change in mission and an accelerated flow of troops, there were inadequate numbers of toilet facilities and cots, and insufficient water in country. This affected primarily the augmentees who deployed with only individual TA-50. They did not have the luxury of putting office equipment, cots, fans, etc., in section vehicles or footlockers. During the first few days of deployment, augmentees felt they were not fully integrated into the command. The HHC worked night and day to improve life support.

The JTF deployed with an eight-man safety team. It dealt with numerous life support issues -- and was a good resource for UMTs to identify life support problems. The safety team was responsible for making on-the-spot corrections and keeping the command informed of major safety issues. The team chief was a member of the Cdr's special staff. The team looked at safety in numerous areas, including: port, aviation, ground and tactical, explosive ordnance, occupational safety and health, industrial, and marine operations.

The team sent out subject-matter experts to look at safety issues in the AO. The information gathered was reported directly to the JTF Chief of Staff. The command responded positively to the safety reports, ensuring that timely corrections were made. Morale boosters that UMTs initiated included:

• Letters and pictures from home, organized through the chapel program.

• Pictures of the current deployment, sent home to be developed, to show to family and friends, and then sent back to the deployed soldiers to be shared with friends.

• Current News Magazines.

• Sunday Comics (color).

• Handmade cards from children in the Sunday School program.

• Political Cartoons addressing the deployment.

• Care packages.

• Devotional Literature.

LESSONS:

• Soldier life support is everyone's business. It begins with command emphasis and must be supported by all members of staffs at all levels. Train UMTs to work with safety personnel on quality of life issues.

• Before deployment, UMTS should brainstorm soldier life support initiatives that they can provide in the field. These programs should include ideas which have worked successfully on previous deployments, as well as those which can be tailored to a specific mission. UMTs can then discuss these and other initiatives with safety personnel to improve soldiers' quality of life.

OBSERVATION: Mortuary Affairs Teams do not have UMTs, but do need UMT support from the command to which they are attached.

DISCUSSION: Mortuary Affairs Teams are normally attached to units and are often located in proximity to religious support personnel. In Operation UPHOLD DEMOCRACY, Mortuary Affairs personnel had the responsibility of preparing bodies for burial or for shipment back to the States.

In Haiti, they had the gruesome task of exhuming several Haitian Police (who had been buried by family members) and preparing them for shipment to Port-Au-Prince for a military funeral. These policemen were killed during a fire-fight with a U.S. Marine patrol. The bodies had been buried for two days. Some of the team members needed pastoral care after working on the bodies.

UMTs need to look for stress indicators to determine if Mortuary Affairs personnel require crisis intervention counseling. Stress indicators include: dramatic changes in behavior and personality, such as significant changes in eating habits, sleep requirements and interests. UMT personnel must have developed a personal relationship with Mortuary Affairs team members to detect/identify these changes. Members of the unit can also bring these issues to the attention of the UMT. When such conditions are reported to the UMT, the UMT should, in turn, coordinate with mental wellness teams for the appropriate care. The UMTs also have the responsibility of ensuring that bodies are handled with dignity and honor.

LESSONS:

• Commanders at all levels should use UMTs to circulate among assigned and attached soldiers to detect or identify symptoms of individual or combat stress among the soldiers of the command so that prompt medical care can be applied.

• During training exercises, the JTF (or supervisory) UMT should ensure Religious Support is extended to all elements of the command, especially those most susceptible to operational stress, such as Mortuary Affairs personnel.

OBSERVATION: In Operation JOINT ENDEAVOR, commanders used UMTs to provide Critical Event Debriefings to reduce the impact of emotional trauma to soldiers and units.

DISCUSSION: As of the date of this report, there were three incidents which resulted in injury to soldiers. In each incident, commanders used their UMTs to provide the Critical Event Debriefing. These debriefings enhanced operational effectiveness by reducing the negative affects the traumatic events could have on soldiers. The preparation for these debriefings began during trainup for the deployment.

During the contingency, a UMT conducted a debriefing for three MP teams when one of their vehicles hit a mine, injuring one soldier. Another UMT debriefed a unit when one of its soldiers was critically injured by electrical shock. A third UMT provided assistance when a soldier was injured in a vehicle accident. These debriefings were highly effective and assisted the unit in fact-finding rather than fault-finding.

Each debriefing was conducted as soon after the event as possible. The time required to conduct the debriefings was between one and one-half and two hours, depending on whether the UMTs provided one-on-one counseling. Chaplain assistants were actively involved in the debriefing process. There are times when a soldier will share with the assistant what he or she would not share with an officer.

LESSONS:

• Critical Event Debriefings help soldiers and units cope with traumatic incidents immediately after they occur. Where there are disagreements as to what happened, or the condition of an injured soldier, the UMT can clarify the facts and stop rumors.

• UMTs should be available for one-on-one counseling. The chaplain assistant is especially helpful in identifying soldiers who show signs of stress during the debriefing.

• Soldiers should be taught that most stress symptoms are normal reactions which can be overcome with time and, in some cases, counseling.

• All chaplains and assistants should receive training in this essential tool for ministry. Perhaps this should be taught at the Chaplain Center and School, especially through the Chaplain Officer Basic and AT Courses.

• Critical Incident Response Training (CIRT) should be tracked, both the trainers and those receiving the training.

OBSERVATION: In Operation JOINT ENDEAVOR, UMTs assisted the command in dealing with human factors associated with the peace operation.

DISCUSSION: Accomplishing a peace operation mission is often difficult due to human factors which are ingrained in all of us. This is one area in which UMTs can be very effective. Chaplains have skills in counseling and listening which have been developed in the human relationships portions of their ministries.

Visitation is paramount to ministry success. The UMT chaplain should have eye-to-eye contact with battalion and company commanders and staff once a week. The Senior UMT should have eye-to-eye contact with their UMTs as often as practicable but no less than once a week, mission permitting. A positive relationship between the UMT and the supported commander and staff facilitates mission tasks as well as ministry to soldiers.

LESSONS:

• The Peace Operations environment can involve a wide variety of conditions and circumstances which bring human factors to the forefront. The skills that help chaplains in counseling can be applied in assisting the commander and staff in dealing with others.

• Enhance training of UMTs in interpersonal relationships (human interaction). Skills that enable a chaplain to read body language, detect hidden agendas or filters to communication, and to critique meetings to determine what was said and what was perceived should be emphasized. These skills can enhance the ministry and allow the UMT to participate in problem solving within the command.

OBSERVATION: UMTs provided commanders and staff with vital information during Operation JOINT ENDEAVOR.

DISCUSSION: UMTs provided commanders and staff information that could have had a significant effect on the goals and objectives of the commander. This information often went beyond the specific religious ministry support provided to soldiers. Such non-religious information as morale within the command, conflicting or competing emotions in executing mission tasks, ethical and social issues, and the adverse affects that limited resources have on soldiers can play a determinative or regulative role on command policies. These issues, when taken into account by the command, can have impact on mission requirements and may involve application of any number of UMT specialty skills. Much of this information requires that UMTs work closely with staff members.

LESSON: UMTs must be prepared to provide religious support activities that cover a wide range of functions of the command. They can aid the command in achieving objectives by advising commanders and staffs on a wide range of issues that affect the mission.

OBSERVATION: In Operation UPHOLD DEMOCRACY, UMTs were required to travel in convoys of two or more vehicles.

DISCUSSION: As a force protection measure, all travel was in convoys of two or more vehicles. At night, one of the vehicles was required to have a crew-served weapon. Daytime travel was relatively easy. It did require prior planning and coordination. UMTs coordinated with their units and technical chains for schedules of departing vehicles. UMTs without vehicles were usually able to obtain rides through staff coordination or by going to control points and gates, catching a ride with a convoy heading in their direction. In most cases, the requirement to travel in convoys did not restrict the travel of UMTs.

At night, due to the crew-served weapon requirement, travel was somewhat restricted since UMTs do not have vehicles with crew-served weapons. When travel was restricted, UMTs coordinated religious support coverage through their supervisory chaplain who contacted a UMT located in the unit's AO to provide general religious support (GRS). The GRS was the religious support a UMT provided to personnel belonging to units other than the one to which the UMT was assigned or attached.

In most cases, the chaplain was the OIC of the convoy and was required to give convoy briefings. The chaplain ensured that at least one vehicle in the convoy had communication equipment. Many UMTs need training in convoy procedures and in how to handle situations in which their vehicles are surrounded by local nationals.

LESSON: UMTs must develop the skills needed to brief and lead a convoy and to use radio equipment to communicate on tactical nets.

OBSERVATION: In Operation JOINT ENDEAVOR, UMTs overcame unique challenges in providing ministry to their units.

DISCUSSION: Ministry should take place as far forward as possible, and each UMT must determine how to be at the right place at the right time. In a contingency operation, the AO can be chaotic and the best-laid plans for travel are frequently shattered.

The most common challenge to ministry was managing the four-vehicle rule. The problem was finding a convoy traveling to the right location that was going to be there long enough to allow time for ministry. The most effective convoys were either resupply or mail convoys. The least effective were the commanders' convoys.

Another challenge was the use of the UMT vehicle to fill out the four-vehicle rule. The chaplain either went with the vehicle or remained behind to do what ministry he could around the TOC. Most chaplains chose to go with the vehicle.

The lack of continuity was another challenge. Units relocated, their missions changed, and convoys were diverted from their initial destinations. Chaplains used two methods to overcome this challenge. First was the commonly called the "3X5 ministry." Chaplains made up three-by-five cards, containing three to five points, and used them to give ministry to three to five soldiers for three to five minutes. They also used them to give brief ministries to commanders and staffs.

Second was the "Thought-for-the-day" ministry. UMTs shared a thought for the day with soldiers as well as commanders and staffs. Sometimes, the UMT had to move to the soldiers' location. This meant that some method had to be devised to identify the UMT's field location for the soldiers. Chaplain Flags, Wooden Crosses or a make-shift steeple were used to mark the UMT's field location.

UMTs should be prepared to provide worship services every day of the week, not just on Sunday. In Stability Operations, METT-TC often allows only the traditional services. UMTs also had some difficulty getting units to understand the need to keep the UMT together. Most overcame this by asking units to provide living and working areas in the same tent, allowing the UMT to stay together and provide 24-hour ministry support.

LESSONS:

• Most challenges unique to ministry are driven by METT-TC and can be overcome with common-sense solutions.

• Getting to unit locations to conduct ministry requires imagination and initiative. The UMT can follow company, platoon, or section/team leaders or even LOGPAC distributors. The UMT must be prepared to react to hasty movement opportunities.

OBSERVATION: During Operation JOINT ENDEAVOR, the most difficult challenge to ministry was for UMTs to pace their own ministries.

DISCUSSION: UMTs trained to go full speed for 30-60 days; however, the contingency proceeded on for as much as a year for most UMTs. All UMTs agreed that they needed to measure their ministries or run the risk of personal burnout.

A common concern was culture shock, a phenomena soldiers experienced after arriving in Bosnia, where the field environment differed greatly from that with which they were familiar. Although UMT members were trained to identify human factors in soldiers, they often did not see it in themselves. They experienced fatigue, physical stress, irritability, sleeplessness, and disorientation -- the same dynamics experienced by other deployed soldiers. The intensity of the mission and the soldiers' view of suffering caused by earlier war (many seeing it for the first time), made it even more important for UMTs to get out and minister to soldiers without delay.

Supervisory UMTs were able to see signs of burnout in UMT members and acted to slow the intensity of subordinate team ministries. As UMTs modified their ministries, they felt renewed energy. They were able to make better judgments in their ministries and personal regimens; most teams reported a return to more stable working, eating, and sleeping habits.

LESSONS:

• The degree of involvement and the duration of the operation must be considered when planning and executing the religious support mission. Supervisory UMTs must remain alert to the functioning of subordinate UMTs, especially in stressful field environments.

• Emphasize the need for on-going assessment by supervisory UMTs of the functioning of UMTs in stressful environments in basic and advance course curricula.

• Prior to deployment, UMTs should learn as much as they can about the indigenous culture in the area of operation and then train unit soldiers on what to expect when they arrive in country.

• UMTs can also train their units in techniques for reducing the stress that will affect soldiers in the area of operations.

OBSERVATION: In Operation JOINT ENDEAVOR, the Division UMT streamlined the religious support system.

DISCUSSION: Normally, the chaplain assistant monitors supply levels, conducts inventories, and requisitions supplies to ensure timely replacement of expendable items. In recent operations, the system has been slow (or dysfunctional) in responding to orders for resupply kits. The system is not prepared to process requisitions for small quantities of resupply kits. Unit supply and battalion and brigade S4s have limited space for stocking kits, so orders of 20 or more kits are not practical.

The deployed Division UMT ordered resupply kits in bulk quantity (480 kits) through the DISCOM, which indicated it could store them. The DISCOM UMT agreed to monitor the requests for resupply. In this manner, a UMT could request resupply of one or two kits. The S4 sent orders to DISCOM and the UMT notified the DISCOM UMT of the request when it was submitted. The DISCOM UMT then notified the Division UMT as to the number of kits requested during a specified period. The DISCOM filled the requests by sending the order to the unit S4 who issued the kit(s) to the UMT.

When the supply of kits reached the 50-percent level at the DISCOM, the DISCOM requested resupply in bulk quantity. This process streamlined the resupply of religious support kits to UMTs.

LESSON: This new concept would streamline the resupply of religious support items; however, it should be monitored to validate its utility. This method of resupply of religious support items should be evaluated in training to assess its practicality for Army-wide application.

OBSERVATION: Chaplaincy publications do not adequately cover methods and procedures for identifying and determining acceptable local facilities for worship.

DISCUSSION: Current religious support publications (JP 1-05, Religious Ministry Support for Joint Operations; FM 16-1, Religious Support; AR 165-1, Chaplain Activities in the United States Army) give adequate guidance for determining acceptable local facilities for conducting worship services. Chapter 4 of AR 165-1 does provide a limited discussion on religious facilities; however, it addresses the design and construction of chapel facilities, not the use of local facilities during a contingency.

In Operation JOINT ENDEAVOR, two local facilities were used for worship services. One was a building that had been used as a chapel by the UN. It was used temporarily until it was needed for other mission requirements. All that was required to use the facility was a coat of paint and some additional lighting. The second building had been used by one of the other countries as a dayroom and work area.

In the absence of any written guidance, the Division Chaplain developed a religious facilities design review. The Division UMT provided facts and developed a proposal reflecting anticipated utilization of a facility to justify a construction or renovation project. The Division Chaplain also determined the requirements to make the facility usable and examined alternatives.

The facility (renovated by a local contractor) was to be shared by Air Force and Army UMTs. When funding for the project was approved, the walls were repaired and painted, the ceiling was paneled, and the floor covered. To make it usable for worship services, furnishings were purchased locally, including 75 stacking chairs, tables and other furniture, and some Prayer Rugs.

LESSON: A standard base document is needed for assessing, selecting, and readying a facility for worship services (through either the construction of a new facility or the renovation of an existing building) to promote maximum flexibility and use of a local facility selected for conducting worship services.

OBSERVATION: The G5/S5 elements were proactive in sharing limited interpreter assets with the UMTs.

DISCUSSION: During Operation JOINT ENDEAVOR, the UMTs anticipated mid to high levels of contact with military and civilian counterparts. They also expected to find a high potential for frustration due to communication difficulties associated with differences in language and culture.

Intruding into another section's "proprietary" domain may be unwelcome and, because of the UMTs' unfamiliarity with Civil Affairs missions, the UMTs expected some passive resistance. However, the Civil Affairs teams integrated the UMTs into their operations and willingly shared their limited interpreter assets with them. Reports from both sides noted the similarities in their goals and objectives. G5/S5 sections welcomed the UMTs into their operations and expressed appreciation for the skills that the teams brought to the mission.

LESSON: Willing cooperation between G5/S5 sections and the UMTs enhance both the Civil Affairs and Religious Support Missions.

Orthodox Priest

OBSERVATION: In peace operations such as those conducted in Somalia, chaplains can assist in several types of missions, especially when their contributions are coordinated with Civil Affairs efforts.

DISCUSSION: The mission of the UMT is to provide religious support to soldiers, their families, members of other services, and authorized civilians. First priority for religious support is to the soldiers. UMTs may provide general religious support to adjacent units when those units do not have their own coverage.

In an overseas deployment, chaplains may be well suited to support activities that benefit the local community, such as aiding orphanages, schools, clinics, and other programs), and, thereby, support the overall mission. Sensitivity to local customs and religions of indigenous people must guide the chaplain's work. For example, situations occurred in Somalia in which Somalis were physically threatened or harmed for "converting to Christianity." Evangelism of the indigenous population should not be the focus of chaplain activity. Nonetheless, the chaplain's effort in assisting the local people can still be successful if it is carefully orchestrated with that of civil affairs personnel.

LESSONS:

• Chaplains should be knowledgeable of, and sensitive to, the local customs and laws of the indigenous people in the area of the contingency operation.

• The development of UMT relationships with local populations during peace operations must be in concert with the commander's concept of the operation. The senior chaplain of the Army force should consult with the commander on the degree of contact that UMTs should undertake with the local population.

• If contact with the local people is authorized by the commander, UMTs should work with Civil Affairs personnel when interacting with the indigenous population.

Chaplain Conducting a Worship Service

Section II: Preparation

Acknowledgements