The other day, as I was teaching a class on burnout to a group of public safety chaplains, they were telling me their stories and sharing their hearts as they related to this topic. Listening made me further aware of how deep and troubling this issue is to the modern-day public safety chaplain. For the public safety chaplain, they walk with first responders or the public through their worst days. But for all the dedication of the chaplains, they more often become disillusioned, not because of the nature of the job but due to how the departments view and handle the role of a chaplain.

In this article, I’ll explore common ways I have found that chaplains are unintentionally discouraged and how departments can address these challenges to build a thriving chaplaincy program. By making simple, intentional changes, departments can empower their chaplains to serve effectively and feel valued as integral team members

1.Not Calling Them Out

I have listened over the years to numerous accounts of chaplains not being called to critical incidents simply because responders never think to include them. These omissions have occurred in major emergencies, high-stress situations, or even tragic calls such as high-emotion deaths. If the chaplains are not dispatched to the scene, they are left on the sidelines, wondering why their presence is unnecessary or required.

To prevent this, departments should have policies in place that dispatch the chaplains on specific types of calls. These would include cardiac arrest, major house fires, fatal incidents, mass casualties, or any situation that could potentially have a significant emotional impact

As an EMT myself, I get it. First responders focus on the rescue set before them and not necessarily the hidden victims behind them. Because of this, they don't call for the chaplain until later, if at all. Like any other first responder, chaplains want to help others in their moment of crisis, and inclusion tells them that their work counts. The well-trained chaplain has much to offer to the scene if they are called early enough.

2. Not Including Them in Department Events

Public safety chaplains build their relationships simply by being among the individuals they serve. Failing to include them in any kind of department function, such as a retirement ceremony, a promotion celebration, or some other form of community outreach, decreases the likelihood of relating to responders outside the crisis scene. These informal moments are so important in gaining the trust of our first responders and represent the very foundation upon which ministry will be extended.

The departments should, therefore, invite the chaplains to formal and informal events. Attending such events helps the chaplains become part of the team and develop relationships whereby providing relevant support at times of crisis may be possible.

3. Taking Them as Outsiders

One of the fastest ways to drive a chaplain away will be to treat them as a necessary evil or just an outsider. Without acceptance into the department's culture, building credibility as a chaplain gets more complicated, and trust goes out the window. Consequently, it becomes hard to handle problems that responders face if there is no understanding of the job and no room for relationship

Integrating the chaplains into the department is as simple as issuing them station access, inviting them to roll calls or shift briefings, and allowing them to ride with crews. These go a long way in proving the chaplain is part of the team and not an outsider looking in.

4. Training Them but Not Using Them

Departments invest in training chaplains with specialized skills such as crisis intervention, grief counseling, or trauma-informed care, yet often, we place them on the sidelines during most critical incidents. Doing so neglects the department's investment and further sends an indirect message to the chaplain that their expertise is not essential.

To that end, departments should be seeking ways to utilize chaplains rather than seeking to justify their use. For example, CISM, Psychological and Spiritual First Aid trained chaplains are particularly effective in the aftermath of a traumatic event's debriefing process. Also, a CRR trained chaplain can be utilized to help the public safety agency's communication between the department and members of the community. Departments can maximize the use of and appreciation for the chaplains by utilizing them where they will be most effective.

5. Playing "Religious" Roles

While most chaplains are persons of deep faith, their function goes way beyond religious service. The chaplain's ministry can include emotional support, crisis counseling, advocacy for the responders and their families, and some operational responsibilities. Unfortunately, some departments restrict the work of a chaplain to religious functions only, such as saying prayers during ceremonies or conducting memorial services.

Such a narrow view should not occur as the departments should be aware of the holistic nature of modern professional chaplaincy. Whatever the spiritual background of the first responders, the chaplains offer emotional and relational competencies of tremendous value in their support. The department can ensure that the chaplains achieve their potential by facilitating them to engage in peer support, training, and informal counseling.

6. Constantly Dumping on Them Emotionally

Problems can happen when departments only look at the chaplain as someone to whom emotions can be unloaded. I get it; as a chaplain there are days I don't hear anything positive. That's the reality of this vocation. Responders share struggles, traumas, and frustrations with the chaplains. But at times, the chaplains bear all those weights, and nobody ever checks on their condition.

Departments can further support their chaplains by establishing routine check-ins and access to other resources, such as peer support groups or spiritual mentors. A simple question of how they are doing acknowledges the humanness of the chaplain and reinforces the department's commitment to their health and effectiveness.

7. Let Them Learn About Incidents Through the News

Nothing is more disheartening to any chaplain than hearing on the local news of a critical incident occurring within the very department that they serve. I have heard that time and time again from chaplains around the country. This same isolation of the chaplains keeps them apart and prevents timely support for responders and their families.

Departments should make it a point to inform the chaplains directly of important calls. This can be done through automatic dispatch systems or simply a text page or phone call from the shift commander. This act initiates the chaplains and solidifies their connection with the team.

8. Lack of Vision for the Chaplain Position

Another issue is when the role is ambiguous and reactive without any type of vision from management regarding chaplaincy. This leaves the chaplains to their own devising, resulting in frustration and gross inefficiency within the incident command system. Besides, a lack of vision limits the department's potential to integrate professional chaplaincy into its mission.

The department should outline the chaplaincy program's vision, responsibilities, and scope of practice. The vision provides some guidance for the chaplain. It helps the department to align its expectations with the capability of the chaplain team

9. Operating Without Policies, Procedures, or a Budget

A successful professional chaplaincy program needs to be built on infrastructure and accountability. Without written policies and guidelines, the chaplains are left in a void without any sense of their role or how to fulfill it. Without a budget, the chaplain cannot obtain training, resources, or the basic supplies needed.

Departments should be encouraged to the creation of written policies and guidelines that outline the role, responsibility, and boundaries of a chaplain and chaplain team. A limited budget should be provided to pay for any training; resources bought, and professional development a chaplain may undertake. For larger departments, a salary can be allocated to a chaplain manager who can manage a chaplain division. These steps represent the department's commitment to the concept of professional chaplaincy and the road to its long-term success.

Creating a Culture of Care

Discouraging a chaplain need not be an act of malice; it simply occurs through neglect or lack of understanding of what the chaplain does. Not taking care of the chaplain or treating this position as anything less than professional can be disastrous for the chaplain and, by extension, the department. The effectiveness of the chaplain diminishes if and when he/she feels unsupported, unappreciated, or disconnected.

By intentionally including chaplains in the life of the department and equipping them for the challenge, departments can ensure that their chaplains thrive. A supported chaplain is an asset to the team and a powerful force for good, bringing hope, healing, and resilience to the people they serve.

Let us dedicate ourselves to valuing our chaplains in their role and as partners in the public safety mission. The work matters, and everyone wins when we support them well.