Reading: 6-4 Part Four of"Industrial Chaplaincy"

INDUSTRIAL CHAPLAINCY ASSOCIATIONS

Although there are independent Industrial Chaplains who serve ministries in the industrial society, it is vitally important that the chaplain be associated with an alliance of chaplains which can acknowledge, support, and provide additional training in these specialized chaplaincy ministries. Industry continually has people (many of whom are clergy) who want to push their own gimmicks, products, ministries, etc. upon others. Credible organizations which provide umbrellas for recognition, endorsement, and accreditation are looked for by industry. Since Industrial Chaplaincy is young, these organizations are just now beginning to form.

Perhaps one of the more longstanding chaplaincy associations is the International Conference of Police Chaplains in Washington D.C. Its handbook, standards, and guidelines for chaplaincy ministries provide those who are engaged in full and part-time (most are part time) police chaplaincy with direction. Fire chaplain association provides similar services for fire chaplains as well.

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THE MEASURE OP A SUCCESSFUL MINISTRY

One of the most difficult areas to determine in any pastoral ministry is the measure of what is called "SUCCESS" that the person has in performing his ministry. The word "success" in our western, materialistic society implies "more", "better", "bigger", "nicer" than something before or something else. A Roman Catholic hospital chaplain measures the "success" of his ministry by the large number of communions he offers hospitalized patients while another hospital chaplain measures her "success" by the quality of in-depth counseling sessions she has with patients. Parish "pastors point to growing (numerically) churches as indicators of "success" as more people actively participate in the church's ministry.

How does the Industrial Chaplain evaluate the "success" of his ministry? Certainly the ideas of "more", "better", "bigger", "nicer" do play a part in this evaluation. I am convinced that the notion of competitiveness needs to be taken out of "success". I would define "success" as "achieving pre-decided goals". These goals are established by the chaplain along with Labor-Management Board in industry and a Chaplaincy-Committee-Church Council Board from the "church". These Boards stand in support of the Industrial Chaplain and in no less than a yearly review assist the Industrial Chaplain in evaluating and planning his ministry.

At least three areas of goal planning and evaluation must be considered in evaluating the "success" of the Industrial Chaplain's ministry 1)Personal goals, 2)Goals related to industry, and 3) Goals related to the church.

Personal goals: "The first and most important responsibility of the chaplain is to be the chaplain . His usefulness depends on his understanding of his role. Here is his uniqueness and his strength." (Sodeman, Business and Industrial Chaplaincy , p. 21 . ) Evaluating the chaplain's ministry must ask questions concerning the chaplains personal identity. Does he know who he is and what his strengths and weaknesses are? Does he have a comprehension of what he is doing as a chaplain? Is he self-motivated and clear in himself that what he is doing is worthwhile? Is he satisfied in what he is doing as an Industrial chaplain? Although the chaplain himself has to be asking himself these questions, a review of his own personal goals with others is essential to keep a clear perspective of where the chaplain is heading.

Goals relating to industry: Undoubtedly, management people will be asking the question of whether or not the chaplaincy program affects dollars and cents. For the chaplain to pass over this bottom line accounting is to miss where management people are coming from. Hopefully, the Chaplain will not simply buy the capitalistic idea that the making of money is the final criteria of success. But in the same breath, the chaplain cannot deny the reason for which most people come to work -- to earn a living. But does it pay for the chaplain to be around will be asked? Is there any improvement in the morale among those in both labor and management? Are there reduced feelings of depersonalization? How do people cooperate and accept responsibility as a result of the chaplain's ministry? How does the community view industry? Is it with better sensitivities? Or is there a reduction in waste and thievery? Has absenteeism, labor turnover, and accidents been reduced? How do those counseled view their own self-worth? Has there been the prophetic voice to injustice, unfairness, and inequality? How has the system in industry been confronted with the righteousness of God? Are people finding resolutions to their problems? Is there new life in Christ? Is every area of industry (or agreed upon portion of industry) being served by the chaplain? Are real needs being met?

Many of these questions can be focused upon by the Chaplain along with his Management-Labor Board. "It is suggested that an advisory group or committee made up of representatives of both labor and management be established to provide support, evaluation, and guidance on a personal and confidential level. This pinpoints responsibility, giving both the industry and the chaplain a responsible group through which grievances may be aired or suggestions may be channeled. This advisory group provides a safeguard that permits the program to function as intended." (Sodeman, Business and Industrial Chaplaincy, p. 22.)

Goals relating to the church. I recommend that a Board or Advisory Committee be established representing the local church Council and a person from the Chaplains Committee. This Board will meet with the Chaplain no less than once a year to review his ministry goals. Many of the questions asked above will be asked from a slightly different perspective. Is the Chaplain's ministry advancing the kingdom of God? How? In what ways is he aiding the broader body of Christ through his ministry in industry or with the local churches in the area? Does the Industrial Chaplain demonstrate a Biblically founded, moral, ethical, spiritual and theological perspective on his own life and work? In what ways does the Industrial Chaplain feel he could benefit the local church in which he is a member, the denomination, the church at large with his insights and abilities? What goals and aspirations have been achieved? What goals can be set for the new evaluation period?

The questions suggested above are guidelines for determining the "success" of an industrial Chaplaincy and not the only ones that could be asked. It is by having the Industrial Chaplain set his own goals in the context of industrial representatives and church representatives, he has an accountability in his ministry which assists him in ministering in the name of Jesus Christ. There is a checks and balances system for his ministry at three different levels -- 1) himself, 2) the industrial board, and 3) the church board. The primary purpose of this evaluation is not to tear down but rather to build up and enhance the ministry and person of the Industrial Chaplain.