I’d like to share with you my take on the emerging role of law enforcement chaplaincy in the U.S.^[1]Jim Weiss and Mickey Davis, “Establishing a Chaplaincy Program.” Law and Order, April 2008.

First responders are repeatedly expected to handle every critical incident and tragedy with cool, detached efficiency, making unerring, split-second decisions without emotion. Clearly, this is unrealistic.

Cops are human, not AI robots. While most are naturally resilient “Type A” personalities, trained to handle and compartmentalize horrifying scenes, these experiences can take a cumulative toll over time — in ways big and small, visible and invisible.

Chaplains are proactive in pursuit of officer and deputy wellness. They’re first responders to first responders.

So where do cops turn when they need help?

In addition to psychotherapists, many agencies are now adding patrol chaplains to their rosters. Chaplains don’t wait in offices; they go to the cops — on patrol, in the station, at training or the academy— wherever they are assigned. Chaplains are proactive in pursuit of officer and deputy wellness. They’re first responders to first responders.

Unfortunately, many officers are leery of engaging with peer support or therapists. They fear appearing weak or incapable. They fear losing their job. An FBI bulletin notes, however, that “officers who speak to chaplains do so with the assurance that their communications are privileged, confidential, and may not be disclosed to anyone.”^[2]Gregory J. Amundson, “Law Enforcement Chaplains: A Confidential Resource.” FBI Law Enforcement Bulletin, August 8, 2023. (And with the exception of Mandated Reporter issues.)

Yet even chaplains must build trust among officers through a consistent and accessible presence that some call “intentional loitering.”^[3]Naomi K. Paget, The Work of the Chaplain (Work of the Church). Judson Press, 2006. (In this regard, it may be worthwhile to consider recruiting either qualified active officers or LE retirees as chaplains — those who know and are comfortable with cops’ language and culture.)

Often, commanders, policymakers and police stakeholders are unfamiliar with what chaplains are, much less with what they do. Defying a common conception of “clergy,” chaplains are nondenominational and should not proselytize. Their domain is the real and messy world — beyond the walls of customary, tidy places of worship.

Truly qualified chaplains are interfaith, “interspiritual” professionals. Some may be spiritual but not religious. They embrace those of any faith, those without faith or even those who may be hostile to faith. They’re trained to offer inclusive and respectful guidance and comfort. Chaplains may of course engage in theological discussions but only if asked, and they shall not advocate for any religion.

Much in the arena of American first responder chaplaincy is new. Unlike health care chaplaincy, there are no widely recognized or accredited standards of instruction or credentialing. Heck, for $20 you can become ordained online today and become a police chaplain next month. Many departments have none.

In California, for instance, two main types of programs exist.

Some counties have independent 501(c)(3) charitable organizations that recruit and train their own volunteer chaplains. These then may serve any public safety agency in the county upon request.

Most other agencies work this way: A new chief takes over and is chagrined to read in the policy that he or she needs to provide a chaplain. The chief calls in a lieutenant. They look out the window and see a steeple. The chief says, “Hey, lieutenant, cruise over to that church and ask the pastor if he wants to be our chaplain.” The lieutenant salutes and returns a half hour later with a smile and thumbs up. The new chief happily ticks off that box and moves on to the next one.

While it’s true that their new chaplain may never visit the station — at least they have one. And whether the chaplain is effectively trained or not to serve police officers, sadly, is irrelevant. Ordination, per se, does not necessarily a good police chaplain make.

Good chaplains play a pivotal role in breaking down barriers of mistrust and skepticism, not only within the larger community, but within the agency itself. Particularly among hardened officers who may be vulnerable to cynicism or mental health issues such as depression or suicidal ideation. The presence of chaplains who offer confidential and judgment-free support can help build an affirming foundation of acknowledgement, encouragement and humane connection.

Moreover, they help facilitate good relationships with police unions. After all, deputies, officers and administrators are most frequently union members. Chaplain–union rapport is invaluable and promotes the department’s values and mission.

After disturbing encounters, officers and deputies must push on to the next call, but who debriefs them? And who consoles civilians touched by trauma such as victims, victims’ families and witnesses? In this service, chaplains can provide the face of true compassion any department proudly offers the public.

Administrators know that they benefit from training in psycho-spiritual wellness, navigating stress, anger, family crises, moral injury and so on. But where do they get that training? And who handles ceremonial functions — memorials, funerals, weddings — or building community outreach? Who visits sick, injured or dying employees in the hospital or in their homes? Who helps retirees and their families as they transition away from a public servant’s identity? This is a huge life change.

Addressing problems early, particularly in high-stress professions like law enforcement, is crucial for both individual well-being and departmental efficiency. Supporting the holistic health of officers is not just an ethical obligation; it’s a sound and rational management strategy, given the substantial investment in recruiting, training and retention.

Frankly, I see the dynamic of military and first-responder chaplaincy as equivalent. Indeed, most cops experience more combat-type engagements than many soldiers and far more than most civilians. Plus, it’s easy to tell people you’re a soldier, veteran, firefighter or EMT. It’s not so easy to admit you’re a cop.

Chaplains, by their very nature, if allowed to be woven into the ecosystem of law enforcement agencies — not just as some sporadically visiting churchperson bearing doughnuts (although doughnuts are always welcome) — foster spiritual resilience and psychological hope. They attend to the spirit of de-escalation in potentially volatile encounters and play a critical role in enhancing community-oriented policing efforts.

Finally, some pointers toward establishing a successful chaplaincy program:

1. 1. The program must be nondenominational.
   2. Have clear policy for the position of chaplain, including qualifications, duties and responsibilities, required training and accountability, confidentiality agreements and code of conduct.
   3. Conduct rigorous background checks to ensure candidates’ credentials and character.
   4. Provide chaplains what they need to carry out their duties. Do they need uniforms, an office, a phone, a pager, a vehicle or official email access? Offer orientation, appropriate training (consider field training) and continuing education.
   5. Maintain open and direct communication between the chaplains’ program and the sheriff or chief. And remember, if the sheriff or chief don’t actively support the program, it will not succeed.
   6. Ensure sufficient supervision to prevent anyone who turns out to be unsuitable for the job from injuring your agency.
   7. Should the size of your agency warrant, consider creating a salaried “senior chaplain” position funded internally or through nonprofit donations. Especially in volunteer chaplain programs, this individual can safeguard robust continuity of and excellence in mission.
   8. Actively support your program vocally, politically, financially and organizationally. Be creative in embedding chaplains throughout your agency.

Patrol chaplains today are more active and effective than ever before. They contribute not only to employee wellness, job satisfaction and career longevity, but they also appear to assist departments in achieving traditional measures of policing success such as fewer uses of force and citizens’ complaints, improved community relations and transparency, and so on.

In conclusion, well-adjusted first responders — emotionally, psychologically and spiritually — provide better policing to their communities and live healthier, more balanced lives. That is the bottom line.

And excellent agencies demand excellent chaplains.