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chaplains." A prominent Episcopal bishop said that the American public would "never object to the advancement of a man who has done something that is worthy," nor “applaud as wise statesmanship such legislation as may block the advancement of a worthy chaplain while the way is open for every other class of officers, regardless of their merit." Philippine Governor General William H. Taft and key Army leaders also endorsed the bill. Several prominent Senators said that the "reward proposed is not sufficient for the service rendered." Finally, on 21 April 1904 the Congress passed an act to "recognize and promote the efficiency of army chaplains."

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The act authorized the President to promote chaplains from the grade of captain to that of major after 10 years of service in the lower grade, if they were deemed "worthy of special distinction for exceptional efficiency." It also provided that the "total number in active service so promoted" should "not at any time exceed fifteen"; that the remaining chaplains be given the grade, pay, and allowances of captain, mounted, after completing seven years of service; and that newly appointed chaplains be commissioned with the grade, pay, and allowances of first lieutenant, mounted, until completing seven years of service. Significantly, the act also specified that all chaplains, regardless of grade, should be officially addressed as "chaplains of their respective regiments or of the Artillery Corps." Under the provisions of the Act, four of the 14 chaplains eligible to be considered for promotion were deemed "exceptionally efficient"; all four-Allen Allensworth, Charles C. Pierce, Henry Swift, and Edward J. Vattmann-were promoted to major on 14 June 1904. Five months later, 19 November, George P. Robinson was promoted. On the day of Robinson's retirement, 19 March 1905, he became the first chaplain promoted to lieutenant colonel. A bill authorizing a one-grade promotion upon retirement to certain officers, i.e., Civil War veterans below the grade of brigadier general, made his promotion possible.21

A chaplain who entered the Army in the grade of first lieutenant was not automatically promoted to captain after completing seven years of service. Like other officers, he was required to appear before an examining board and be tested regarding physical condition, morals, general efficiency, and professional knowledge. The medical officer on the board examined him for physical fitness. All members of the board reviewed his military record, sent to the board by the Office of the Adjutant General, to ascertain if he used the opportunities afforded him,

made practical application of his professional knowledge, and possessed the trustworthiness and ability to perform his professional duties. His professional knowledge was tested through an oral and written examination designed to determine if he could function effectively in the grade of captain. All members of the board, which included a chaplain, were present for the oral portion of the examination, and one member for the written part. The oral examination covered his knowledge of Army regulations related to the "duties of chaplains as officers of the Army"; field service regulations that governed the "Armies of the United States in time of war"; military law; and international law that pertained to the Geneva Convention articles for the "amelioration of the condition of the sick and wounded of armies in the field" and the International Peace Conference at The Hague. The written requirement was an "essay of not less than four thousand words upon the work of a chaplain in the military service, and the methods by which it may best be accomplished." To pass the oral and written examination, each candidate had to score at least 75 percent in each part.22

Upon reporting to their first duty station, chaplains were immediately confronted with the "ways of the service" and the duties of the chaplaincy. Fortunately, they generally found their new parishioners only too glad to assist them in getting established; in addition, they found the 18-page Manual for U.S. Army Chaplains useful. In retrospect, however, most of them believed that they were ill-prepared to begin their ministry to soldiers and their families, and many commanders agreed. Consequently, in late 1909 it became a general policy of the War Department to assign each newly appointed and commissioned chaplain as "assistant to an experienced and successful chaplain, of his denomination when practicable," for a period of one to six months. The length of the period was determined from the reports and recommendations of the senior chaplain.23 Louis A. Carter served under the tutelage of Washington W. E. Gladden for about 10 weeks in the summer of 1910 at Madison Barracks and Pine Camp, New York. In addition to requiring Carter to study Army regulations, field service regulations, and the manual of courts-martial, Gladden instructed him in his method of reaching the enlisted men; they visited the barracks daily and conversed with the men on "religious and other moral subjects." The two chaplains also went on maneuvers together at Pine Camp, where Carter gained experience in field work. That method of orienting chaplains into the Army was practiced as late as November

1916, when Joseph S. Loughran served his apprenticeship under Francis B. Doherty.24

Once a newly appointed and commissioned chaplain began to develop his educational, religious, and entertainment programs, he learned that he needed an assistant. If he was "enterprising and energetic," his commander generally detailed an enlisted man to help him; if he failed to take advantage of opportunities and to extend the scope of his work, his commander usually deemed an assistant unessential, if not "detrimental to the service." Moreover, even if a chaplain was enterprising and energetic, his commander, for various reasons, often refused to provide an assistant. Finally, howover, in late 1909 the Chief of Staff of the Army ordered the authorization of an assistant for each chaplain: "One enlisted man will be detailed on special duty, by the commanding officer of any organization to which a chaplain is assigned for duty, for the purpose of assisting the chaplain in the performance of his official duties." That meant that the assistants generally cared for the chaplains official property, acted as his clerk, and helped with the educational, religious, and entertainment programs.

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Whatever the reason, conditions within the War Department became such that chaplains were permitted a greater voice in matters that pertained to the chaplaincy. The creation of the General Staff was partially responsible for those conditions; its very existence seemed to encourage concern for efficiency throughout the Army. Suggestions and recommendations from the field to the Adjutant General or War Department, even those from chaplains, received due consideration. In addition, the performance of the chaplains during the conflicts near the turn of the century and after, along with the recognition they received from within and outside the Army, undoubtedly contributed toward those favorable conditions. The replies to a circular letter and questionnaire sent from the Office of the Adjutant General to 61 chaplains and 176 commanders in late 1908 indicated that the status and image of chaplains had improved decidely over the pre-Spanish-American War years. Of the commanders who had chaplains assigned to their commands, 71 said that the chaplains enjoyed the respect and confidence of the enlisted men, whereas only two gave a negative response; four were doubtful. The chaplains agreed with the commanders; 57 believed that they possessed the respect and confidence of the enlisted men, whereas only four were unsure. In addition, 60 commanders be

lieved that the chaplains in their command were successful; only four gave a negative reply.26

Encouraged by the favorable conditions within the War Department, some chaplains began to make themselves heard. Charles C. Pierce's contribution toward the composition and passage of the Act of 21 April 1904, apparently with the consent of the Secretary of War and top Army officers, was perhaps the first major effort in that regard. In June 1907 another major effort was launched. Hoping to "receive answers" that could be addressed to the attention of the General Staff, Chaplain Barton W. Perry sent a circular letter to all chaplains. He asked them if they would like to see something done to "enable the War Department . . . to view matters . . . from a chaplain's standpoint," namely, the appointment of a "committee of Chaplains" to serve as a "medium of communication" between the chaplains and the General Staff. He indicated that he was not interested in the "creation of a Chaplaincy-in-chief, or any similar office," because there was a "general aversion of the Chaplains themselves to such a project." That was an apparent reference to the difference of opinion that developed between Orville J. Nave and Cephas C. Bateman, which had spread among the chaplains and would continue until 1920. To further allay any objections from the War Department or the chaplains, he also said that such a committee would not form a part of the General Staff, would exercise no administrative authority, would not have permanent members, and would fully represent the various views held among the chaplains.27

Chaplain Perry had reason to be disappointed with the response to his circular letter; he received only 19 replies from the 53 chaplains. Of the 19, nine favored such a committee, seven favored it with qualifications, two were noncommittal, and one disapproved. Chaplain Pierce, however, saw some value in Perry's idea and recommended to the Adjutant General that a permanent committee be appointed and designated as "The Chaplains' Board." He said that such a board should consist of three chaplains, no two from the same denomination, which would meet at least once each month and proceed according to instructions from the Adjutant General. Moreover, he said that the chaplains, through the board, could make collective statements about important national issues, such as United States insular policy, and relieve the fears of many citizens. His letter received careful attention within the War Department, by the General Staff and the

Acting Secretary of War, but his recommendation was disapproved. It was deemed inexpedient to appoint such a board, especially since any chaplain could present any matter to the War Department through regular military channels. The War Department did, however, offer some encouragement by saying that "if cases arise where expert advice of chaplains seems to be needed, boards for consideration of such matters can be ordered at any time by the War Department." 28 There the matter seemed to end.

In February 1908, however, Chaplain Aldred A. Pruden proposed to the Secretary of War a different function for a board of chaplains. He recommended that a board be appointed to collect and tabulate suggestions from chaplains and commanders, and then use the "information thus secured" to make recommendations to the War Department for a more exective chaplaincy. Pruden's proposal was apparently "an idea whose time had come," for it eventually found favor in the War Department. Subsequently, the Office of the Adjutant General mailed to all commanders and chaplains a letter and questionnaire that asked for their views on how to increase the efficiency of Army chaplains. When all the replies were returned, six chaplainsLeslie R. Groves, Aldred A. Pruden, Andrew C. Murphy, George H. Jones, Washington W. E. Gladden, and Joseph Casey-were appointed to the board which met in April 1909 at Fort Leavenworth, Kansas.2 Chaplain Groves, the senior chaplain, served as president of the board.

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Using the responses, the board made 12 recommendations; the Chief of Staff approved six of them totally or in part. Four of those approved focused on the chaplains' need for entertainment supplies, equipment, and facilities (photographs, stereopticons, tents, and stages). One suggested a means of examining and selecting applicants for the chaplaincy, and of training those who were appointed and commissioned. Another stressed the importance of detailing an enlisted assistant to every chaplain. Action on two recommendations for an adequate library on each post and an increase in the number of chaplains-was postponed. The other four were disapproved, totally or in part. They were that a chapel be erected at all permanent posts; that the uniform of chaplains be changed "to conform more nearly" to that of other staff officers; that a special depot be established in Washington, D.C., to handle chaplain supplies and equipment; and that a permanent record book be furnished at each post for the recording of baptisms, marriages, and funerals. Understandably, Chaplain

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