The following was used during the Texas 77^th Legislature to support
Chaplain Professional Equity and the two bills that arose out of the efforts:

H.B. 2460 – S.B. 1607
The Larger History can be seen in the Chaplaincy Documents section at
www.PreciousHeart.net

Texas State Chaplain
Professional Equity—Parity
~ What Is It? ~

D

Value of Religion, Value of Faith

Value of a Profession

Help those who facilitate the most significant resource
for change in Humanity’s History—

Religion

Dr. Vance Drum -- Dr. M.G. Maness -- Dr. Timothy Simmons
Texas Department of Criminal Justice Chaplains
A Few Members of the Parity for Chaplains Core Group
www.PreciousHeart.net - * - Parity@PreciousHeart.net

Table of Contents

Introduction: Texas State Chaplaincy Full of Superlatives ......................................... 4
A. Superlatives in Agency Contributions
B. Superlatives in Professional Irregularities

1. Texas State Chaplain Professional Equity--Parity Proposal ................................. 6
A. Professional Equity for Texas State Chaplains
Reclassification Adjustments & Basic Equity, Full Equity, Resolution
B. Helping Chaplaincy Is a Good Thing—Good for Everyone

2. Chaplain Professional Equity LONG Overdue ................................................ 9

3. TDCJ Chaplains Recover Operating Costs AND Reduce Recidivism ................... 10

4. TDCJ Chaplaincy & the Recidivism Benchmark:
Miniscule in Budget, Huge in Programs ......... 13
A. Chaplaincy “Profession” vs. “Programs” = Low Budget, High on Programs
B. Chaplaincy Reduces Recidivism;
C. Chaplaincy & Other TDCJ Program Funding;
D. Chaplaincy’s Impact Upon the Positive Statistics of Other Programs;
E. Chaplaincy’s Reduction of Recidivism the Greatest of All (?)
F. Chaplaincy Has the Smallest of Budgets – the Largest Number of Programs
G. The Contribution to Recidivism Alone Justifies Professional Equity

5. Chaplaincy Mission—Huge, Indefinable, Capable of More .................................. 17
A. TDCJ Mission Statements
B. Chaplaincy Mission Implications
1. Correctional Mission Implications; 2. Method of Delivery;
3. The Challenge: Beyond Full Definition
C. The Application of the TDCJ Chaplain’s Mission: Unlimited Opportunity
1. Prison Chaplain Network Flowchart
2. Prison Chaplain Pastoral Care Direct Delivery
3. Prison Chaplain Pastoral Care Volunteer Delivery Supervision

6. Some of the Indefinable, Finer Aspects of Chaplaincy ....................................... 22
A. Carol Vance on Chaplaincy, former TDCJ Board Chairman
B. Senior Chaplain M. Mantooth: Desert Storm & Prison Chaplaincy

7. History and Value of Chaplaincy: by Emmett Solomon ...................................... 24
A. Chaplains Were the First Treatment Providers
B. Chaplains as Government Employees
C. Role of Correctional Chaplaincy Is a Difficult Role
D. Need for Chaplaincy Increased

8. Attrition: NOT the BEST Reason to Raise Salaries ........................................... 26
A. Basic Argument: “Value & Equality” over “Attrition”
B. Why Professionals Stay: Rootedness
C. What is “Value and Equality”?
D. Reason and Where to Go!

9. Comparing Pay Groups: Disparity & Inequity .................................................. 29

10. State Chaplains Endorsing Professional Equity--Parity ...................................... 32

11. Legal and Church–State Issues ...................................................................... 35

12. More Resources on Chaplaincy Professional Equity—Parity .............................. 37

Appendixes, Items & Endnotes

Appendix 1: Chaplain I, II & III – Texas State Classification Job Description ......... 38

Appendix 2: Texas Chaplain’s Professional Network ............................................ 41

Appendix 3: Federal Bureau of Prisons – Entry Level Chaplain .............................. 48

Appendix 4: Salary.com -- Market Survey on Chaplain Position .......................... 49

Appendix 5: Texas Classification Salary Schedules B & C .................................... 50

Appendix 6: 1999 Texas Compensation System Overview .................................... 53

Appendix 7: Salary Demographics Comparing Texas with Other States ................... 54

Appendix 8: Classification Plan Recommendations for 2000, 1998 & 1996 ............. 58

Item 1: TDCJ Chaplaincy Communication– “Complicated & No Changes” ............ 70

Item 2: TDCJ Programmer II & III Minimum Requirements .................................... 71

Item 3: Chaplaincy Open Records Response:
Statistics Older than Three Years “Not Kept” ......................... 72

Item 4: Chaplaincy HQ E-Mail--11-21-00: Reclassification Considered in the Last Hour ............. 73

Endnotes .............................................................................................. 74

- - - - - - - - - - - - - - - - - - - - - - - - - -

Help support Professional Equity for State Chaplains—Parity.

Even with the accomplishment of this Proposal, the combined budgets of the Chaplaincy Services would be among the lowest, while providing some of the greatest contributions to Texas’ Agencies, their clients and Texas’ citizens.

Chaplains facilitate Human History’s most significant source for change—
Religion.
This is about the Value of Religion and Religious Education in general.
This is about the Value of a Profession, the Chaplaincy Profession.

Help Chaplains Cultivate the Precious Heart. Help their Profession.

D

Introduction: Texas State Chaplaincy Full of Superlatives

A. Superlatives in Agency Contributions
B. Superlatives in Professional Irregularities

A. Superlatives in Agency Contributions

Chaplains cultivate the Precious Heart. The time has come to grant to Texas’ own state chaplains Professional Equity—Parity. The clients of Texas’ several agencies are among Texas’ most needy persons, and Texas State Chaplains facilitate the most, the most Significant Resource for Change in Human History--Religion.

Chaplains contribute enormously to every mission critical aspect of their agencies. Yet they have been left far behind in compensation and logistical support and even out of the loop with respect to how their own profession can grow and develop. The chaplaincy service is full of superlatives. This is about the value of faith.

Here’s the question: SHOULD these --

· Highly trained and experienced persons with roots in some of the most esteemed schools on earth;

· Who access and facilitate human history’s and the world’s most significant resource for change—Religion—networking across Texas, the nation and the world;

· Who associate and network with scores of chaplaincy and religious associations;

· Who train and supervise thousands of Texas’ most esteemed persons—volunteers;

· Who teach, create and can access thousands of curricula and programs, many free;

· Who deal with the crises of Texas’ most needy persons—the agencies’ clients;

· Who deal with the crises and struggles of agency staff and their families, victims and their families as well as volunteers and their families;

· Who some deal with the meanest, most dangerous and most disturbed persons in Texas;

· Who by reducing recidivism recover their entire operating cost, then recover that cost again in their facilitation of volunteers who also reduce recidivism and then recover that cost yet again—a third time over in the of religious consumables chaplains resource from around Texas, the United States, Arabia and the world;

· Who do all of this without the clerical support granted to other programs and professions;

· Who have done all of this loyally for forty years without the loyalty of regular compensation upgrades and without increased logistical help;

-- SHOULD Chaplains be granted professional equity, granted parity among Texas’ own professions for their experience, education and contribution?
Why not?

B. Superlatives in Professional Irregularities

Chaplains cultivate the Precious Heart. No one doubts the effectiveness or need for a chaplaincy service at some level. Yet over the last several decades the chaplaincy services have been tolerated, not truly allowed to keep pace with other professions in compensation and logistical support—in spite of the huge contributions.

With regard to TDCJ Chaplaincy here are some questions.

· Why do chaplains remain on the lowest end of their pay group for 10-17 years ?

· Why has there been no pay group reclassification for chaplains in 35+ years ?

· Why does the Director of Bingo Services make “8” pay groups more than the Head Chaplain for TDCJ ?

· Why does a Librarian IV make more than the Head Chaplain for TDCJ ?

· Why does a state Teacher’s Aide III make the same as a Chaplain I ?

· Why is the TDCJ chaplaincy department not keeping statistics on the huge numbers of general and special programs and attendance, numbers of crisis calls, numbers of inmate family crisis notifications and the huge numbers of statewide chaplains’ supervision of volunteers and volunteer hours in its three-year records retention/destruction schedule ? (See Item 3 in back)

· Why are many chaplains unable to implement programs that the TDCJ board has long approved ?

· Why were the unit secretaries cut several years ago especially as TDCJ and chaplaincy underwent its largest growth in its history – in the world’s history ?

· How can chaplains network with hundreds of volunteers and learn more about extent volunteer networks if they have to go to statewide volunteer gatherings on their own time and at their own expense ?

· How can Chaplains facilitate their own profession if they cannot meet with and learn from fellow state Chaplains in other state agencies ?

· How can the Chaplaincy Profession develop if highly educated and experienced Chaplains cannot have a say in their own profession or own protocols ?

-- SHOULD Chaplains be granted professional equity, granted parity among Texas’ own professions for their experience, education and contribution?
Why not?

Note: This is NOT to undermine ANY administrator past or present, but there is a need to point out neglect and that such neglect is not without reason but very understandable. A lot of what chaplains do cannot appear on a report, so top level administrators cannot see the intricate and delicate contributions of chaplains, not nearly as easily as they can see the contributions of engineers and of teachers of raw curriculum. Add the huge diversity of programs and broad spectrum of boundary spanning, only the professional chaplains themselves can evaluate some of their own services. Add to that the following pages and there is reason to support Professional Equity—Parity. Professional Equity can help accomplish this for the good of Texas and Texas’ clients.

1. Texas State Chaplain Professional Equity--Parity

A. Professional Equity for Texas State Chaplains:

Reclassification Adjustments & Basic Equity

Pay

Title Classification Group Minimum Requirements

Director TDCJ Chaplaincy Chaplain VII B-19 same as below, w/ publication, doctorate pref.

Directors TYC & MHMR Chaplaincy Chaplain VI B-17 same as below, with associational membership

Regional Dir.s TDCJ Chaplaincy Chaplain VI B-17 M.Div. + 6 yrs Instit.* exp + 3 Units CPE Clinical

Senior Institution Chaplain Supervisor Chaplain V B-15 M.Div. + 6 yrs Instit. exp. + 3 Units CPE Clinical
-- for institutions with multiple chaplains

Senior Institution Chaplain Chaplain IV B-14 M.Div./eqv. * + 6 yrs Instit. exp + 3 Units CPE

Senior Institution Chaplain Chaplain III B-13 M.Div./eqv. + 5 yrs Insitit. exp + 2 Units CPE

Institution Chaplain Chaplain II B-12 BA/eqv., 3 yrs Instit. or 1 yr Instit. + M.Div.

Entry Institution Chaplain Chaplain I B-10 BA/eqv. + 5 yrs. min. exp. or M.Div. + 3yrs
* “Instit.” = “Institution”; “eqv.” = equivalency

2 Admin. Tech. III and Office start up costs for the two offices of the
Director of Chaplains for TYC and MHMR

All Chaplains I-VII start at the mid-range of their respective pay groups, topping out
after 10 years of service with progressive promotion automatic to the Chaplain IV position
given the minimum qualifications.

Full Professional Equity
would also include the following considerations

Reclassification Adjustments Above with the following or some portion of the following would help bring chaplaincy into the twentieth century

TDCJ Chaplaincy Departments:
__3-6% increase to Chaplaincy Budget for mailings, faith-based networking,
computer/office upgrades and for travel for the chaplaincy leadership
__100+ Secretary III’s for each TDCJ Unit with 1000+ inmates

TDCJ, TYC and MHMR Chaplaincy Departments:
__Chaplaincy Budget increases for State Chaplains to attend an annual Professional
State Chaplains Colloquium

Resolution

Full Professional Equity is merited after 30+ years of no reclassification. This is especially so given the enormous contributions that chaplains give to a broad spectrum of each agency’s mission critical functions as well as their cost-effective delivery. Because of the decades past, we ask for the following resolution:

RESOLUTION: the State Legislator is also asked to support a resolution to the agencies that states:

“Whereas, since Texas State Chaplains are educated and experienced in religion, religious issues and in a variety of religious persuasions and communities,

Since that education and experience is rooted for the most part in a long and rich tradition as well as rooted within some of the most esteemed schools in the state and nation,

Since they facilitate human history’s greatest resource for change,

Since the clients themselves are highly restricted and

Since the chaplains by nature interface with the religious community at large, around the state and throughout the nation,

Therefore, be it resolved that Texas agencies maintaining custody of individuals are asked and encouraged

To fund future growth of the chaplaincy departments,

To support the chaplaincy departments as they initiate, seek out and network further with their rich religious backgrounds and the faith community itself in the facilitation and supervision of faith-based programs and

To support chaplaincy efforts in the light of the mission statements of their respective agencies to dialogue and cultivate collegiality between the agency chaplaincy departments in an effort to facilitate greater professional development of Texas State Chaplains in the highest traditions of quality non-sectarian needs-based faith and pastoral care; and

Be it furthermore resolved that all agency chaplaincy departments are charged with and encouraged to continue to develop, recruit, train and manage volunteers who are esteemed citizens who help save Texas money and who contribute enormously to the well-being of Texas’ clients and the clients’ families.”

B. Helping Chaplaincy Is a Good Thing—Good for Everyone

These appeals come from the heart of chaplains who have given their lives to a profession that seeks to address human needs and to address those needs in certain accord with the various mission statements of each agency.

Within the institutions, most of the clients are among Texas’ most needy persons and some are among Texas’ most dangerous and violent and vile persons. State Chaplains facilitate human history’s greatest resource within society’s most restrictive settings and among Texas’ most disturbed clients; that the chaplains be well trained and at a very minimum compensated in an equitable manner for their education and experience and contributions is most reasonable and fair. Clinically trained and educated Chaplains are the best way to truly resource the religious community in the highest traditions of quality pastoral care and holistic needs-based delivery of faith-based resources. This is all about religious freedom and competent program management.

This is also an appeal to help facilitate state chaplain collegiality between the agencies.

The following is an extended series of documents outlining the huge and often indefinable aspects of chaplaincy. What is certainly needed, given the following, is a mechanism for allowing the chaplaincy profession to develop further their already huge resources. Just a glance at the following belies the almost innumerable challenges, the huge numbers of persons inside and outside the agencies that chaplains must encounter, the broad spectrum of boundary spanning, the multiple roles and role-overload, the almost endless source of volunteer support, the almost endless number of programs affecting clients, staff and the community at large and the almost endless manner in which this list of superlatives could be extended. What makes this proposal for reclassification and empowerment even more credible is that nothing but minimum tolerance has been the course for 30+ years.

Chaplains facilitate human history’s greatest resource. They do this and impact every mission critical function of their agencies. They do those and positively affect the families of the clients in the respective agencies in such a way that also affects Texas citizenship and humanity in general. The needs and contributions alone merit professional equity. That Chaplains do the above in an enormously cost-effective manner—then all of the above and cost-effectiveness MORE than justifies and merits profession equity.

That this justification and merit for professional equity has been left alone for 30+ years calls all the more for significant reclassification and empowerment. Help chaplains cultivate the precious heart and so contribute to Texas.

Chaplains need a career ladder. They are—minimally—as deserving as any other profession listed in the appendixes. And their contributions are as deserving as well as significant and cost-effective. Redress, reclassification and empowerment would help Texas as well a the noble and long-standing profession of chaplaincy itself better meet the challenges of the 21^st century.

Helping chaplaincy is a good thing to do—good for everyone.

2. Chaplain Profession Equity LONG Overdue

Chaplains have not been reclassified in 35 years. Emmett Solomon, former Administrator of Chaplains for TDCJ, notes:

“I was employed by TDCJ from June 1, 1964 until September 30, 1993. On February 1, 1967, I was promoted to Chaplain II at a pay grade 16 [same as B-8 today]. Assistant Wardens were also at pay grade 16. Chaplains have not been reclassified since that time. Assistant Wardens have been reclassified several times and virtually every other job has been reclassified upward since that time.” [1]

Many efforts have been initiated over the years to up-grade chaplains from within several of the agencies, but top level administrators have balked. Nevertheless, most other positions, but especially those requiring advanced degrees have been re-classified several times in the last four decades. Worse still, new positions with much less entry requirements have been initiated at several pay grades above chaplains with master’s, doctorates and decades of experience.

In the early ‘90’s, unit chaplains were allocated secretaries (at the lowest pay grade for secretaries); then after several years even those secretaries were removed. Even Unit Project Rio Coordinators have secretaries. Even under the Programs and Services Division, many program positions have been instituted over the last five years—positions requiring less education and experience than entry level chaplains: like the Tier Program Coordinator and the Assistant Director of Religious Services. Currently, Texas state chaplains serve in several agencies, but they have no ability to coordinate professional interests or learn from each other. The benefits of professional development and cohesion of the State Chaplaincy Profession need greater attention, not just to compensation but to the benefit of Texas’ agencies’ missions.

Chaplains more than recoup their entire operating costs, especially within TDCJ.

Even within TDCJ, the Deputy Director has placed in writing that the Chaplaincy Department has grown and become complicated. An Assistant Director for Religious Services was hired who has never been a chaplain, hired at four (4) pay groups above the chief chaplain; that same document states that there are “no significant changes expected.”[2] That’s good news for status quo. For what—another 30 years?

Chaplains have a profession that can Only and Truly be developed if they have some kind of say in the development of their own “skill” and “efficiency.” Within the missions of the Texas’ agencies, the time has come to help the chaplaincy profession truly enter the twentieth century with compensation and logistical support—time for professional equity.

3. TDCJ Chaplains Recover Operating Costs AND Reduce Recidivism

They MORE Than Recover Their Entire Operating Costs

· Religion & Health Care Costs: Health care costs have risen faster than any other correctional costs.[i] Prisoners are adversely affected beyond the intentions of prison mission goals, often developing more severe emotional problems added to their own criminal behavior problems and outside the realm of abnormal diagnosis in DSM IV.[ii]

· Religion gives Faith, Hope, Meaning: Religion gives optimism, self-worth and security to persons, impacting the well-being of persons and their ability to handle stress.[iii] In a review of over 200 articles,[iv] religious commitment indicated a positive impact on morbidity and mortality, with over 80% of the studies indicating longer life.[v] Prisoners are at a risk for suicide, and “Published studies consistently have shown that religious commitment is inversely related to suicide rates.”[vi] Furthermore, given the ever-increasing cost of health care to corrections, Johnson and Larson state, “there is considerable empirical evidence concerning the beneficial effect of religious practices and commitment upon various health-care issues.”[vii]

· Religion & Institutional Adjustment: Religion helps inmates deal with criminal behavior and issues of denial, helping them cope with the deprivations of prison life and understand the issues inherent in the loss of freedom; religion provides them with the opportunity to start a new life while in prison.^[viii] No one doubts that religion fosters coping skills in prison.^[ix]

· Religion & Recidivism: Given the above, reduced recidivism is a by-product, clearly the more healthy and well-adjusted inmates are the ones who stay out. Every chaplain (and regular volunteers) know several inmates who have stayed out as a direct result of their programming. Moreover if two ex-inmates do not return, such offsets more than entire TDCJ monetary cost for a single chaplain in a given fiscal year. For example, Senior Chaplain Gerald Saffel of the Ferguson Unit tracked inmates baptized in three months (12-91 to 2-92) to July of 2000 and found a 7.7% recidivism rate; 13 did not return; Senior Chaplain Saffel more than recovered the entire cost of his own salary for seven plus years in three to six months.[x] With the volunteers supervised, the facts and vision go far beyond expectations; Texas’ full time chaplains reduce recidivism and recover more than their entire operating cost several times over. WHY are superlatives like these not blazoned in the sky?

· Chaplain’s Own Initiative: Add to the above, each chaplain on their own, as part of their mission and job description resources the community, the state and the nation at large. Chaplain M. G. Maness of the Lewis Unit in Woodville has kept records of the incoming religious material for the last four years: religious literature like Bibles, Qurans, study material, greeting cards, religious library books, tens of thousands of tracts—all at no cost to TDCJ. These records average out to a conservative value of upwards of $30,000 dollars a year. In just the religious consumables alone, Chaplain Maness has returned to TDCJ nearly his own operating cost.

· TDCJ Need --Good News: from 1990 to 1997 the total crime rate dropped 30%; from 1988 to 1998, the crime rate has dropped significantly in direct proportion to TDCJ’s increase in inmate population.[xi]
Greater Needs Coming to TDCJ: from 1970 to 1999 the mental health system has increasingly de-institutionalized its services, down from 12,413 in state hospitals in 1970 to 2,309 in 1999.[xii] “Between 1988 and 1998, while the TDCJ incarcerated population increased by 262%, the number of mentally ill offenders in prison receiving outpatient mental health services increased by 429%.”[xiii] Work’s increasing.

· Chaplains Supervise a Multi-Religious Environment: [xiv]

- Christians ..................... 104,481 - Jehovah’s Witness ............ 1,206
- Muslims ........................... 9,151 - Jewish ................................. 871
- Native Americans ............. 1,277 - Buddhist ............................. 458

Major Faith Adherents: 117,733 of 141,758 = 83.5%

The Christian category comprises 73.7%, including 43,651 Baptists,
27,534 Catholics, 2,080 Methodists, 4,018 Pentecostals and 535 Lutherans.

· Point Question: with 83.5% in categories of major faith groups and 120+ other categories of adherents, do the Religious Constituents of Texas have a vested interest in the Professional Chaplains charged with supervising Faith issues?

· 145 Chaplains Supervised in One Month, July 2000^[xv]

- Employee Volunteers .................. 65 w/ 552 hrs - Mentor Volunteers .................... 1,729
- Hospitality Volunteers ............... 150 w/ 853 hrs - Voyager Volunteers ..................... 328
- Volunteer Chaplains .................. 403 w/ 7,192 hrs - Marriage Sem. Volunteers .............. 41
- General Volunteers ............... 10,697 w/ 41,897 hrs - Contract Chaplain Hours .............. 926

· 145 Chaplains Led or Did in One Month, July 2000[xvi]

- Primary Worship Services .................... 2,158... - Chaplain Classes Taught ............................ 705
w/ Volunteers ................................... 2,859... - Chaplain Counseling Groups ...................... 465
Total # of Inmates Attending ............ 150,190... - Individual Counseling Interviews ............. 5,126
- Additional Services .............................. 1,701... - Family Death Messages to Inmates ............ 931
w/ Total # Inmates ........................... 69,192... - Inmate Crisis Calls Supervised ................ 2,066
- Spiritual Growth Classes ...................... 1,734... - Inmate Deaths Worked ............................... 59
w/ Total # Inmates ........................ 73,102... - Hours of Off-Unit Staff Ministry ................. 692
- Community Service Hours ....................... 699... - Community Speaking Promotions .............. 194

· State Chaplaincy: the only department that supervises, facilitates & instructs inmates in the finer aspects of family values rooted in faith.

· Religion: Human History’s Most Significant Source for Change:
Harvard Professor Gordon Kaufman said addressing the ultimate questions of life is a necessity for thinking persons.^[xvii] Professor John Newport of Fort Worth’s Southwestern Theological Seminary (the largest in the world) said this necessity is built into human nature and “has been true through the ages; as long as humans have existed, we have asked ultimate and crucial questions.”^[xviii] “Religion has existed in every society, from the most primitive to the most culturally advanced.”^[xix] All of the major religions have always spoken to and provided interpretations about existence and influenced every aspect of human behavior, thought, feelings, family, culture, life, death and afterlife.^[xx] There is no more complex a profession.
Chaplains are part of a profession that has origins in the beginnings of human history. They are part of a heritage within the most significant source of human change on the planet: Religion. Their profession has roots is the most esteemed schools on earth. They access and supervise a hundredfold more volunteers than all the other inter-agency programs combined. Chaplaincy is not just another program but a profession that has access to literally thousands of programs with many hundreds as complicated and substantial as any “program” in TDCJ. Utilizing the most respected sources for character development in human history—the religious literature—with not one or ten kinds of curriculum, but chaplains with their extensive training are able to teach and supervise thousands of religious curricula.

· Religion & Texas Chaplaincy: Full of Superlatives:
How can a 22 year old entry level Programmer or Engineer make more than a fully credentialed chaplain? How can a Teacher’s Aid make the same as an entry level chaplain that should have degrees and experience?
Most Texas Chaplains have decades of experience and graduate degrees, supervise older volunteers, counsel Texas’ most troubled persons, impact general inmate morale and reduce recidivism in a hugely cost effective manner. With the cost savings and superlatives like “Human History’s” most powerful source of change” and a “no more complex a profession,” the superlatives show a clear case and need for Parity and Professional Equity for Texas Chaplains. Let’s empower Texas’ Chaplains to do more of what they already do and grant Chaplains parity with the other professions—Chaplains more than earn it. They deserve it.

Professional Equity and Parity for the Chaplaincy Profession would increase the “skill” and “efficiency” and thereby increase their already great contributions. Such aid would help to consolidate the varied interests and specialties of chaplaincy including the facilitation of cross-agency learning and networking as well as the statewide collation, preservation and publication of statewide chaplaincy data. The result: an increase in the “skill” and “efficiency” with which Chaplains resource Human History’s greatest resource for change—all for the benefit of Texas in general—some of which is seen in the following pages.

4. TDCJ Chaplaincy & the Recidivism Benchmark:

Miniscule in Budget, Huge in Programs

A. Chaplaincy “Profession” vs. “Programs” = Low Budget, High on Programs
B. Chaplaincy Reduces Recidivism
C. Chaplaincy & Other TDCJ Program Funding
D. Chaplaincy’s Impact Upon the Positive Statistics of Other Programs
E. Chaplaincy’s Reduction of Recidivism the Greatest of All (?)
F. Chaplaincy Has the Smallest of Budgets with the Largest Number of Programs
G. The Contribution to Recidivism Alone Justifies Professional Equity

A. Chaplaincy “Profession” vs. “Programs” = Low Budget, High on Programs

Within the Programs and Services Division, compare the “programs.” All of them are high on bureaucracy and low on programs compared to the Chaplaincy Department that is so high on programs and so low on bureaucracy. The reason, undoubtedly, is that all of the other programs are so intricately tied to the inmate’s release/work/good time parole-release classification status. And Chaplaincy has to be “chosen” by the inmate on a volunteer basis to be truly effective, and the need for bureaucracy is less for that reason. With all of that, the Chaplaincy services make a substantial contribution to the reduction of recidivism, if not a greater contribution. And all of that indicates the greater need to fairly compensate and grant equal logistical support.

No one is questioning the need of a single program currently in TDCJ. They all have enormous value--certainly. But the question arises in how the Programs and Services Division has undervalued Chaplaincy for so long when their contribution is so great—even equal to if not so much more than the other programs. This comparison is just one more reason for professional equity and not the most substantial reason, the greatest reason for parity remains the same—chaplains facilitate Human History’s greatest resource—Religion.

To the Point: Is reduction of recidivism important? Seems so. Many TDCJ programs have been started and deleted because of their impact upon recidivism. We could have listed them and how those cancelled programs had greater budgets than chaplaincy—than the chaplaincy program that had preceded and has succeeded them.

One reason for overlooking this, undoubtedly, is because “Chaplaincy” is not just a “Program,” not just another “idea” with a few curricula—but because “Chaplaincy” is a profession with thousands of curricula impacting not only recidivism but so very much more. Spend some time with that. Many programs have been started with greater budgets, smaller curricula, and cancelled simply because of their impact upon recidivism (just recidivism), while chaplaincy preceded and succeeded those programs, has been lower in budget, continues to impact recidivism and impact other areas as well as recidivism—note, not simply recidivism, but also impacts so many other areas.

Chaplaincy is not just another “program” but in many ways brought to TDCJ the first programs that are now funded tenfold and more above their progenitor. Not to mention the salaries of those program leaders. Chaplaincy is a profession. Chaplaincy fills unique needs and makes a unique contribution that stand out from among all “programs.” One instance of this, outside but not totally outside the religious framework, is that for chaplaincy to be truly effective, it has to be open to all. In very small terms, the institutional “Chaplain” is by and large “available” to all, open to all because the profession at its roots is one that “values persons” and “faith” and “goodness.” Having a person on staff that forwards the highest values of the human race as a profession—in a non-sectarian fashion—fills a unique role in any institution. And reduction of recidivism is just one of many by-products.

So to the Point of Again—Is Reduction of Recidivism Important?

B. Chaplaincy Reduces Recidivism. This Chaplaincy does, enormously, even though the Chaplaincy has elements that proceed without respect to recidivism, like religious practice and supervision because inmates have a constitutional entitlement and someone needs to supervise the vast numbers of volunteers. Yet impact recidivism, chaplaincy certainly does do that too. Enormously and from several points as pointed out in the previous chapter. Sometimes is ways very hard to determine. And TDCJ chaplains reduce recidivism in such an extraordinary sense that they more than recover their entire operating costs (see the previous chapter).

C. Chaplaincy & Other TDCJ Program Funding. Many programs in TDCJ, like the programs on Substance Abuse, Sex Abuse and other education programs are funded in the hundreds of millions of dollars. They are powerful and valuable. Not a single chaplain wants to take away a single program.

Windham teaches how to read. While some chaplains can access some volunteers to do that too, no one is better prepared to teach like Windham’s credentialed teachers. And they are worthy of their salary and more. Yet chaplains who have many more degrees and experience and manage curricula and a huge diversity of programs--many more than teachers--are NOT compensated even equal to teachers nor the chief chaplain even equal to a principal. This is backward.

D. Chaplaincy’s Impact Upon the Positive Statistics of Other Programs. Without a doubt, some of the Chaplaincy Services actually contribute to the other programs; that is, Chaplaincy contributes to the reduction of recidivism statistics in the non-religious mandatory programs like Substance Abuse, Sex Abuse and even Windham School. How? Whether conscious or not, to the extent that inmate clients in those non-religious programs utilize their roots in faith to overcome their problems and stop the cycle, well, therein is certainly another portion of the Chaplaincy’s contribution to recidivism reduction. Impossible to measure, certainly, but there nevertheless.

Also, the chaplaincy and faith resources impact the attitude of the student. Every major faith encourages learning, studentship, citizenship, growth, responsibility and general good behavior. To this paragraph can be added--literally--ten million volumes.

E. Chaplaincy’s Reduction of Recidivism the Greatest of All (?). What about recidivism? With respect to reduction of recidivism, perhaps, just perhaps, the total chaplaincy program--alone, contributes to the reduction of recidivism to a greater degree than ALL of the other programs. The chaplains themselves, and through the volunteers they facilitate, contribute enormously to the reduction of recidivism--irrespective of constitutional religious entitlements. And if not greater than all together, at least, at the very minimum, chaplaincy contributes more to the reduction of recidivism in a greater way on a dollar for dollar basis when compared to the budgets of the other programs.

F. Chaplaincy Has the Smallest of Budgets with the Largest Number of Programs. Compared to ALL of the programs in the Programs and Services Division with hundreds of millions of dollars budgeted, the Chaplaincy Department is miniscule. Comparatively, the Chaplaincy Department is miniscule in budget requirements and huge in programs. Even with the proposed Texas State Chaplaincy Commission, it would still be miniscule in budget requirements and facilitate leadership in adding to its already huge resources in programming.

Certainly it is impossible and not fiscally responsible to attempt to fully recover and statistically quantify the full impact of Chaplaincy itself or the impact of Chaplaincy programming upon the positive statistics of other agency programs. Even the records that TDCJ does keep on the Chaplaincy speak volumes. And the nature and contribution of the Chaplaincy Services is one of the few programs that most reasonable persons just “intuitively” value. Even those who do not practice their faith would assent to the value of “religion” in general.

G. The Contribution to Recidivism Alone Justifies Professional Equity. The Chaplaincy Services’ reduction of recidivism alone justifies compensating chaplains according to their contribution to recidivism. The Chaplaincy does this to a degree second to no other program. The Chaplaincy does this with a comparatively miniscule budget. Even with full compensation, as outlined in the Texas State Chaplaincy Commission proposal, that compensation increase and the total budget allocations for a Commission and for separate divisions within each agency would STILL BE MINISCULE compared to the others– debatably – doing less with respect to recidivism.

In other words, Chaplains are contributing more to the reduction of recidivism with much less funding and much less logistical support. But that is not all, as outlined in the preceding chapter, chaplains also contribute to unit peace and help staff and help the inmate’s families. And they have done this loyally for 40+ years without the loyalty of compensation adjustments given to the other programs and professions.

Chaplains facilitate human history’s most significant resource--religion. And they reduce recidivism in the process. And they positively impact the recidivism statistics of OTHER non-religious programs. And they positively impact staff. And they positively impact the families of inmates. And they supervise volunteers who do all of that too.

Why, WHY in heaven are they compensated less? Why are chaplains compensated less, though they generally have more education, more experience and so greatly impact every mission critical function of their agencies? Why is a Senior Chaplain with several degrees and 17 years in TDCJ making the same salary as a Programmer II with a HS/GED and one (1) year’s experience. And why has this gone along so long?

- - - - - - - - - - - - - - - - - - - - - - - - - - - -

Professional Equity and Parity can help redress the above and guard against future neglect and facilitate the development and growth of the Chaplaincy Profession as a whole--further empowering the Chaplaincy to make even more enormous contributions at such a cost-effective rate. Texas’ interests are at the heart of Professional Equity for chaplains.

Professional Equity and Parity for the Chaplaincy Profession would increase the “skill” and “efficiency” and thereby increase their already great contributions. Such aid would help to consolidate the varied interests and specialties of chaplaincy including the facilitation of cross-agency learning and networking as well as the statewide collation, preservation and publication of statewide chaplaincy data. The result: an increase in the “skill” and “efficiency” with which Chaplains resource Human History’s greatest resource for change—all for the benefit of Texas in general—some of which is seen in the following pages.

5. Chaplaincy Mission—Huge, Indefinable, Capable of More

A. TDCJ Mission Statements
B. Chaplaincy Mission Implications
1. Correctional Mission Implications
2. Method of Delivery
3. The Challenge: Beyond Full Definition
C. The Application of the TDCJ Chaplain’s Mission
1. Prison Chaplain Network Flowchart
2. Prison Chaplain Pastoral Care Direct Delivery
3. Prison Chaplain Pastoral Care Volunteer Delivery Supervision

A. TDCJ Mission Statements

Texas Department of Criminal Justice Mission Statement: Why We Exist

The mission of the Texas Department of Criminal Justice is to provide public safety, promote positive change in offender behavior, reintegrate offenders into society, and assist victims of crime.

TDCJ Web Site, January 2000

Philosophy Statement: Core Values & Guiding Principles

The Texas Department of Criminal Justice will be open, ethical and accountable to our fellow citizens and work cooperatively with other governmental entities. We will foster a quality working environment free of bias and respectful of each individual. Our programs will provide a continuum of services consistent with contemporary standards to confine, supervise and treat criminal offenders in an innovative, cost effective and efficient manner.

TDCJ Quality Control Council
TDCJ Newsletter, Revised March/April 1994

TDCJ-ID Chaplaincy Department Mission Statement

The mission of the Chaplaincy Department of the Texas Department of Criminal Justice: Institutional Division is to positively impact public safety and the reduction of recidivism through rehabilitation and re-integration of adult felons into society through

( a ) Pastoral Care,
( b ) Quality Program Management and a
( c ) Therapeutic Community.

TDCJ Chaplaincy Strategic Plan

B. Chaplaincy Mission Implications

1. The Correctional Mission Implications
(a) Pastoral Care
(b) Program Management
(c) Therapeutic Community
2. The Method of Delivery
2. The Challenge: Beyond Full Definition

1. The Correctional Mission Implications: to provide quality (a) Pastoral Care, (b) Program Management, and (c) a Therapeutic Community that promotes public safety, produces change in criminal behavior and reintegrates offenders into society.

( a ) Pastoral Care: doing what it takes to encourage someone toward a higher level of living, especially within a Faith Context and struggling with that person in mutual growth. Quality Pastoral Care is care and a relationship delivered in a religious context with the purpose of determining and developing the vital issues of ultimate concern in life. This developing is growth--growth that enriches meaning in life and fosters change toward a higher degree moral living as defined by a chosen faith, the essence of religion.

What are his or her vital issues of ultimate concern in faith, life, heart and soul? How can they come to terms with their vital issues? How can they work through their vital issues in their community of faith, in their family, in the hostile environment of prison and in society as a whole?

( b ) Program Management: delivers Pastoral Care through the inter-religious service of the chaplain, through the chaplain's own religion and through the chaplain's resources and associates in other religions. The theology, philosophy, beliefs and practices of every religion address innumerable Vital Issues of ultimate concern. These vital issues include all the concerns of heart and soul, every aspect of whatever makes up the personhood and being of each person as they relate to the rest of the universe. A few of these Vital Issues are:

God, Supreme Being &/or Spirit, Existence--Being--Non-Being,
Life Crises & Goals, Identity & Sexuality, 
Eternity & Annihilation, Nature of Growth & Death,
Universal Forces, Origin--Beginning--Ending,
Purpose Pain & Pleasure, Purpose of God & Humankind,
Derivation & Purpose of Law, Sources of Authority,
Destiny of Humankind, Coping with Life & Prison,
Scripture Interpretation, Transcendence,
Truth--Dignity--Honor--Love, Cycles & Stages of Life,
Moral & Social Accountability, Family--Marriage--Separation,
Wisdom & Life Skills, Essence of Good--Evil,
Essence of Humankind & Principles, Purpose--Meaning in life.

( c ) Therapeutic Community: the chaplains and team as they relate to the inmates, the staff, the community and each other in the delivery of quality pastoral care. This delivery is within the context of the entire treatment and correctional team.

2. Method of Delivery: in the context of sustained religious programming, the needs of persons determine the allocation of available resources. The closed nature and the close quarters of the system force the creation of unique and intense relationships. Though a preponderance of delivery is directed toward the inmates, effective delivery has a focus that includes all persons: staff, inmates, volunteers, chaplains and the families of all. Only by being available to all of the needs and vital issues of every person in the system—regardless of faith—will the highest possible level of pastoral care be available to any one person.

3. The Challenge: Beyond Full Definition. The caregivers are only mortal. At times the best effort is a fragile struggle between two people, two souls, two sets of vital issues: one is as available as he or she is able, the other is on the brink of collapse into a lower level of living or destruction. So the history of every religion brings a confidence that if anyone takes a seed of faith there is in that seed a hope--a hope in a destiny of significance, worth and purpose. The seed sown has power in itself, far beyond the limitations of the mortal sower.

This is the job, in part, of the TDCJ Unit Chaplain making the same salary as an entry level TDCJ Programmer II whose minimum qualifications ask for a HS/GED & 1 year of experience; However, No experience in any field is required if that person has BS with a smidgeon of computer hours (see Item 2: Job Requirements for Programmer II, in the back). Does not everyone, inside and outside of TDCJ, intuitively understand the kind of education and experience it takes to do the above within the interpersonally hostile environment of a prison? No one anywhere would expect a 20-25 year old to be truly effective to the above tasks of a chaplain.

Professional Equity and Parity for the Chaplaincy Profession would increase the “skill” and “efficiency” and thereby increase their already great contributions. Such aid would help to consolidate the varied interests and specialties of chaplaincy including the facilitation of cross-agency learning and networking as well as the statewide collation, preservation and publication of statewide chaplaincy data. The result: an increase in the “skill” and “efficiency” with which Chaplains resource Human History’s greatest resource for change—all for the benefit of Texas in general—some of which is seen in the following pages.

C. The Application of the TDCJ Chaplains Mission: Unlimited Opportunity

1. Prison Chaplain Network Flowchart
2. Prison Chaplain Pastoral Care Direct Delivery
3. Prison Chaplain Pastoral Care Volunteer Delivery Supervision

The following is only part of the multi-faceted work and network and spectrum of tasking involved in Criminal Justice Chaplaincy. It is far from complete, far from comprehensive, for each TDCJ Chaplain has something uniquely specific going on, on their units. And of course, while similar, there would be whole categories that would need to be added to fully understand the multi-faceted nature of TYC and MHMR chaplaincy work.

Notice how in each category of faith delivery there are two levels: Direct Delivery and Volunteer Delivery. This indicates the broad spectrum and variety of a Unit Chaplain’s leadership and network and supervision. The following sections explain further the breadth of the networking.

1. Prison Chaplain Network Flowchart

This is just part of the network. See Appendix 2: Texas Chaplain’s Professional Network which shows a larger picture of another part of the networking chaplains do.

2. Prison Chaplain Pastoral Care Direct Delivery

Direct delivery is the delivery of quality pastoral care by the Unit Chaplain to the following three (3) categories, including the chaplain’s supervision of Volunteer Chaplains who also give limited direct delivery to Category 1 and help with Categories 2 and 3. And chaplains regularly network with local and national clergy and with other volunteers in the organization and delivery of pastoral care in some aspect within all three categories.

Category 1 Category 2 Category 3

3. Prison Chaplain Pastoral Care Volunteer Delivery Supervision

Chaplains supervise both the direct & indirect delivery of quality pastoral care to Inter-Religious Programs. In such programs inmate clients from potentially all faith/religious persuasions are allowed participation. This is just one aspect of many of how chaplains supervise the volunteer delivery of pastoral care. The following is just one example of one chaplains initiative to expand current volunteer programming. Many chaplains have other organized efforts to resource the community, and to a great degree such accessing of the community depends upon the community itself.

Professional Equity and Parity for the Chaplaincy Profession would increase the “skill” and “efficiency” and thereby increase their already great contributions. Such aid would help to consolidate the varied interests and specialties of chaplaincy including the facilitation of cross-agency learning and networking as well as the statewide collation, preservation and publication of statewide chaplaincy data. The result: an increase in the “skill” and “efficiency” with which Chaplains resource Human History’s greatest resource for change—all for the benefit of Texas in general—some of which is seen in the following pages.

6. Some of the Indefinable, Finer Aspects of Chaplaincy

A. Carol Vance on Chaplaincy, former TDCJ Board Chairman
B. Senior Chaplain M. Mantooth: Desert Storm & Prison Chaplaincy

A. Carol Vance on Chaplaincy:
Former Chairman of the TDCJ Board, former Harris County District Attorney

(1) The Chaplain’s Unique Job:

The chaplain has a unique role, and there is not a good progressive warden out there that does not appreciate that role. The morale of the unit is two fold. It depends upon the collective morale of the staff and the general contentment level of the inmates. The chaplain is the only person who nearly always has total credibility with the inmate.

In times of collective trouble the chaplain is invaluable. For individual problems such as suicides, notices of death in the family, divorces and other problems the chaplain is the outlet to try to sooth the hurt and keep individual and collective eruptions down and to a minimum. Also chaplains have generally been available to comfort staff at times of deep need which is very important to the operation of the unit. The chaplain is the prisoner's messenger to the warden and the warden's messenger to the prisoners. His unique qualifications and experience permit him to occupy a role on the unit that is most helpful in keeping down suicides and calming anger that can easily turn to violence. This story needs to be told.

(2) The Recidivism Rate:

Every study in America shows the importance of religion and an active spiritual life to the happiness and prosperity of the individual and the individual family. Both Presidential candidates are campaigning about faith based ministries. Studies prove kids active in church are much less likely to go to prison. Prison studies show the r-rate [recidivism] is much less if inmates are engaged in spiritual programs even if it is only a once a week Bible study. Mentoring and other programs by volunteers are a big help to society, and these cannot exist without a good and active chaplain with admin skills and who knows what he is doing. AA is based on the fact God can and does change human behavior even in the worst cases of addiction.

All of the spiritual programs at a unit are helpful to saving tax dollars and getting the inmate to change and want to take advantage of other TDCJ opportunities and to go straight on the outside. Chaplaincy holds the key to that.

B. Senior Chaplain M. Mantooth: Desert Storm & Prison Chaplaincy

"What do you suppose General Schwarzkopf would have told President George Bush if he was given the order to use unpaid volunteers to fight Desert Storm? And also he would have to raise his own money to buy equipment and ammunition. This may sound silly, but the job we have to do as chaplains is so huge that it is inconceivable that the state would expect us to do it with the budget and resources allocated to the chaplaincy. Everybody seems to agree that the chaplaincy is providing a needed service, but so far no one wants to equip us to do the kind of job that our mission calls for us to do....

"In order to effectively fill the chaplaincy ... the agency is going to need to offer compensation to the demands.... The military has equipped its chaplaincy in such a fashion. They would have six chaplains, each with a chaplain assistant, to do the job that two or three chaplains and one SSI are faced with in the agency. We need to begin the new millennium with a task force that is fully equipped to meet the challenges of correctional chaplaincy. You have my full support."

*** Chaplain Mantooth has a 220 hour Bachelor of Science in animal science, a 90 hour Master of Divinity from TCU, 2,000 hours of clinical pastoral education, 18 years as a Army Chaplain, 5 years in TDCJ (making the same salary that a potential 19 year old with a GED & 1 year exp. in programming [see Item 2 in the back]).

*** We can hardly add to that, but this: the Army is populated today with of our brightest and healthiest persons. On the other hand, a "Prison" Chaplain faces some of the most needy individuals on earth, some of which are in fact the meanest, nastiest, most violent and troubled on earth, who themselves are not free to access free-world sources, who are in a more controlled and interpersonally hostile and paperwork driven environment.

Professional Equity and Parity for the Chaplaincy Profession would increase the “skill” and “efficiency” and thereby increase their already great contributions. Such aid would help to consolidate the varied interests and specialties of chaplaincy including the facilitation of cross-agency learning and networking as well as the statewide collation, preservation and publication of statewide chaplaincy data. The result: an increase in the “skill” and “efficiency” with which Chaplains resource Human History’s greatest resource for change—all for the benefit of Texas in general—some of which is seen in the following pages.

7. History and Value of Chaplaincy: by Emmett Solomon

A. Chaplains Were the First Treatment Providers
B. Chaplains as Government Employees
C. Role of Correctional Chaplaincy Is a Difficult Role
D. Need for Chaplaincy Has Increased

Rev. Emmett Solomon, President, Restorative Justice Ministry Network,
-Retired Chaplaincy Administrator for TDCJ,
-Publisher of Restorative Justice News (formerly, INFORMS),
-Nationally recognized expert & lecturer in the field of Criminal Justice Ministry
Restorative Justice Ministries, 1232 Avenue J, Huntsville, TX 77340, 936-291-2156,
e-mail: esolomon@txucom.net.

A. Chaplains Were the First Treatment Providers

The Faith Community was first to send people to dungeons and jails to tend to the needs of prisoners. In the early 20th century those people came to be known as "chaplains." That word was popularized in the military services. Usually, a chaplain was a "clergy" who was charged with overseeing a chapel. The word eventually broadened to be a person who ministers to people in specialized settings.

B. Chaplains as Government Employees

When the government sent its troops to "out-of-the-way" places, it was charged with the responsibility to care for them, physically, mentally and spiritually. The chaplains were supplied by the government as were medical and mental health professionals. Using that same understanding, when governments incarcerate individuals in "out-of-the-way" lock ups, the governments also supply Correctional Chaplains for the same reasons the military does.

Following World War II, Correctional Chaplaincy became a recognized profession. It's primary professional organization is the American Correctional Chaplains Association. It is an affiliate of the American Correctional Association. The ACA has developed standards for correctional institutions which include Correctional Chaplains to provide Pastoral Care and oversee the religious programming for an institution. Clergy are a part of moderm institutional life as are doctors and lawyers.

C. Role of Correctional Chaplaincy Is a Difficult Role

The role of the Correctional Chaplain is not fully understood by some of the prison staff. One of the difficulties is that some staff think it to be an "easy job." Chaplaincy requires the absorption of pain in its personal interactions with the people who live and work in a "suffering system." That is precisely why chaplaincy brings "healing." The criminal justice system does not general bring much healing, because the professionals who administer it try to do it in a very impersonal manner to avoid "the great pain" which is endemic to the system.

Henry G. Covert is the author of "Ministry to the Incarcerated" published by the Loyola Press in 1995. He says that in his 19 years in law enforcement before becoming a Correctional Chaplain, he never had a job that was as difficult as that of being a chaplain at a major prison.

Emmett Solomon, Former Director of Chaplains for TDCJ reports that in the early 70's when Billy McMillan was promoted from Assistant Warden to Warden of the Eastham Unit, he began his first staff meeting by saying, "I want you to know that the most difficult job at this unit is being chaplain." He paused for about 20 seconds for emphasis and then moved on to other issues.

D. Need for Chaplaincy Has Increased

Correctional Chaplaincy has grown in importance year by year. Chaplains interface with the community at a much greater rate than any other person on an institution's staff, therefore, the chaplain should be an adequate and well trained professional, who is appropriately compensated.

In the early 60's Texas chaplains were classified in the State Classification System at a similar level as Assistant Wardens because of the high educational requirements associated with the position. In the early 80's the leadership of TDC quit using the State Classification System as it was designed. Step raises were no longer used as merit increases. People employed after that time were kept at step one of the pay group in which they were classified. Of course it was only a matter of time until, wholesale reclassification became necessary. Most departments of the agency have gone through major reclassification; however, Chaplaincy has not yet been granted theirs.

Emmett Solomon, President of the Restorative Justice Ministry Network,
Former Chaplaincy Administrator for TDCJ,
Publisher of Restorative Justice News (formerly, INFORMS),
Nationally recognized expert & lecturer in the field of Criminal Justice Ministry  

Restorative Justice Ministries, 1232 Avenue J, Huntsville, TX 77340, 936-291-2156,
e-mail: esolomon@txucom.net.

Professional Equity and Parity for the Chaplaincy Profession would increase the “skill” and “efficiency” and thereby increase their already great contributions. Such aid would help to consolidate the varied interests and specialties of chaplaincy including the facilitation of cross-agency learning and networking as well as the statewide collation, preservation and publication of statewide chaplaincy data. The result: an increase in the “skill” and “efficiency” with which Chaplains resource Human History’s greatest resource for change—all for the benefit of Texas in general—some of which is seen in the following pages.

8. Attrition: NOT the BEST Reason to Raise Salaries

1. Basic Argument: “Value & Equality” over “Attrition”
2. Why Professionals Stay: Rootedness
3. What is “Value and Equality”?
4. Reason and Where to Go!

1. Basic Argument: “Value and Equality” over “Attrition”

Thankfully, the state has begun to address some of the pay issues for officers. While indeed many are asking for raises for officers to reduce attrition, attrition alone is not the best argument for a pay raise. The argument from “attrition” is crisis management.

This applies to chaplains. You should NOT keep salaries down because chaplains stay. Fair employers reward contribution and loyalty, and the chaplaincy contribution is not just intuitively understood but documented in many cases and just so obvious in most others. And that chaplaincy contribution is so much greater than most of the other programs in TDCJ Programs and Services on a dollar for dollar basis. But that is not what has happened.

The need for pay raises for TDCJ Unit employees is so very obvious to any fair-minded person. Most have been stuck at the low end of their pay group for ten years or more—chaplains too. Some single parent officers actually qualify for federal aid. That is shameful, and shameful because other "State" officials with jobs requiring similar skills make so much more. To "Exclude" one group as one TPEA official did simply because some CO's are leaving--this is actually prejudicial against the CO's who are staying as well as certainly prejudicial against the excluded supervisors. It is prejudicial against the loyal employees.

Why “Value” the ones who are leaving over the ones who stay? If none of them would have left, would there have been any consideration? Does “love” for one’s job somehow disqualify an employee from a raise? Do we need to always cater to _____ you know?

Many CO's will be here, as a team, and not quit; will be here and retire from TDCJ regardless of a pay increase? Chaplains too. Many love their profession, desire to excel. Some retired officers are returning? Many will stay regardless of pay because it is a profession, it is a family.

Certainly, “attrition” has reason: it has brought a crisis. We NEED officers. But the real reason and prior reason and MOST important reason to lift TDCJ officers and unit employee salaries ought to be because of their value and contribution. Not because some leave.

2. Why Professionals Stay: Rootedness

It takes grit and strength and some officers will "NOT" stay for "ANY" amount of money. Because you either have what it takes or you do not. Not everyone for any amount of money can deal with some of the roughest, most manipulative and meanest people in the land for eight or twelve hours, every single workday and go home a happy person. You either cultivate a professional attitude, become corrupt or quit.

The main reason some officers will "NOT" leave or even go for promotion to other cities is "because" of their rootedness. They are staying in the localities because of the stability of their families. Should we not "Reward" stability and rootedness? Such rootedness is clearly one of the most significant components of reliable and loyal employees.

To argue exclusively from “attrition” is rather backward, in a way placing MORE “value” upon the “less-rooted” than upon the “rooted.” The only reason the argument for attrition arose is because of the crisis, but the need in salary increase has been there for many decades.

3. What Is “Value and Equality "?

All of the staff in each TDCJ Unit need a raise to come up to the national average, sure. But that is not quite as substantial a rationale as this: how about giving a raise to equal employees in other Texas agencies. Anything other than a career ladder, compensating for education "AND" experience is just another prejudicial blow to morale. It is unjust to offer career paths and excellent pay for contractees like Windham School and UTMB (which they deserve, btw), but to leave out TDCJ's own staff--not just leave out, but repress and hold them back in the face of unrelenting inflation. Of the TDCJ dedicated, we do in fact ask for more years of experience and education than do the contractors themselves ask of the contractees. Is that equal or fair?

In the chaplaincy department, how is it that the director of chaplains with several degrees makes LESS than the directors of the Tier Program, Substance Abuse, Sexual Abuse, Post Trauma Treatment. How is it that the Chief Chaplain for one of the largest penitentiaries in the world makes “8” pay groups below the Director of Bingo Operations. This is all the more unjust when the director of chaplains, by and large, has twice the number of degrees and experience.

When viewed from the perspective of the Texas 2000 Re-Classification proposal (See Appendixes 7 & 8), we see how unfair TDCJ is treated. Bear in mind that in Appendix 7 where demographics are given, Texas Classification has proposed raising the limits of the maximum end of the A and B Pay Schedules. Since most persons on TDCJ Units—on the Unit Level—are on the lowest end of the pay scale and below B-13, how much more prejudicial is that? What really needs to be done is raise the lower end, raise the lower third of the A and B schedules by about 25% and skip raising the upper end or on a vastly reduced percentage.

Bear in mind, we all think the principals and teachers are making what is normal and can use more. What is "NOT" normal is that the chief law enforcement officers and TDCJ staff of multi-million dollar environments have been ignored for so long. In the mean time, other state offices and professionals have kept up somewhat with inflation (including education, medical and DPS).

Some mid-level positions within TDCJ Huntsville start with a higher salary for less experience than is commonly asked for unit sergeants and lieutenants and degreed staff. The engineers start at the mid-ranges of their pay groups.

Does anyone find it strange still that a 25 year old ex-felon-inmate can leave TDCJ with a GED and an air-conditioning maintenance certificate and start off at a job making MORE than the CO who supervised him for the last five years?

Strangest of all – how on earth did we chaplains come to the point where a 19 year old with 1 year experience and a HS/GED with no work history whatsoever can enter into TDCJ and make the same salary at a 17 year veteran TDCJ Chaplain with three degrees. How is it that chaplains have not been reclassified in 30 years while most of the positions have been reclassified many times in 30 years.

4. Reason and Where to Go!

Without a pay raise worth much in the last 15 years, with inflation an economic constant, with RIF cuts throughout in belt-tightening (causing heavier work loads), and given other state agencies' pay increases and comparative contractor pay inequity--all this hurts each TDCJ Unit Staff as we have been ignored for so long. Reason for being ignored? The "reason"—I believe—is in part because TDCJ employees have been quietly doing their job and taking care of their families and each other.

Definitely – against the Texas 2000 Classification proposal seen in part in Appendixes 7 and 8, there is a need to look at raising the “lower end” of the pay groups of the “lower” half of the A and B schedules. That should be addressed first. Remember, most unit staff have been on the low end of their pay groups for decades.

Compared to other "Texas State Agencies," how do TDCJ employees fair? It is clear. We are the recipients of the scraps from the economic table, tossed a hundred dollar bill every now and then to appease. Not truly invited to sit at the table as an equal. All the while we endure the rigors of jobs with no fewer challenges than anyone else around the table. Don't forget, either, that the peace around the table is in a large part due to the scrap takers below. A CO should not have to wait fifteen (15) years before reaching the high end of the pay scale.

Why should we give raises to TDCJ? We should do this because of THEIR VALUE to Texas, first and foremost. Because TDCJ incarcerates more with fewer escapes and fewer incidents than most any other state penitentiary in the nation. Why? Because they do a better job. They need a raise NOT because some leave, but BECAUSE SO MANY STAY, because so many DO love their job, because so many have been dedicated for so long and are even returning. Chaplains too.

But most of all, we should not remain on the low end of the pay scale forever, for 15-20 years like we have.

9. Comparing Pay Groups: Disparity & Inequity

Div. Director Progs & Sers Director IV B-20 8,000/month

Deputy Dir. Progs & Sers Director III B-19 6,250/month

2 Assistant Directors Manager IV B-16 5,305/month

Assistant Dir. Progs & Sers Director III B-19 6,600/month

Director Substance Abuse Manager III B-15 4,655/month

Therapeutic Comm. Sup. Prog. Admin. V B-13 3,630/month

Asst. Dir. Religious Services Manager II B-14 4,655/month

** Not a credentialed chaplain**

Dir. Substance Ab. Treatment Manager III B-15 4,655/month

Therapeutic Comm. Progr. Admin. V B-13 3,630/month

Dir. Sex Offender Treatment Manager II B-14 4,655/month

? Under Progr. Admin. V B-13 3,518/month

Dir. Volunteer Coordination Progr. Admin. V B-13 3,630/month

? Under Progr. Admin. IV B-12 3,309/month

Tier Program Director Progr. Admin. V B-13 3,518/month

Regional Directors Director II B-18 5,483/month

Assistant Directors Progr. Admin. IV B-12 3,412/month

Dir. Laundry/Food Services Manager IV B-16 5,305/month

Dir. Classification & Records Manager IV B-16 5,305/month

Dir. Emergency Action Center Progr. Admin. III B-11 3,209/month

Entry Level Engineer Engineer I B-9 3,109/month

Entry Level Engineer Engineer II B-10 3,418/month

Engineer Engineer III B-13 3,644/month

Entry Level Programmer Programmer II B-8 min. HS/GED + 1 yr exp

Entry Level Programmer Programmer III B-10 min. HS/GED + 2 yrs exp

-- Current Chaplain Pay Groups --

Dir. Volunteer Coordination Chaplain III B-10 2,925/month

--AKA Director of Chaplaincy

Reg. Chap. Supervisor Progr. Admin. I B-9 2,749/month

Unit Senior Chaplains Chaplain II B-8 2,589/month

Unit Chaplains Entry Chaplain I B-5 2,161/month

Each “B” schedule pay group has a pay range; see Appendix 5: Texas State Classification Salary Schedules A & B. The disparity between the two groups is glaring. But what makes the disparity even worse is that most of those above are in the mid-range to high-range of the respective pay grade--including the new Assistant Director for Religious Services in TDCJ who is not a credentialed chaplain. But the Chief Chaplain and Regional Chaplains and most all of the Texas State Chaplains are on the lowest end in their respective pay groups. And they have been on the low end of the pay groups for decades.

That is not just a disparity anymore, but a gross inequity. Even the Tier Program Director (B-13) did not have to have the education and experience of an entry level chaplain (B-5). There are no schools across the nation with graduate programs in Tier Program management. The Chaplaincy Department has been left far behind in pay structure and development of their profession in the last 40 years, in spite of repeated efforts to up-grade chaplains from within, repeatedly ignored with respect to the economy and with respect to their required experience and education and most importantly with respect to the contribution that the Chaplains make to every mission critical aspect of TDCJ.

That is not all. Compare the following with Chaplaincy:

Parole Division Director...................................... B-19
Deputy Director........................... B-16
Special Program.......................... B-16
Staff Development........................ B-13
Ombudsman................................ B-9

Victim Services Director...................................... B-15
Asst. Director.............................. B-13
Victim Offender Mediation............ B-12
Office Manager............................ B-11
Technical Writer.......................... B-10
Victim Impact Panel..................... B-9

The disparity is glaring, especially when one looks at the appendixes at the close of this proposal. We are not saying the compensation for these positions is outside the normal. But when compared with Chaplain compensation, education, experience and the overall contribution of chaplaincy services—the disparity is unfair at least, at worse far from fair and professional employment practices. That attempts have been made over the last decades to lift chaplains causes one to question. Why?

How can the “Technical Writer” or “Office Manager” for the Victim Services Division make the same salary as the Chief Chaplain for TDCJ? It certainly has NOT been because the previous leaders of the chaplaincy department have not tried.

Chaplain Services make a significant contribution. They deserve and need parity. They have families too. They have exhibited loyalty. They love their jobs. That is why they stay, because they love what they do so much. They deserve compensation and have been purposefully overlooked, unfairly overlooked. And for the most part, it is “love for the job” itself that inhibits comment or complaint.

At the very minimum, Staff Chaplains need a significant compensation adjustment. Between TDCJ, TYC and MHMR, they could do so much more and their profession itself could grow to make their already great contributions more significant.

Soon after this proposal went public in mass e-mails and posted at www.PreciousHeart.net an e-mail was sent to all TDCJ Chaplains on 11-21-00, a few days before Thanksgiving (see Item 4: Chaplaincy HQ E-Mail—11-21-00 in the back). For the first time in 30 years—as far as anyone knows—they have initiated a re-classification. The great fear of chaplains is that this is an attempt at appeasement of some sort and no real attempt at parity. The point is that the re-classification without the ominous overtones should have been initiated 30 years ago and every 5 years thereafter, like the other positions in TDCJ Programs and Services that do NOT make the same level of contribution to the critical aspects of the TDCJ mission or to recidivism. Should have been done 30 years ago instead of at this late hour, after chaplains themselves have had to go to great lengths and to others and certainly not after the chaplaincy records of its own growth in numbers of programs and volunteers and volunteer hours have been destroyed. Chaplains deserve Parity, Professional Equity, and Programs & Services should join us in the this proposal.

While we can use any reclassification, let it be noted that many times in the past 20 years there have been many attempts by the previous Directors of Chaplains to initiate re-classification from the normal protocols. Chaplains have education and experience and make contributions—as outlined—that are now couched in terms of superlatives. And their own bureaucracy is miniscule while their programs are high in number, and it has been this way for a very long time. And they are not compensated for their education or experience or their contributions—not even close to the degree of other programs.

Professional Equity and Parity for the Chaplaincy Profession would increase the “skill” and “efficiency” and thereby increase their already great contributions. Such aid would help to consolidate the varied interests and specialties of chaplaincy including the facilitation of cross-agency learning and networking as well as the statewide collation, preservation and publication of statewide chaplaincy data. The result: an increase in the “skill” and “efficiency” with which Chaplains resource Human History’s greatest resource for change—all for the benefit of Texas in general—some of which is seen in the following pages.

10. State Chaplains Endorsing Professional Equity--Parity

The following list is not, not at all comprehensive. Not all of the data was able to be collected, either, on all of the chaplains below in time for this proposal. This just represents those chaplains willing to “publicly” support parity. For a variety of reasons, many are supportive in private. And we are still getting the word out. For this is a grass roots effort, and those of us helping also have to work.

The importance of this list should not be underestimated. Just a glance should indicate the enormous potential for professional development. In TDCJ alone, and just from those below, we have thousands of clinical hours, hundreds of years of TDCJ experience and many hundreds of years to total ministry experience. A glance at all of the degrees is most impressive too.

Is it reasonable that such an esteemed group would be kept out of the loop of development of their own profession? It is time to fully access the diversity and breadth of this experience.

Rev. Ernest Alexander, Chaplain, Gatesville Unit; A.A.
800 hrs CPE, 3+ years TDCJ, 17+ years exp.

Rev. Bob Ayers, Chaplain, Glossbrenner Unit;
1+ years TDCJ, 12+ years ministry exp.

Rev. "Joe" A.C. Camero, Chaplain, Dominguez State Jail;
800 hrs CPE, 5 years TDCJ, 27 years ministry exp.

Rev. Charles Bailey, Chaplain, Travis State Jail; B.A., M.S.,
Ret. USAF Colonel, 1,200 hrs CPE, 3+ years TDCJ, 22+ yrs ministry exp.

Rev. Sylvester Ballard, Chaplain, Retrieve Unit; B.A., M.Div,
800 hrs CPE, 4+ years TDCJ, 26+ years ministry exp.

Rev. George Bell, Chaplain, Stiles Unit; B.A., M.Div.,
800 hrs CPE, 7+ years TDCJ, 27+ years ministry exp.

Rev. Douglas Brown, Chaplain, Dalhart Unit; B.A., M.Div
800 hrs CPE, 5+ years TDCJ, 15 years ministry exp.

Rev. Ernest Brown, Chaplain, Tulia Unit; B.A.
800 hrs CPE, 2+ years CPE, 18+ years ministry exp.

Rev. Fred D. Broussard, Chaplain, Central Unit; A.A., B.S.,
4+ yearts TDCJ, 16+ years ministry exp.

Rev. Robert Burton, Chaplain, Hilltop Unit; B.A., M.Div.,
800 hrs CPE, 3+ years TDCJ, 20+ years ministry exp.

Rev. Susan Densman, Chaplain, Texas City; B.A., 1/2 Masters,
5+ years TDCJ, 10+ years ministry exp.

Dr. Vance Drum, Chaplain, Eastham Unit; B.A., M.T.S., D.Min.
800 hrs CPE, 16+ years TDCJ, 20 years ministry exp., Published
President American Protestant Correctional Chaplain's Association

Imam Eugene Farooq, Chaplain, Ramsey 3; Certified Islamic Studies
17+ years TDCJ, 28+ years ministry exp.

Rev. Karon Featherston, Chaplain, Murral Unit;
12+ TDCJ, 13+ years ministry exp.

Rev. David Goad, Chaplain, Clements Unit; B.A., M.Div., D.Min.
800 hrs CPE, 6+ years TDCJ, 40+ years ministry exp.

Dr. Benny Hindmon, Chaplain, Wynne Unit; B.A., M.Div., D.Min. Deceased

Rev. Mike Hubbard, Chaplain, Garza West Unit

Rev. Tommy Ingle, Jr., Chaplain, Mireles Training Academy & W6 Trustee Camp; B.S., M.R.E., M.A.R.E; 1000 hrs CPE, 8+ years TDCJ, 42+ years ministry exp.

Rev. Cecil James, Chaplain, Segovia Unit; B.A.
2+ years TDCJ, 15+ years ministry exp.

Rev. Robert Kibbe, Chaplain, Jester Unit; B.A., M.Div.
10+ years TDCJ, 20+ years ministry exp.

Rev. Willard Kiper, Chaplain, Baten ISF; B.A.
800 hrs CPE, 5+ years TDCJ, 14+ years ministry exp.

Rev. Paul Klein, Chaplain, Robertson Unit; B.S.
1,600 hrs CPE, 7+ years TDCJ, 25+ years ministry exp.

Rev. Chris Kutin, Chaplain, Clements; B.A., M.Div.
800 hrs CPE, 10+ years TDCJ, 25+ years ministry exp.

Rev. Leonard Lee, Chaplain, Torres Unit; B.A., Th.M., D.Min.
1,600 hrs CPE, 4+ years TDCJ, 36+ years ministry exp.

Rev. Samuel Longoria, Chaplain, Clemens Unit; B.A.
7+ years TDCJ

Rev. Ernest Lucio, Chaplain, Dolph Briscoe Unit; A.A., B.A.
800 hrs CPE, 4+ years TDCJ, 22+ years ministry exp.

Dr. M.G. Maness, Chaplain, Lewis Unit;  B.A., M.Div., D.Min., 
1,600 hrs CPE, 7+ years TDCJ, 23+ years ministry exp., Published

Rev. Glenn Mitchell, Chaplain, Robertson Unit;
800 hrs CPE, 9+ years TDCJ, 36+ years ministry exp.

Rev. Llyod Morris, Chaplain, Ramsey 3; B.A., M.Div.   
1,600 hrs CPE, 11+ years TDCJ, 30+ years ministry exp.   

Rev. Wallace Nelson, Chaplain, Mountain View Unit; B.A., M.Div.
800 hrs CPE, 7+ years ministry exp.

Rev. Hugh Panky, Chaplain, Montford Unit; B.A., M.Div.
1,200 hrs CPE, 6+ years TDCJ, 16+ years ministry exp.

Rev. Ted Podson, Chaplain, Clements; B.A., M.A
800 hrs CPE, 6+ years TDCJ, 26+ years ministry exp.

Rev. Paul Polk, Chaplain, Hightower Unit; B.A., M.Div.
10+ years TDCJ, 23+ years ministry exp.

Rev. Charles Raley, Chaplain, Kegans Unit; B.A., M.Div., M.A.
800 hrs CPE, 10+ years TDCJ, 30+ years ministry exp.

Rev. Paul Ransberger, Chaplain, Daniel Unit;
5+ months TDCJ, 25+ years ministry exp.

Rev. Edward Riley, Chaplain, Wallace Unit; B.A., M.Div.
800 hrs CPE, 6+ years TDCJ, 27+ years ministry exp.

Rev. Gerald Saffel, Chaplain, Ferguson Unit; B.A., M.Div.
13+ years TDCJ, 20+ years ministry exp., Cert. Police Officer

Dr. Timothy Simmons, Chaplain, Ramsey 1 Unit; B.A, M.Div., D.Min, Ph.D.
1,600 hrs CPE w/ Supervisory, 16+ years TDCJ, 23+ years ministry exp.

Imam Akbar Shabbaz, Regional Islamic Chaplain, Wynne Unit;
25+ years TDCJ, Retired

Rev. William Snidow, Chaplain, Powledge Unit; A.A., B.A.
400 hrs CPE, 1 year TDCJ, 25 years ministry exp.

Rev. Helen Spalding, Chaplain, Lopez Unit; B.A., M.Div.
800 hrs CPE, 1 year TDCJ, 19+ years ministry, Retired Navy Chaplain 

Rev. Duane Spikes, Chaplain, Smith Unit; B.A., M.Div., 
1,600 hours CPE, 13+ years TDCJ, 31+ ministry years, exp., Published

Rev. John Stutz, Chaplain, TYC; B.A., M.Div.
1,600 hours CPE, 13+ years TYC

Rev. Gary Thibodaux, Chaplain, Michael Unit; B.S.
800 hrs CPE,  __+ years TDCJ, 20+ years ministry exp.

Rev. Jackie Thomison, Chaplain, Halbert Unit; B.S.
800 hrs CPE, 5+ years TDCJ, 19+ years ministry exp.

Rev. Daniel Valenzuela, Chaplain, Smith Unit;  Deaconate Training
6+ months TDCJ, 8+ years ministry exp.

Rev. Joe Vitela, Chaplain, Ellis Unit

Rev. Alton Whittaker, Chaplain, Darrington Unit;  B.S.
3+ years TDCJ, 30+ years ministry experience

Dr. Raymond Woodruff, Chaplain, Dominguez Unit;  B.A., M.Div., D.Min.
1,600 hrs CPE, 9+ years TDCJ, 34+ years ministry experience

Rev. Jack Yates, Chaplain, Joe Ney Unit;  B.A., M.Div., M.A.
5+ years TDCJ, 10+ years ministry exp.

11. Legal and Church–State Issues

Just in case there is any doubt, there are many substantiations for a Chaplaincy Corp funded by the state. Because of constitutional protection, there is an obligation for the state to allow clients and inmates under its custody to practice their faith. That has never been disputed, though certainly cases are filed from time to time by clients wanting to expand upon their rights or claming infringement upon their rights.

The religious practice of clients is established. The question is how. There will ALWAYS be staff assigned to supervise the religious practice of clients and inmates. If any agency in Texas is seriously attuned to their own mission statements, then having a specialist in religion with specialized training is a given to help clients and inmates practice there faith of choice and administrate programs and help develop competent institutional protocols. Furthermore, especially within TDCJ, since Texas religious volunteers have an entitlement (TDCJ is owned by Texas citizens) to visit those of their own faith and participate to some extent in the treatment process, it goes without saying that having a specialist supervise and coordinate volunteer activities is the higher side of quality control and proactive management.

The legitimacy if hiring chaplains for prisons has never been litigated to a significant degree, but other types of chaplaincy services have been scrutinized a little. Those provide almost sure precedents for maintaining and even augmenting the state chaplaincy services.

· Theriault v. Silber, 547 F.Supp. 1279 (5^th Cir., 1977): held without much analysis that hiring a prison chaplain did not violate the establishment clause.

· Katcoff v. Marsh, 755 F.2d 223 (2d Cir., 1983): in the case of military chaplains, when the state takes a person away from their ability to freely exercise religious beliefs, then the state has a power (if not duty) to accommodate the religious needs of the individual, and spend government funds to do so.

· Carter v. Broadlawn Medical Center, 857 F.2d 448 (8^th Cir., 1988): a public hospital’s hiring of chaplains was upheld, that such actually compared to prison chaplains, that such was valued in following a Clinical Pastoral Education (CPE) approach the client defines the need that the chaplain attempts to meet and the chaplain did not proselytize. And paid chaplains helped oversee volunteer chaplains. Since the hospital has to deal with patients’ religious concerns anyway, in all, paid chaplains lessened, not increased, the hospitals entanglements with patients’ religious concerns.

· Marsh v. Chambers, 103 S.Ct. 3330 (1983): the opening of the Nebraska Legislative sessions with prayer using state-paid clergy was upheld. The practice was “deeply imbedded in history and tradition,” showing intent of framers of Constitution to permit.

In July 1991, the California Department of Corrections (CDC) completed a comprehensive Chaplain Staffing Study. That staffing study substantiated the validity of state paid chaplains through the general value of chaplains to the mission of the CDC as well as in reference to the military precedent and California’s own Penal Code (PC) 5009, which notes: “It is the intention of the Legislature that all prisoners shall be afforded reasonable opportunity to exercise religious freedom.”[3] There was no significant conflict, and furthermore there existed a kind of legal as well as a managerial obligation of sorts to sustain California’s continual funding of state paid chaplains.

California’s Chaplain Staffing Study indicated the substantial and positive role of chaplains in general and the need for greater logistical support. Overall, California not only substantiated their use of their chaplaincy core, they recommended, among other things, an increase in chaplaincy staffing, a greater need for chaplains to interface directly with management and decreasing some aspects of work that could be delegated to others, like general office work with the recommendation for additional clerical help.

Of particular interest to the establishment of a Texas State Chaplaincy Commission, the California Chaplain Staffing Study indicated the issue of “Boundary Spanning” as another factor in “role” overload. Significantly, the California chaplains identified “55 organizational entities that they must interact with to do their job.”[4]

When the Chaplaincy Profession is viewed as a non-sectarian “needs-based” facilitator of religion in general, there is no conflict and only great benefit. The Chaplaincy Profession, again, facilitates human history’s most significant resource for change. Since the clients are entitled to practice their faith and religion of choice, there is a greater need—because of the client’s entitlement—for the Chaplaincy Profession to help the client get those needs met in the highest tradition of that client’s faith and religion. In a way, because of the client’s entitlement, there is more of a substantiation for the state to fund the Chaplaincy Profession than there is for the state to fund any other program. This includes all of the treatment programs in all of the agencies, since none of them can make a claim to addressing the client’s constitutional entitlements.

More than that, beyond the religious entitlement of clients (substantiating chaplaincy services), there is human history that has shown that religion is the most powerful source of change since the beginning. Of all the programs, some very well funded, there is a moral obligation if not a kind of legal obligation to provide professional equity, parity to a profession with such a contribution and potential. This support becomes all the more important given that chaplains and the profession have not been up-graded in 30 years. That is, for the millenniums of recorded human history, there has not even been a close second. Religion—bar none—has been humankind’s most significant source for change. With a constitutional entitlement to practice their religion, it is most definitely in the best interests of Texas’ future that Texas’ agencies and clients get and support the best trained persons available to help them with their Vital Issues of Ultimate Concern in life.

Professional Equity and Parity for State Chaplains can help do that.

12. More Resources on Chaplaincy Professional Equity—Parity

For more resources go to www.PreciousHeart.net where you will find:

· Several hundred links to chaplaincy resources around the world;

· History of Prison Programming in America, part of a recent doctoral dissertation documenting the development of in-prison programming in America and part of the development TDCJ’s own in-prison programming;

· Several hundred links to crisis and grief resources—some of the network of professional chaplains;

· About hundred links to religious resources of all the major religions of the world—some more of the network of professional chaplains;

· About a hundred links to on-line theological reference books and on-line libraries of theological works around the world—some more of the academic network of professional chaplains;

· Working bibliography of everything written in English on Crisis, Grief, Death and divorce in world;

· Text of Would You Lie to Save a Life, an ethical treatise dealing with the complication of ethics in general; a pertinence for the Chaplaincy Initiative is that there are several sections that articulate how “theological” ethics is more complicated than the medical and physical science fields;

· Text of PreciousHeart—BrokenHeart, a chronicle of the grief peculiar to divorce in contrast with the grief encountered in bereavement; a pertinence for the Chaplaincy Initiative is that it rather clearly shows the delicate and unique intricacies of grieving, grief work and grief facilitation peculiar to divorce, which just one kind of grief among many that chaplains regularly deal with as a natural part of the their profession.

The challenge is immense. The time is right. The chaplains are deserving and contribute to every mission critical aspect of their. Chaplains have given their lives to their profession. They have families too.

Professional Equity and Parity for the Chaplaincy Profession would increase the “skill” and “efficiency” and thereby increase their already great contributions. Such aid would help to consolidate the varied interests and specialties of chaplaincy including the facilitation of cross-agency learning and networking as well as the statewide collation, preservation and publication of statewide chaplaincy data. The result: an increase in the “skill” and “efficiency” with which Chaplains resource Human History’s greatest resource for change—all for the benefit of Texas in general—some of which is seen in the following pages.

Appendix 1
Chaplain I, II & III – Texas State Classification Job Description

A. Chaplain I -- B-5
B. Chaplain II -- B-8
C. Chaplain III -- B-10

A. Chaplain I – B-5 pay group – Class No. 5081

GENERAL DESCRIPTION

Performs routine ministerial clergy work. Work involves conducting regular and special religious services, providing pastoral care and counseling to clients, supervising religious education classes, and counseling members of clients' families. Works under moderate supervision with moderate latitude for the use of initiative and independent judgment.

EXAMPLES OF WORK PERFORMED

Conducts and/or supervises religious education programs and/or services. Conducts regular and special religious services for clients. Provides sacramental ministry in accordance with the practices and customs of the chaplain's faith. Makes pastoral visits to new and existing clients and individuals who are critically ill. Counsels clients on religious problems and institutional adjustment; and counsels relatives and families of clients. Arranges for sacramental services for clients of other religious backgrounds. Visits outreach centers to promote a better understanding of the clients ministered to. May train and/or supervise volunteers who are working in chaplaincy programs. Performs related work as assigned.

GENERAL QUALIFICATION GUIDELINES

Experience and Education

Experience as an ordained minister in a parish setting or chaplaincy, including satisfactory completion of some Clinical Pastoral Education (CPE) in an accredited Clinical Pastoral Education Center. Graduation from an accredited four-year college or university with a Bachelor of Divinity, Master of Divinity, Master of Theology, Master of Religious Education, or degree in a related field, including ordination and current written endorsement is generally preferred. Experience and education may be substituted for one another.

Knowledge, Skills, and Abilities

Knowledge of the religious beliefs and practices of various faiths, groups, and denominations. Skill in counseling clients and families of clients. Ability to supervise others effectively; to provide sacramental services; and to communicate effectively.

B. Chaplain II – B-8 pay group – Class No. 5082

GENERAL DESCRIPTION

Performs moderately complex ministerial clergy work. Work involves conducting regular and special religious services, providing pastoral care and counseling to clients, supervising religious education classes, and counseling members of clients' families. May supervise other chaplaincy staff. Works under general supervision with moderate latitude for the use of initiative and independent judgment.

EXAMPLES OF WORK PERFORMED

Conducts and/or supervises religious education programs and/or services. Conducts regular and special religious services for clients. Provides sacramental ministry in accordance with the practices and customs of the chaplain's faith. Makes pastoral visits to new and existing clients and individuals who are critically ill. Counsels clients on religious problems and institutional adjustment; and counsels relatives and families of clients. Counsels institutional staff and conducts group seminars to communicate the religious needs of clients. Arranges for sacramental services for clients of other religious backgrounds. Participates in outreach activities making similar contributions to clients, families, staff, civic leaders, and the local clergy. Communicates the agency or institution's religious program to the community's religious and civic groups and members of the local clergy. Recruits, trains, and supervises volunteers working in chaplaincy programs. May supervise religious educators or chapel musicians. Performs related work as assigned.

GENERAL QUALIFICATION GUIDELINES

Experience and Education

Experience as an ordained minister in a parish setting or chaplaincy, including satisfactory completion of some Clinical Pastoral Education (CPE) in an accredited Clinical Pastoral Education Center. Graduation from an accredited four-year college or university with a Bachelor of Divinity, Master of Divinity, Master of Theology, Master of Religious Education, or degree in a related field, including ordination and current written endorsement is generally preferred. Experience and education may be substituted for one another.

Knowledge, Skills, and Abilities

Knowledge of the religious beliefs and practices of various faiths, groups, and denominations; of the needs of the particular diagnostic category of individuals served; and of the professional literature in the field. Skill in counseling clients and families of clients. Ability to supervise others; to provide sacramental services; to develop new programs in conjunction with members of the agency or institution's staff; to participate in community religious and welfare organizations; and to communicate effectively.

C. Chaplain III – 10 pay group – Class No. 5083

GENERAL DESCRIPTION

Performs complex ministerial clergy work. Work involves supervising, directing, and planning activities, programs, and in-service training for chaplaincy services staff; conducting regular and special religious services; providing pastoral care and counseling to clients; supervising religious education classes; and counseling members of clients' families. May supervise other chaplaincy services staff. Works under limited supervision with considerable latitude for the use of initiative and independent judgment.

EXAMPLES OF WORK PERFORMED

Conducts and supervises religious education programs and/or services. Conducts regular and special religious services for clients. Provides sacramental ministry in accordance with the practices and customs of the chaplain's faith. Makes pastoral visits to new and existing clients, individuals who are critically ill, and relatives and families of clients. Counsels clients on religious problems and institutional adjustment; and counsels relatives and families of clients. Counsels institutional staff and conducts group seminars to communicate the religious needs of the clients. Arranges for sacramental services for clients of other religious backgrounds. Participates in outreach activities making similar contributions to clients, families, staff, civic leaders, and the local clergy. Communicates the agency or institution's religious program to the community's religious and civic groups and members of the local clergy; and conducts clergy orientation programs for members of the local clergy. Communicates the emotional and spiritual dimensions of the problems which confront institutional clients to theological seminaries and groups of local pastors. Coordinates programs for the recruitment, training, and supervision of chaplaincy volunteers. May conduct seminars on the religious and personality needs of clients for local Clinical Pastoral Education programs. May supervise members of the chaplaincy staff. Performs related work as assigned.

GENERAL QUALIFICATION GUIDELINES

Experience and Education

Experience as an ordained minister in a parish setting or chaplaincy, including satisfactory completion of some Clinical Pastoral Education (CPE) in an accredited Clinical Pastoral Education Center. Graduation from an accredited four-year college or university with a Bachelor of Divinity, Master of Divinity, Master of Theology, Master of Religious Education, or degree in a related field, including ordination and current written endorsement is generally preferred. Experience and education may be substituted for one another.

Knowledge, Skills, and Abilities

Knowledge of the religious beliefs and practices of various faiths, groups, and denominations; of the needs of the particular diagnostic category of individuals served; and of the professional literature in the field. Skill in counseling clients and families of clients; and in public speaking. Ability to supervise others; to provide sacramental services; to develop new programs in conjunction with members of the agency or institution's staff; to participate in community religious and welfare organizations; to interpret the religious needs of clients; and to communicate effectively.

Appendix 2: Texas Chaplains Professional Network

Of course, the network would include all of the major faith groups in Texas, including the larger churches specifically and the church associations and denominational headquarters. In Texas, the numbers of associations are staggering. It should go without saying that an individual chaplain cannot fully access many at a time, but prioritize the solicitations at their offices according to the needs of their clients.

The following is a partial listing of the faith groups and faith organizations with which chaplains have a concern and with whom they have to deal:

Advent Christian Independent Baptist

African Methodist Episcopal Independent Fundamental Churches of America

African Methodist Episcopal Zion Islam

American Baptist Association Jewish

American Baptist Churches USA Lutheran Church Missouri Synod

American Indian Mennonite

Anglican Moravian

Apostolic Faith National Assoc. of Congreg. Christian Churches

Assembly of God National Baptist Convention

Association of Unity Churches Nazarene

Baptist North American Baptist

Baptist General Conference Pentecostal Assemblies of the World

Baptist General Convention of Texas Presbyterian Church of East Africa

Buddhist Presbyterian Church USA

Christian and Mission Alliance Progressive National Baptist

Christian Church/Church of Christ Reformed Church in America

Christian Methodist Episcopal Reformed Judaism

Christian Reformed Roman Catholic

Church of Christ Salvation Army

Church of God Satanism

Church of Jesus Christ of Latter‑Day Saints Southern Baptist Convention

Church of the Brethren Seventh Day Adventists

Church of the Nazarene Shintoism

Cooperative Baptist Fellowship Taoism

Conservative Congregational Christian Conference United Church of Christ

Cumberland Presbyterian United Church of Christ/Philippines

Disciples of Christ United Methodist Church

Eastern Orthodox Unitarian‑Universalist

Episcopal Wesleyan Church

Evangelical Covenant Wicca

Evangelical Lutheran Church in America

Free Methodist

Friends

Full Gospel

Greek Orthodox

Hindu

Bear in mind that many of the major denominations and faith groups have many more sub-divisions, factions and variations with major and minor doctrinal and cultural idiosyncrasies.

The following includes most of the major national association and organizations that deal with professional chaplaincy and religious services. Many institutional chaplains maintain on-going lists of local, state and national ministries from which they draw for special needs and consultations. One service of a Texas State Chaplaincy Commission would be to keep an on-going data base of such ministries for all the agencies’ chaplains. Within TDCJ alone, who accessed 10,000 plus volunteers in July 2000 alone, the network is staggering and encompasses 120+ individual faith-groups that TDCJ’s 140,000+ inmates ascribe to—with a preponderance in the Christian category.

The following highlight the diversity and breadth of chaplaincy and religion in Texas. The following alone should indicate the need to help state chaplains resource and develop their own profession.

AAB -- American Academy of Bereavement -- Tucson, AZ

AAMR -- American Association of Mental Retardation-Religious Division -- Washington, DC

AAPC -- American Association of Pastoral Counselors -- Fairfax, VA

ABCUSA National Ministries Chaplaincy -- Valley Forge, PA

ACA -- American Correctional Association -- Laural, MD

ACCA -- American Correctional Chaplain's Association – Olympia, WA

ACCCA -- American Catholic Correctional Chaplain's Association --

ACE -- Advisory Council on Ethics -- TDCJ, Austin, TX

ACLU -- American Civil Liberties Union -- National Prison Project -- Washington, D.C.

ACPE -- Association of Clinical Pastoral Education -- Decatur, GA

-- SW Regional ACPE office -- Houston, TX

ACT -- Association of Chaplains of Texas -- Houston, TX

ACTS -- American Chaplaincy Training School -- Milligan College, TN

ADEC -- Association for Death Education & Counseling -- Hartford, CT

ADL -- Anti-Defamation League -- Houston, TX

Adventist Chaplaincy Ministries -- Silver Spring, MD

AEGA -- Association of Evangelical Gospel Assemblies Ministries International -- Monroe, LA

Alliance of Baptists Pastoral Counseling Center -- New Orleans, LA

Allied Projects -- Dallas Baptist Association -- Dallas, TX

Alston Wilkes Society -- Columbia, SC

American Bible Academy -- Joplin, MO

American Bible Society -- New York, NY

American Cancer Society -- Austin, TX

American Ministries International -- Rapid City, SD

American Rehabilitation Ministries -- Joplin, MO

American Society of Military Pastoral Education -- Park Ridge, IL

Amnesty International -- New York, NY

Anderson Prison Ministry -- Milwaukee, WI

Anderson Prison Ministry -- Naples, FL

Answer Prison Ministry -- Galena Park, TX

APC -- Association of Professional Chaplains -- Schaumburg, IL

APCCA -- American Protestant Correctional Chaplain's Association, Tulsa, OK

Apostolic Faith Church -- Portland, OR

Ark Ministries -- Chandler, AZ

ARM -- American Rehabilitation Ministries -- Prison Outreach -- Joplin, MO

Aurora Ministries, Bible Alliance -- Bradenton, FL

Austin Presbyterian Theological Seminary -- Austin, TX

Austin Tabernacle -- Apostolic Harvest (MG) -- Austin, TX

Baptist Home Mission Board -- Atlanta, GA

Barber -- Mike Barber Ministries -- Houston, TX

Baylor University & George W. Truett Theological Seminary -- Waco, TX

BGCT -- Baptist General Convention of Texas -- Dallas, TX

BGCT -- Christian Life Commission -- Dallas, TX

Billy Graham Evangelistic Association -- Minneapolis, MN

BJS -- Bureau of Justice Statistics Clearinghouse -- Annapolis Junction, MD

Buddhist Network -- Tucson, AZ

Calvary Bible Institute -- Pasadena, TX

Calvary Commission -- Lindale, TX

Campus Crusade -- Orlando, FL

CAPPE -- Canadian Association for Pastoral Care and Education -- Toronto, Ontario

Carlin Ministries, Paul Carlin -- Crockett, TX

CATO Institute -- Washington, D.C.

CEGA -- Contact Publishers -- Lincoln, NE

Cell to Cell Ministries -- Kilgore, TX

Chapels of Hope Ministries, Inc. -- Dallas, TX

Chaplain Ray -- Dallas, TX

Chaplaincy Commission, HMB, SBC -- Atlanta, GA

Chaplaincy Full Gospel Churches -- Dallas, TX

Chaplaincy Today -- Federal Bureau of Prisons Update -- Washington, D.C.

CHARIS -- Center for Life Management -- Beaumont, TX

Christ for the Nations -- Gordon Lindsay -- Dallas, TX

Christian Broadcasting Network -- Virginia Beach, VA

Christian Church (Disciples of Christ) -- Indianapolis, IN

Christian Faith Advocate -- Ft. White, FL

Christian Life Commissions -- BGCT -- Dallas, TX; & SBC -- Nashville, TN

Christian Light Foundation -- Jacksonville, FL

Christian Reformed Church in North America -- Grand Rapids, MI

Christian Renewal Center -- Dickinson, TX

Christian Science Monitor -- Boston, MA

Christian Solidarity International -- Washington, D.C.

Christians in Action -- Columbus, IN

Christopher News Notes -- New York, NY

Church of Christ South -- Corpus Christi, TX

CIMAD -- Concerned Individuals Making a Difference -- Alief, TX

CJCMC -- Criminal Justice Ministry Center -- Belton, TX

CJMN -- Criminal Justice Ministries Network of North Texas -- Plano, TX

College of Chaplains -- Schaunburg, IL

Commandos for Christ Ministries -- Houston, TX

Congregational Christian Churches -- Oak Creek, WI

Cooperative Baptist Fellowship -- Atlanta, GA

COPE -- Coalition of Prison Evangelists -- Fort Smith, AZ

Copeland -- Kenneth Copeland Ministries -- Fort Worth, TX

CORE Ministries -- Royal Oak, MI

Correctional Peace Officers Foundation -- Sacremento, CA

Corrections Alert -- Aspen Publishers -- Caithersburg, MD (Mag/Jour)

Corrections Cost Control & Revenue Report -- Fredrick, MD (Mag/Jour)

CPF -- Christ’s Prison Fellowship -- Malakoff, TX

Criminon -- West U.S. -- Glendale, CA

Crossing Ministry -- Houston, TX

Crossover Ministries -- Houston, TX

Crossways International -- Minneapolis, MN

Crow, John David, Evangelistic Association -- Brownsboro, TX

Dallas Baptist Theological Seminary -- Dallas, TX

Dallas Christian Video -- Richarson, TX

Dayton Prison Ministries -- Dayton, TX

Derek Prince Ministries -- Ft. Lauderdale, FL

Eagle Ministries -- Baytown, TX

Encounter Ministries -- Memphis, TN

Episcopal Theological Seminary of the Southwest -- Austin, TX

ETCJNM -- East Texas Criminal Justice Network Ministries -- Woodlands, TX

Exodus Ministries -- Dallas, TX

Faith, Prayer, Healing Center -- San Antonio, TX

Families Who Care -- San Antonio, TX

Family Upreach -- Dallas, TX

FCN -- Family & Corrections Network -- Palmyra, CA

Fellowship Christian Believer’s Church -- Graford, TX

FHL -- Faith, Hope, Love -- Peoria, IL

First Baptist Church Prison/Jail Ministry -- Dave Umfreville -- Dallas, TX

Focus on the Family -- Colorado Springs, CO

Follow Up Ministries -- Castro Valley, CA

Forgotten Man Ministries -- Grand Rapids, MI

Forward Movement Publications -- Vancouver, Canada

Foundation of Praise -- Escondido, CA

Free But Doing Time Ministry -- Goodrich, TX

Free Tract Society -- Los Angeles, CA

Freedom Within Prison Ministry -- Nederland, TX

Friends of Israel Gospel Ministry -- Deptford Township, Westville, NJ

Full Gospel Business Men's Fellowship International -- Costa Mesa, CA

Full Gospel Missionary Endeavors -- Donahue, IA

Gary & Beth Hays Prison Ministries -- Ft. Smith, AR

Gentle Dove Ministries -- Marvin & Sharon Applin -- Synder, TX

Gideons International -- in every major city in Texas with representatives in most towns

Global Evangelism Television -- San Antonio, TX

Glory to God Ministry -- Mel Turner -- Pensacola, FL

God's Gladiators -- Wyatt Matthews -- Humble, TX

Gospel Express Evangelistic Team -- Gordonville, PA

Gospel Films, Inc. -- Muskegon, MI

Gospel Services -- Houston, TX

Gospel Tracts Society -- Independence, MO

Grace to You -- John MacArthur -- Santa Clarita, CA

Graham -- Billy Graham Evangelistic Association -- Minneapolis, MN

Greenwich Baptist Church -- Greenwich, NJ

Guidepost Magazine -- Carmel, NY

Gulf Coast Bible Institute and Seminary -- Ft. Walton, FL

Healing Ministry -- Weston, MA (Mag/Jour)

Hillery Motsingers Ministry -- Huntsville, TX

Home Mission Board, SBC -- Atlanta, GA

Hope for All In Jesus Prison Ministry -- Conroe, TX

Hospitality House -- Huntsville, TX

Hospitals -- Texas: Most Hospitals in Texas have chaplains, these are just the one’s known to have full-time fully funded chaplaincy directorates with multiple chaplains and clinical programs: Austin State Hospital, Austin; Baptist Health System, Dallas; Baylor University Medial Center, Dallas; Brooke Army Medical Center, Fort Sam Houston; Children’s Medical Center, Dallas; Covenant Health System, Lubbock; Department of Veterans Affairs, Dallas; Ecumenical Center for Religion and Health, San Antonio; Good Shepherd Medical Center, Longview; Harris County Hospital District Ben Taub-Lyndon B. Johnson Community Health Center, Houston; Harris Methodist Health System, Fort Worth; Memorial Hermann Healthcare System, Houston; Methodist Health Care System, Houston; Methodist Hospital, San Antonio; Methodist Hospitals of Dallas, Dallas; Parkland Memorial Hospital, Dallas; Saint Luke’s Episcopal Hospital, Houston; Scott & White Memorial Hospital, Temple; South Texas Veterans Healthcare System, Audie L. Murphy Division, San Antonio; CHRISTUS Spohn Hospital Memorial, Corpus Christi; St. Joseph Regional Health Center, Bryan; Terrell State Hospital, Terrel; UT-M.D. Anderson Cancer Center, Houston; Valley Baptist Medial Center, Harilingen; Wiliford Hall Medical Center, Lackland AFB, TX

House of Yahweh -- Abilene, TX (Jewish Christians)

Human Rights Watch -- New York, NY

IAJV -- International Association of Justice Volunteerism -- St. Paul, MN

IBS -- International Bible Society -- Colorado Springs, CO

ICPSR -- Inter-university Consortium for Political and Social Research -- Ann Arbor, MI

ICR -- Institute for Creation Research -- El Cajon, CA

IDF -- Inmate Discipler Fellowship -- SWBTS -- Fort Worth, TX

In Touch Ministries -- Charles Stanely -- Atlanta, GA

Indian Life -- Winnipeg, MB, Canada

Inmate Family Support Group -- Duncanville, TX

Inside/Outside -- DeSoto, TX

Insight for Living -- Chuck Swindoll -- Anaheim, CA

Institute for Narrative Therapy -- Cabin John, MD

Institute of Biblical Preaching -- Stephen Olford, Memphis, TN

Institute of Creation Research -- Santee, CA

Intercessors International -- Bulverde, TX

International Bible School -- Goldendale, WA

IPCA -- International Prison Ministry Association -- Quebec, Canada

ISGH -- Islamic Society of Greater Houston -- Houston, TX

Jack Van Impe Ministries -- Troy, MI

Jacob's Ladder (Full Gospel) -- Boling, TX

JAIL Ministry -- Belton, TX

Jakes, T.D. -- Dallas, TX

Jim Fullingim Ministries -- Dallas, TX

Jim Johnson -- Clifton, TX

Joy House Ministries -- Carol Morgon -- Alexandria, LA

Joy Prison Ministry -- Gertha Rogers -- Woodlands, TX

Joyful News Prison Ministry -- San Jose, CA

Justice Fellowship -- Prison Fellowship Sponsored -- Washington, D.C.

Justice Link -- Sharpsburg, GA

KAIROS -- Winter Park, FL

KAIROS Outside -- Mesquite, TX

Kenneth Copeland Ministries -- Fort Worth, TX

Kings College -- London, Ontario, Canada (Annual Conference Death/Bereavement)

Lamp & Light Publishers -- Farmington, NM

Liberty Counsel -- Orlando, FL

Liberty in Christ Prison Ministry -- Lubbock, TX

Life Purpose Ministries -- Redding, CA

Lifeway Outreach Ministries -- Fort Worth, TX

Literacy Agencies -- many throughout the state and nation

LOOPS -- Loved Ones of Prisoners -- Ducanville, TX

Lost Sheep Ministry -- League City, TX

Love Press -- Tarpon Springs, FL

Lutheran Church-Missouri Synod, Board for Human Care Ministries -- Saint Louis, MO

Marilyn Hickey Ministries -- Denver, CO

Mid-America Prison Ministries -- Tulsa, OK

MOM -- Ministries of Mercy -- Utopia, TX

Moody Bible Institute -- Chicago, IL

Mount Carmel, Inc. -- Leavenworth, WA

Mount Zion Church -- Pensacola, FL

My Father's House Ministries -- San Antonio, TX

NACC -- National Association of Catholic Chaplains -- Milwaukee, WI

NACJD -- National Archive Criminal Justice Data -- Ann Arbor, MI

NAJC -- National Association of Jewish Chaplains -- Whippany, NJ

NCIA -- National Center on Institutions and Alternatives -- Mansfield, MA

NCJRS -- National Criminal Justice Reference Service -- Rockville, MD

New Day Church Prison Ministry -- Houston, TX

New Foundations -- Chesterville, OH

NIBIC -- National Institute of Business and Industrial Chaplains -- Houston, TX

NIC -- National Institute of Corrections -- Washington, D.C./Longmont, CO

NOBTS -- New Orleans Baptist Theological Seminary -- New Orleans, LA

NOCP -- National Office of Citizen Participation -- Federal Bureau of Prisons -- Washington, D.C.

NTCJMN -- North Texas Criminal Justice Ministry Network -- Plano, TX

NVC -- National Victim Center -- Arlington, VA

Offender/Victim Ministries -- Newton, KS

Operation Restoration Prison Ministries -- Dallas, TX

Orthodox Christian Street and Prison Ministry -- Hollywood, CA

Osteen -- John Osteen Ministries -- Houston, TX

PACT -- Parents and Children Together -- Fort Worth, TX

Paulist National Catholic Evangelization Association -- Wash., D.C.

Peale Center for Christian Living -- Pauling, NY

Person to Person -- Friendswood, TX

Perspectives Study Program -- U.S. Center for World Missions -- Pasadena, CA

Point of View -- Dallas, TX

Power Team -- Dallas, TX

Praise to Praise -- CJM -- First Baptist -- Dallas, TX

Prayer-Life Seminars -- Corpus Christi, TX

Presbyterian Church USA -- Louisville, KY

Prison Evangelism Outreach -- Ocean Springs, MI

Prison Life -- New York, NY

Prison Outreach International -- Jim Scalise -- Houston, TX

Prison Outreach Ministry -- John Simon -- Bay City, TX

Prison Visitor Express -- Dallas, TX

Prisoners Bible Crusade -- Picayune, MS

Prisoners for Christ Outreach Ministries -- Kirkland, WA

Probe Ministries -- Richardson, TX

Promise Keepers -- Denver, CO

Quest International -- Hardin, TX

Racial Ethnic Multicultural Network -- Olympia, WA

Randy Coward Ministries -- Silsbee, TX

RBC -- Resources for Biblical Communication -- Grand Rapids, MI

Reaching the Lost for Jesus -- New Carey, TX

Refined by Fire Ministries -- Baker, LA

Reformed Church in America -- New York, NY

Restorative Justice Ministries Network -- Emmett Solomon, President -- Huntsville, TX

RHEMA -- Tulsa, OK

Rock of Ages Prison Ministry -- Center, TX (& Cleveland, TN)

Saint Mary’s Seminary -- Houston, TX

Saints of the Living Word Ministry -- Wichita Falls, TX

Salvation Army -- Dallas, TX

San Diego Bible College -- National City, CA

Savelle -- Jerry Savelle Ministries -- Crowley, TX

SBC -- Southern Baptist Convention -- Nashville, TN

Set Free Ministries -- Riverside, CA

Set Free Prison Ministries -- Riverside, CA

Seventh Day Adventist -- Silsbee, TX

Sheron Kaye Ministries -- La Porte, TX

Showers of Blessing -- Marion, IL

SMU -- Southern Methodist University & Perkins School of Theology -- Dallas, TX

Society for the Right to Die -- New York, NY

Son Shine Gospel Singers -- Haysville, TN

SonShine Ministries -- Sara Seablom -- Abilene, TX

Souled Out Ministries -- Houston, TX

Source of Light Schools -- Madison, CA

Southern Baptist Alliance -- Washington, D.C.

Southeast Texas Prison Ministry -- Jerry & Tommie Hatfield -- Iraan, TX

Southwestern Assemblies of God College -- Waxahachie, TX

Stonecroft Ministries -- Kansas City, MO

Student Aid Matching Services -- Sacramento, CA

Sumrall -- Lester Sumrall Evangelistic Association -- South Bend, IN

Sunset School of Preaching -- Lubbock, TX

SWBTS -- Southwestern Baptist Theological Seminary -- F.W., TX

Tabernacle of Faith Ministries -- Inmate Mike Washington -- Gatesville, TX

Tadlock, Wayne -- Wolfe City, TX

TAX -- Texas Association of X-Offenders -- Crockett, TX

TBI -- Texas Baptist Institute -- Houston, TX

TCU -- Texas Christian University & Bright Divinity School -- Fort Worth, TX

Texas Adult Literacy Clearinghouse -- College Station, TX

Texas Baptist Conservative Fellowship -- Fort Worth, TX

Texas Baptist Men's Association -- Dallas, TX

Texas Baptist Prison Family Ministry Foundation -- Huntsville, TX

Texas Baptists Committed -- San Angelo, TX

Therapon Institute -- Crockett, TX

Thru The Bible Radio -- Pasadena, CA

Toastmasters International -- Mission Viejo, CA

Trans-World Bible Society -- Memphis, TN

Tribe of Judah -- Humble, TX

Trinity Broadcasting Network -- Tustin, CA

United Church of Christ -- Cleveland, OH

United Methodist Church, Division of Chaplains & Related Ministries -- Nashville, TN

United Prison Ministry International -- Verbena, AL

Unity Prison Ministry -- Jim Lamb -- Corsicana, TX

Upper Room -- Nashville, TN

USCC/CCA -- U.S. Catholic Conference Commission on Certification and Accreditation -- Milwaukee, WI

Victim's Library -- Austin, TX

Victory Life Ministries -- Nacogdoches, TX

Video Resources -- General

Voice of Jesus -- Orange, TX

Voices of the Martyrs -- Bartlesville, OK

Volunteer Today -- US Department of Justice -- FBP (Mag/Jour)

Volunteers of America -- Alexandria, VA

Warm Place -- Child Grief -- Fort Worth, TX

Watchtower -- Brooklyn, NY

Wells Special Ministries -- New Ulma, MN

Word of Praise Prison Ministry -- John & Wilma Lazenby -- Buna, TX

World Bible School -- Austin, TX

World Challenge, Inc. -- David Wilkerson -- Lindale, TX

Worldwide Voice in the Wilderness -- Dallas, TX

Write-Way Prison Ministries -- Garland, TX

X-Factor -- Arlington, TX

Yachad Immanuel Ministries -- Bradenton, FL

Remember: this is only a partial listing and does not include all of the hundreds of churches and associations and many other prison and benevolent ministries throughout Texas and the Nation.

Appendix 3: Federal Bureau of Prisons – Entry Level Chaplain

Federal Bureau of Prisons
Entry Level Chaplain

Salary: GS 12 – 46,955 to 61,040 http://www.fedstats.gov/index20.html
With locality adjustments, e.g., Dallas/FW, 50,988 to 66,283

Chaplain - GS-060-12.
Chaplains administer, supervise, and perform work involved in a program of spiritual welfare and religious guidance for inmates in a correctional setting.

Qualifications: GS-12:
A Chaplain must have successfully completed an undergraduate degree from an accredited college or university and a Master of Divinity degree or the equivalent (20 graduate hours of theology, 20 graduate hours of sacred writings, 20 graduate hours of church history or comparative religions, and 20 graduate hours of ministry courses) from an American Theological School (ATS) accredited residential seminary or school of theology; ordination or membership in an ecclesiastically recognized religious institute of vowed men or women; at least 2 years of autonomous experience as a religious/spiritual leader in a parish or specialized ministry setting; current ecclesiastical endorsement by the recognized endorsing body of the faith tradition; willingness to provide and coordinate programs for inmates of all faiths; and the necessary credentials and the ability to provide worship services in his/her faith tradition.

Call 1-202-514-9740 for instructions on how to apply for a chaplain position in the Federal Bureau of Prisons.

Federal Bureau of Prisons Chaplaincy Service Mission Statement

The mission of the Religious Services Department is to provide pastoral care to all Federal inmates and facilitate the opportunity to pursue individual religious beliefs and practices in accordance with the law, Federal regulations and Bureau of Prisons policy. The staff chaplain shall provide religious worship, education, counseling, spiritual direction, support and crisis intervention to accommodate the diverse religious needs of inmates. When appropriate, pastoral care and subject matter expertise may be extended to staff.

Appendix 4: Salary.com -- Market Survey

Salary.com -- Market Survey

Chaplain

Provides spiritual guidance and support during illness, injury and/or an emergency. May require an associate's degree or its equivalent and 2-4 years of experience in the field or in a related area. Familiar with standard concepts, practices, and procedures within a particular field. Relies on limited experience and judgment to plan and accomplish goals. Performs a variety of tasks. Works under general supervision; typically reports to a supervisor or manager. A certain degree of creativity and latitude is required.

Director, Religious Activities and Education

Develops, plans, and implements policies and procedures to support religious and educational activities. May require a bachelor's degree in a related area and at least 7 years of experience in the field. Generally manages a group of exempt and/or nonexempt employees. Relies on experience and judgment to plan and accomplish goals. Typically reports to a senior manager.

A typical Chaplain working in the United States is expected to earn a median base salary of $43,410. Half of the people in this job are expected to earn between $36,871 and $51,128 (i.e., between the 25th and 75th percentiles). (This data is as of November, 2000). A typical Chaplain working in metro Texas -- Houston is expected to earn a median base salary of $45,146. Half of the people in this job are expected to earn between $38,346 and $53,173 (i.e., between the 25th and 75th percentiles). These numbers are based on national averages adjusted by geographic salary differentials. (This data is as of November, 2000)

Chaplain	Low	Median	High
United States Average	$36,871	$43,410	$51,128
Houston – Texas	$38,346	$45,146	$53,173
Dallas – Texas	$37,682	$44,365	$52,253
Galveston – Texas	$36,281	$42,715	$50,310
El Paso – Texas	$33,294	$39,199	$46,169

Appendix 5: Texas Classification Salary Schedules B & C

A. Texas Classification Salary Schedule B
B. Texas Classification Salary Schedule C

A. Texas Classification Salary Schedule B

(Effective September 1, 1999 through August 31, 2001)

SALARY GROUP		MINIMUM	MAXIMUM
B-5	Annual	$25,932	$32,988
	Monthly	$2,161	$2,749
B-6	Annual	$27,540	$35,100
	Monthly	$2,295	$2,925
B-7	Annual	$29,232	$37,332
	Monthly	$2,436	$3,111
B-8	Annual	$31,068	$39,708
	Monthly	$2,589	$3,309
B-9	Annual	$32,988	$42,216
	Monthly	$2,749	$3,518
B-10	Annual	$35,100	$44,928
	Monthly	$2,925	$3,744
B-11	Annual	$37,332	$49,560
	Monthly	$3,111	$4,130
B-12	Annual	$39,708	$52,766
	Monthly	$3,309	$4,397
B-13	Annual	$42,216	$56,160
	Monthly	$3,518	$4,680
B-14	Annual	$44,928	$59,820
	Monthly	$3,744	$4,985
B-15	Annual	$47,820	$63,720
	Monthly	$3,985	$5,310
B-16	Annual	$50,952	$67,956
	Monthly	$4,246	$5,663
B-17	Annual	$54,264	$72,420
	Monthly	$4,522	$6,035
B-18	Annual	$57,816	$77,220
	Monthly	$4,818	$6,435
B-19	Annual	$65,352	$90,540
	Monthly	$5,446	$7,545
B-20	Annual	$73,920	$102,528
	Monthly	$6,160	$8,544
B-21	Annual	$93,360	$129,744
	Monthly	$7,780	$10,812
B-22	Annual	$118,092	$164,376
	Monthly	$9,841	$13,698

NOTE: Salary Schedule B levels reflect the $100.00 monthly salary increase granted by the 2000-2001 General Appropriations Act, Article IX, Section 9-11.06

Texas State Classification Salary Schedule
Schedule B

B-3 ....... 23,052 - 29,232 | B-13 ... 42,216 - 56.160

B-4 ....... 24,432 - 31,068 | B-14 ... 44,928 - 59,820

B-5 ....... 25.932 - 32,988 | B-15 ... 47,820 - 63,720

B-6 ....... 27,540 - 35,100 | B-16 ... 50,952 - 67,956

B-7 ....... 29,232 - 37,332 | B-17 ... 54,264 - 72,420

B-8 ....... 31,068 - 39,709 | B-18 ... 57,816 - 77,220

B-9 ....... 32,988 - 42,216 | B-19 ... 65,352 - 90,540

B-10 ..... 35.100 - 44,928 | B-20 ... 73,920 - 102,528

B-11 ..... 37,332 - 49,560 | B-21 ... 93,360 - 129,744

B-12 ..... 39,708 - 52,766 | B-22 . 118,092 - 164,376

B. Texas Classification Salary Schedule C

(Effective September 1, 1999 through August 31, 2001)

Salary Group	Class Title	Years of Service
		<4	4	8	12	16
C1	Department of Public Safety, Probationary Trooper (2 nd 6 months) Department of Public Safety, Probationary Capitol Police Officer (2 nd 6 months) Texas Parks and Wildlife Department, Probationary Texas Alcoholic Beverage Commission, Trainee	$32,000
C2		$35,000
C3			$37,400
C4				$39,800
C5					$42,200
C6						$44,600
C7			$43,400	$45,800	$48,200	$50,600
C8			$49,400	$51,800	$54,200	$56,600
C9			$55,400	$57,800	$60,200	$62,600
C10	Department of Public Safety, Assistant Commander; Department of Public Safety, Chief Pilot Investigator; Texas Parks and Wildlife Department, Assistant Commander; Texas Alcoholic Beverage Commission, Assistant Commander; Texas Department of Criminal Justice, Internal Affairs, Deputy Division Director (12 years of service)		$66,600	$66,600	$66,600	$66,600
C10	Department of Public Safety, Major/Commander; Texas Parks and Wildlife Department, Commander; Texas Alcoholic Beverage Commission, Major; Texas Department of Criminal Justice, Internal Affairs, Deputy Division Director (12 years of service)		$70,600	$70,600	$70,600	$70,600

NOTE: Salary Schedule C levels were increased to the above levels by the 2000-2001 General Appropriations Act, Article IX.

Appendix 6:
1999 State of Texas Compensation System Overview

Section 1: http://www.sao.state.tx.us/hrroot/geninfo/classificationplan/overview.html

Effective September 1, 1999, the State of Texas' Classification Plan will have continued its changes to increase efficiency, effectiveness, and salary growth potential, while holding agencies accountable for their pay-related decisions. The first step in this process was the creation of three classified salary schedules: A, B, and C. The new salary schedules encompass the salaries of the employees formerly subject to the single classified salary schedule and all formerly exempt employees, with the exception of certain executive positions.

Salary Schedule A primarily includes administrative support, maintenance, service, technical, and paraprofessional positions.

Salary Schedule B primarily includes professional and managerial jobs, it covers most of the formerly exempt positions. This schedule has 22 salary groups with minimum and maximum salary rates that encompass all formerly exempt positions' salaries. Salary Schedule B does not have any designated steps.

Salary Schedule C covers the majority of Texas Commission on Law Enforcement Officer Standards and Education (TCLEOSE) certified law enforcement positions at the four primary law enforcement agencies. This schedule has ten salary groups and was created in order to assist the State in achieving its long-term goal of providing equal pay for the State's licensed peace officers.

All salary schedule changes are effective for classified positions at State agencies and do not apply to positions at institutions of higher education.

The maintenance of the Classification Plan (Plan) is accomplished through two mechanisms. First, the State Classification Office has the final responsibility for the content of the official state job descriptions. These class descriptions are reviewed by user agencies on an annual basis for content revisions that may be needed. The appropriate revisions are then made, and copies of any revised descriptions are distributed each September to state agencies.

Other changes to the Plan require approval of the Legislature to become effective. Requests to creates new classes, delete those no longer appropriate, reallocate salary group assignments of existent classes, and change class numbers can originate either in the State Classification Office or in any of the state agencies. If a request originates in one of the agencies, the State Classification Office is expected to review the request and make a recommendation to the Legislature either concurring with, modifying, or not concurring with the agency's proposal.

As the Plan was originally established, all classes were ranked and slotted into salary groups based on internal relationships and external market data. The State Classification Office continues to take the whole-job approach (1) when recommending salary group changes to the Legislature and (2) leave when auditing individual jobs or groups of jobs. The determination as to proper classification is primarily based on the comparison of the duties and responsibilities being performed to the official job description for the classification assigned to the position. Individual agencies have the first-line responsibility, under the law, for ensuring proper classification. [Emphasized underline added.]

Appendix 7:
Salary Demographics Comparing Texas with Other States

A. Overall Conclusions from Texas Classification Report 01-701
B. Salary Structure Changes Over the Past Ten Years
C. State Employee Salaries Fall Significantly Behind
D. Texas Classification 2000 Proposal for Schedule B

A. Overall Conclusions from Texas Classification Report 01-701

October 2000 -- Report Number 01-701

1. Overall Conclusion

The State of Texas faces new challenges in recruiting, developing, and retaining a qualified workforce. The changing demographics and availability of the labor force are already affecting the State's ability to recruit and retain qualified workers. A qualified workforce enables the State to provide appropriate services to the public. The State's salary schedules, as well as actual salaries, have not kept pace with those of the private sector or even other public sector entities. While this has been the case for several years, we believe that continuing to lag behind the market places the State in a position that could affect overall services. The issue of pay needs more attention given both the strong Texas economy and the forecast of a significant labor shortage. Any change to a compensation system must take into account the overall salary structure, the relative position of individual jobs compared to similar jobs in the market, and actual employee pay. This proposal deals with salary schedule increases needed to place the State in a more competitive position.

2. Key Facts and Findings

We recommend that the salary range spreads of both Salary Schedules A and B be adjusted to reflect industry recommendations for specific job types. This adjustment would give agencies more flexibility to pay employees at higher rates within the adjusted ranges. It would also increase the midpoints of the salary ranges and thereby reduce to 7 percent the State's lag behind benchmark jobs as of September 1, 2001.

Increasing the midpoints would not eliminate the need for an overall salary schedule increase that would affect all state employees. Therefore, we also recommend applying a flat dollar increase of $200 per month to Salary Schedule A and a 10 percent increase to Salary Schedule B effective September 1, 2001. To keep up with market increases, an additional $50 per month increase would need to be applied to Salary Schedule A and a 3 percent increase to Salary Schedule B effective September 1, 2002. This adjustment would cost approximately $945 million for the biennium.

We also recommend that Salary Schedule C be increased by $50 per month effective September 1, 2001, and $50 per month effective September 1, 2002. We estimate that this increase to Salary Schedule C would cost approximately $7 million for the biennium. [Emphasis and box added.]

[Note: the above is excessive, compared to TDCJ unit/line staff and especially for chaplains; why not just give the lower quarter of the A and B schedule a 25% raise, the 2^nd quarter a 15% raise and leave the upper half alone? Does the upper half NEED it like the lower half? NO.
The following is only a “selection” of the data used to justify the proposed State’s Position Classification Plan. For a full description go to
http://www.sao.state.tx.us and click the 01-701 Report or just go straight to
http://www.sao.state.tx.us/reports/report.cfm?report=2000/01-701
Then scroll down to see the link to the html or Acrobat version.
Remember – an entry level Chaplain I is B-5, a Chaplain II a B-8 and a Chaplain III a B-10.
And there is no central office for the coordination of a profession that facilitates human history’s most significant source of change and chaplains themselves have not been up-graded in 40 years. And chaplains are generally required to have a Master’s or equivalent.]

B. Salary Structure Changes Over the Past Ten Years

http://www.sao.state.tx.us/reports/2000/01-701.pdf#page5

Texas salary structure increases have lagged behind increases for all other comparison points: Selected Texas City Governments Average 24%; State Government Average 27%; Nationwide (All Industries) Average 33%; Austin Metropolitan Area 42%; and State of Texas (as of August 31, 1999) 15%

National Trends

The American Compensation Association reports that salary structures nationwide have increased 33 percent for all industries in the past ten years.¹ As Figure 1 shows, the State's salary schedules have increased only 15 percent over the same period. Nationwide trends show a steady increase, while the State of Texas has not given salary increases for 6 of the past 10 years.

¹ American Compensation Association, Report on the 1998-1999 Total Salary Increase Budget Survey, Survey Highlights-United States, pg. 7.

State Government Trends

State government surveys show that Texas' annual salary increases trail the average of other state government salary increases over the past 10 years (see Figure 2). The average increase for all other state governments surveyed was 27 percent. Nine of the ten most populous states (Texas is one of the ten most populous states) showed salary structure increases of 27 percent. The average increase of the central and southeastern states was 26 percent. (See Appendix 4 for actual increases of the other states surveyed.) As stated earlier, the average of the other states shows a steady upward trend that contrasts with Texas' average.

Texas City Governments Trends

The State Auditor's Office surveyed several Texas city governments for salary schedule increases. The
City of Fort Worth experienced the highest increase at 41 percent; the
City of Austin also had significant structure adjustments at 32 percent; the
City of Dallas experienced an 18 percent increase; the
City of San Antonio a 17 percent increase; and the
City of Houston an 11 percent increase (see Figure 3).
On average, the major Texas city governments surveyed experienced a 24 percent increase in their salary structures.

C. State Employee Salaries Fall Significantly Behind
-- Both Private & Public Sector Salaries

In the past ten years salaries in Travis County, the region that contains the largest percentage of the State's full-time classified employees, increased by more than 115 percent. The greater Austin area, benefiting from strong technology industry growth, has had a tremendous increase in salaries. Additionally, per capita income across Texas has increased almost 58 percent in the past ten years. By comparison, average salaries for state employees increased by only 28 percent 4 (see Figure 5). When we examine state government employee average salaries in the ten most populous states, we see a similar trend (see Table 2). As of August 31, 1999, Texas salaries were more than $7,000 below the average for the nine other most populous states. It would take a 26 percent increase to align Texas salaries with the average of the other states.

The 28 percent figure includes the legislatively mandated structure increases of 15 percent plus increases of 13 percent due to merit raises and promotions. The average salary for state employees was $23,316 in 1990 and $29,829 in 1999.

Table 2

Average Salaries for the Ten Most Populous States Over the Past Decade

1990 1991 1992 1993 1994 1995 1996 1997 1998 1999
CA 35,484 38,064 38,436 38,880 40,680 42,648 42,672 42,852 43,344 46,140
NY 30,440 31,354 31,417 32,210 33,877 35,021 35,306 35,702 36,972 N/ A
FL N/ A N/ A N/ A N/ A 22,841 24,389 24,832 25,943 27,287 29,287
PA 27,442 28,155 28,618 30,105 30,509 32,004 33,643 34,752 36,110 37,406
IL 28,828 28,401 27,580 31,137 31,560 33,272 34,235 35,264 37,769 36,755
OH 26,416 27,664 28,746 30,576 31,928 33,613 35,027 36,109 37,773 38,917
MI 31,426 33,565 34,952 34,917 35,029 35,740 36,950 37,825 38,824 40,204
NJ N/ A N/ A 34,320 35,056 36,949 39,116 39,546 40,113 41,395 42,949
GA 23,784 23,965 23,777 23,997 23,754 25,046 25,046 26,154 27,350 28,219

Aver. 29,117 30,167 30,981 32,110 31,903 33,428 34,140 34,968 36,314 37,485
Texas 23,316 23,842 24,285 25,257 25,364 25,661 26,107 27,503 27,961 29,829

Although it is the second most populous state behind California, in 1999 Texas' average state employee salary was $7,656 (26 percent) less than the average salary for the nine other most populous states.

D. Texas Classification 2000 Proposal for Schedule B

Salary Schedule B Salary Range Spread Modification

Proposal by State Classification

This schedule DOES NOT reflect any across the board increase, but only shows an increase in the maximum range for certain salary groups.

Current .. Proposed Current ..... Proposed

Minimum Maximum ... Maximum Minimum Maximum ..... Maximum

B1 ..... 20,592 25,932 .... 27,799 | B12 ..... 39,708 52,766 ...... 57,577
B2 ..... 21,744 27,540 .... 29,354 | B13 ..... 42,216 56,160 ...... 61,213
B3 ..... 23,052 29,232 .... 31,120 | B14 ..... 44,928 59,820 ...... 65,146
B4 ..... 24,432 31,068 .... 32,983 | B15 ..... 47,820 63,720 ...... 74,121
B5 ..... 25,932 32,988 .... 35,008 | B16 ..... 50,952 67,956 ...... 78,976
B6 ..... 27,540 35,100 .... 37,179 | B17 ..... 54,264 72,420 ...... 84,109
B7 ..... 29,232 37,332 .... 39,463 | B18 ..... 57,816 77,220 ...... 89,615
B8 ..... 31,068 39,708 .... 41,942 | B19 ..... 65,352 90,540 .... 101,296
B9 ..... 32,988 42,216 .... 44,534 | B20 ..... 73,920 102,528 .... 114,576
B10 ... 35,100 44,928 .... 50,895 | B21 ..... 93,360 129,744 .... 144,708
B11 ... 37,332 49,560 .... 54,131 | B22 ... 118,092 164,376 .... 183,043

Compensation experts state that salary spreads for FLSA exempt (professional and administrative jobs) positions range from 30 percent to 50 percent and that spreads for managerial jobs range from 40 percent to over 50 percent. (Source: Society for Human Resource Management (SHRM), The SHRM Learning System, Module Four: Compensation and Benefits, pg. 24.)

[NOTE: Please – since most of TDCJ’s personnel is and has been on the lower end of their respective pay groups, why add a high end that will mostly benefit those who do not NEED it. At least for now, it would be more reasonable to focus on the lower quarter and lower half with only minimal adjustments at the higher end. I would bet ten-to-one that most of the designers of this schedule proposal are on the high end in their respective pay groups. Till you know that, you will not know how fair this actually is to those on the lower end who really need it across the board adjustments.]

Appendix 8:

Texas Classification Plan Recommendations for 2000, 1998 & 1996

A. 2000 Texas Recommended Changes to Classification Plan
B. 1998 Texas Recommended Changes to Classification Plan
C. 1996 Texas Recommended Changes to Classification Plan

A. 2000 Texas Recommended Changes to Classification Plan

October 2000 -- Report Number 01-702

Overall Conclusion

The Position Classification Plan (Plan) should be changed to ensure that it meets the needs of the State. The Plan should adequately cover the jobs state employees perform and provide internal consistency between jobs. It is important that the Plan be broad enough to cover similar jobs at different agencies while maintaining an appropriate number of classes. Fewer classes make the Plan easier and less expensive to manage. The number of classes in Texas' Plan is among the lowest in the nation, as Governing recognized in its February 1999 issue.

Overview

We recommend changing the State's Position Classification Plan (Plan) to ensure that it meets the needs of state agencies (and others that voluntarily follow the Plan) and provides internal consistency between jobs. The cumulative effect of these changes reduces the number of classes in the Plan from 927 to 906. The February 1999 issue of Governing identified the Classification system as the most recognizable statewide human resources function. Specifically, the low number of classes in the Plan was noteworthy.

[Note: the following is only a “selection” of the 906 positions in the Proposed State’s Position Classification Plan. For a full description go to
http://www.sao.state.tx.us and click the “01-702 Report” or just go straight to
http://www.sao.state.tx.us/reports/report.cfm?report=2000/01-702
Then scroll down to see the link to the html or Acrobat version.
Remember – an entry level Chaplain I is B-5, a Chaplain II a B-8 and a Chaplain III a B-10.
And there is no central office for the coordination of a profession that facilitates human history’s most significant source of change and chaplains themselves have not been up-graded in 40 years. And chaplains are generally required to have a Master’s or equivalent.]

This is only a small selection of relevant position grades and their order of presentation has been adjusted
Where tabbed dots appear, that means one position has changed to the one on the right
The “bold” in the following indicate some selected recommended changes for 2000

No Change for Selected Positions

5081 B5 Chaplain I
5082 B8 Chaplain II
5083 B10 Chaplain III

1600 B13 Manager I 1620 B17 Director I
1601 B14 Manager II 1621 B18 Director II
1602 B15 Manager III 1622 B19 Director III
1603 B16 Manager IV 1623 B20 Director IV
1604 B17 Manager V 1624 B21 Director V

3510 B9 Assistant Attorney General I 3520 B13 General Counsel I
3511 B11 Assistant Attorney General II 3521 B15 General Counsel II
3512 B13 Assistant Attorney General III 3522 B17 General Counsel III
3513 B15 Assistant Attorney General IV 3523 B19 General Counsel IV
3514 B17 Assistant Attorney General V 3524 B20 General Counsel V
3515 B19 Assistant Attorney General VI
3516 B20 Assistant Attorney General VII

0239 B6 Programmer I 1729 B5 Human Resources Specialist I
0240 B8 Programmer II 1731 B7 Human Resources Specialist II
0241 B10 Programmer III 1733 B9 Human Resources Specialist III
0242 B12 Programmer IV 1735 B11 Human Resources Specialist IV
0243 B14 Programmer V 1737 B13 Human Resources Specialist V
0244 B16 Programmer VI

2580 B3 Sanitarian I 7401 B5 Librarian I
2581 B5 Sanitarian II 7402 B7 Librarian II
2582 B7 Sanitarian III 7403 B9 Librarian III
2583 B9 Sanitarian IV 7404 B11 Librarian IV
2584 B11 Sanitarian V
2585 B13 Sanitarian VI

Proposed Changes for Selected Positions

1100 B5 Financial Examiner I ................................... 1100 B6 Financial Examiner I
1102 B7 Financial Examiner II .................................. 1102 B8 Financial Examiner II
1104 B9 Financial Examiner III ................................ 1104 B10 Financial Examiner III
1106 B11 Financial Examiner IV ................................ 1106 B12 Financial Examiner IV
1108 B13 Financial Examiner V ................................. 1108 B14 Financial Examiner V
1110 B15 Financial Examiner VI ................................ 1110 B16 Financial Examiner VI
1112 B17 Financial Examiner VII ............................... 1112 B18 Financial Examiner VII

2141 B9 Engineer I
2142 B10 Engineer II
2143 B11 Engineer III ............................................... 2150 B11 Engineer I
2144 B12 Engineer IV ............................................... 2151 B12 Engineer II
2145 B13 Engineer V ................................................ 2152 B13 Engineer III
................................................................................... 2153 B14 Engineer IV
2146 B15 Engineer VI ............................................... 2154 B15 Engineer V
................................................................................... 2155 B16 Engineer VI
2147 B17 Engineer VII .............................................. 2156 B17 Engineer VII

................................................................................... 2650 B5 Environmental Specialist I
................................................................................... 2651 B7 Environmental Specialist II
................................................................................... 2652 B9 Environmental Specialist III
................................................................................... 2653 B11 Environmental Specialist IV
................................................................................... 2654 B13 Environmental Specialist V
................................................................................... 2655 B15 Environmental Specialist VI

2681 B5 Natural Resources Specialist II .................. 2681 B5 Natural Resources Specialist I
2682 B7 Natural Resources Specialist III ................ 2682 B7 Natural Resources Specialist II
2683 B9 Natural Resources Specialist IV ................. 2683 B9 Natural Resources Specialist III
2684 B11 Natural Resources Specialist V ................. 2684 B11 Natural Resources Specialist IV
2685 B13 Natural Resources Specialist VI ................ 2685 B13 Natural Resources Specialist V
................................................................................... 2686 B15 Natural Resources Specialist VI 29

2760 B6 Rescue Specialist I
2761 B8 Rescue Specialist II ................................... 2761 B8 Rescue Specialist I
2762 B9 Rescue Specialist III .................................. 2762 B9 Rescue Specialist II
2763 B11 Rescue Specialist IV ................................. 2763 B11 Rescue Specialist III

2815 B11 Actuary I .................................................. 2801 B11 Actuary I
2816 B12 Actuary II
2817 B13 Actuary III ................................................ 2802 B13 Actuary II
2818 B15 Actuary IV ................................................ 2803 B15 Actuary III
2819 B17 Actuary V ................................................. 2804 B17 Actuary IV
2820 B19 Actuary VI ................................................ 2805 B19 Actuary V
2821 B20 Actuary VII ............................................... 2806 B21 Actuary VI
2822 B22 Chief Actuary ........................................... 2808 B22 Chief Actuary

3557 B8 Hearings Reporter I
3558 B10 Hearings Reporter II
3559 B12 Hearings Reporter

4014 B3 Nutritionist I
4015 B5 Nutritionist II ............................................ 4015 B5 Nutritionist I
4016 B7 Nutritionist III ........................................... 4016 B7 Nutritionist II
4017 B10 Nutritionist IV ........................................... 4017 B10 Nutritionist III
4018 B12 Nutritionist V ............................................ 4018 B12 Nutritionist IV

4490 B10 Pharmacist I
4491 B12 Pharmacist II ............................................. 4491 B12 Pharmacist I
4492 B14 Pharmacist III ............................................ 4492 B14 Pharmacist II
4493 B16 Pharmacist IV ............................................ 4493 B16 Pharmacist III

5107 B8 Veterans Assistance Counselor III ............. 5107 B8 Veterans Assistance Counselor III
5108 B9 Veterans Assistance Counselor IV ............. 5108 B10 Veterans Assistance Counselor IV
5109 B10 Veterans Assistance Counselor V ............. 5109 B12 Veterans Assistance Counselor V

6050 B8 Criminalist I
6051 B9 Criminalist II .............................................. 6051 B9 Criminalist I
6052 B10 Criminalist III ............................................ 6052 B10 Criminalist II
6053 B11 Criminalist IV ............................................ 6053 B11 Criminalist III
6054 B12 Criminalist V ............................................. 6054 B12 Criminalist IV
6055 B13 Criminalist VI ............................................ 6055 B13 Criminalist V
6056 B14 Criminalist VII ........................................... 6056 B14 Criminalist VI
6057 B15 Criminalist VIII .......................................... 6057 B15 Criminalist VII

C019 C2 Corporal I, DPS........................................... 9930 C2 Corporal I
C018 C3 Corporal II, DPS.......................................... 9931 C3 Corporal II
C017 C4 Corporal III, DPS......................................... 9932 C4 Corporal III
C016 C5 Corporal IV, DPS......................................... 9933 C5 Corporal IV
C161 C6 Corporal V, DPS.......................................... 9934 C6 Corporal V
T051 C6 Trooper V, DPS........................................... 9927 C6 Trooper V
................................................................................... 9940 C7 Sergeant, Public Safety
................................................................................... 9942 C9 Captain, Public Safety
................................................................................... 9941 C8 Lieutenant, Public Safety

A104 C10 Assist. Com. Game Warden, P&W............. 9993 C10 Asst. Com., Game Warden
C232 C10 Com. Game Warden, P&W......................... 9994 C10 Commander, Game Warden
M002 C10 Major, Game Warden, P&W...................... 9995 C10 Major, Game Warden

B. 1998 Texas Recommended Changes to Classification Plan

Report Number 98-706 -- May 1998 http://www.sao.state.tx.us/reports/1998/98-706.pdf

Overall Conclusion

The Position Classification Plan (Plan) should be changed in order to ensure it adequately meets the needs of state agencies and properly compensates the State's classified employees. Implementation of these changes would also make the Plan more equitable and achieve greater salary parity among agencies statewide. The estimated cost of implementing these changes would range between $8,184,431 and $30,032,819 for the biennium.

Key Facts and Findings

These recommendations are the vital next step needed in achieving salary parity among agencies statewide. The process of achieving parity was started with the creation of Salary Schedules A, B, and C last session.

While some of the recommendations will have a fiscal impact, the initial costs incurred appear to outweigh the higher costs associated with turnover. The cumulative effect of the recommended Plan changes would be a reduction in the number of classes in the Plan from 1,607 to a more manageable 902. The creation of a general Manager and Director class series would allow the deletion of a significant number of agency-specific titles and foster the establishment of a foundation for salary parity among managerial positions statewide.

The “bold” print indicates the changes in 1998
Sometimes “bold” means a new position altogether, but I don’t know which

5081 B5 Chaplain I 5078 A9 Chaplaincy Services Assistant I
5082 B8 Chaplain II 5079 A11 Chaplaincy Services Assistant II
5083 B10 Chaplain III 5080 A12 Chaplaincy Services Assistant III
Note: A13 is the same as B5
Only one Chap. Ser. Asst. is on any unit

694 T024 A6 Teacher Aide I, Youth Comm. 8021 A11 Custodial Manager I
694 T039 A9 Teacher Aide II, Youth Comm. 8023 A13 Custodial Manager II
694 T040 A13 Teacher Aide III, Youth Comm. 8025 A15 Custodial Manager III
A-13 is equivalent to B-5 – same as entry level Chaplain

7401 B3 Librarian I ................................................... 7401 B5 Librarian I
7402 B5 Librarian II .................................................. 7402 B7 Librarian II
7403 B7 Librarian III ................................................ 7403 B9 Librarian III
7404 B8 Librarian IV ................................................. 7404 B11 Librarian IV

0239 B4 Programmer I .............................................. 0239 B6 Programmer I
0240 B6 Programmer II ............................................ 0240 B8 Programmer II
0241 B8 Programmer III ........................................... 0241 B10 Programmer III
0242 B10 Programmer IV ........................................... 0242 B12 Programmer IV
0243 B12 Programmer V ............................................ 0243 B14 Programmer V
0248 B15 Programmer VI ........................................... 0244 B16 Programmer VI

0281 B4 Telecommunications Specialist I ................ 0281 B6 Telecommunications Specialist I
0282 B6 Telecommunications Specialist II .............. 0282 B8 Telecommunications Specialist II
0283 B8 Telecommunications Specialist III ............. 0283 B10 Telecommunications Specialist III
0284 B10 Telecommunications Specialist IV ............. 0284 B12 Telecommunications Specialist IV
0285 B12 Telecommunications Specialist V .............. 0285 B14 Telecommunications Specialist V

6070 B8 Criminalist I ............................................... 6050 B8 Criminalist I
6071 B9 Criminalist II .............................................. 6051 B9 Criminalist II
6072 B10 Criminalist III ............................................ 6052 B10 Criminalist III
6073 B11 Criminalist IV ............................................ 6053 B11 Criminalist IV
6074 B12 Criminalist V ............................................. 6054 B12 Criminalist V
6075 B13 Criminalist VI ............................................ 6055 B13 Criminalist VI
6077 B14 Criminalist VII ........................................... 6056 B14 Criminalist VII
6078 B15 Criminalist VIII .......................................... 6057 B15 Criminalist VIII

4490 B8 Pharmacist I ............................................... 4490 B10 Pharmacist I
4491 B10 Pharmacist II ............................................. 4491 B12 Pharmacist II
4492 B12 Pharmacist III ............................................ 4492 B14 Pharmacist III
4493 B13 Pharmacist IV ............................................ 4493 B16 Pharmacist IV

4460 B12 Psychologist I 0660 B15 Governor's Advisor I
4462 B14 Psychologist II 0662 B18 Governor's Advisor II
4464 B16 Psychologist III 0664 B20 Governor's Advisor III
4475 B19 Psychiatrist I 0666 B21 Governor's Advisor IV
4476 B20 Psychiatrist II
4477 B21 Psychiatrist III
4478 B22 Psychiatrist IV

4442 B6 Nurse II ...................................................... 4442 B6 Nurse I
4444 B8 Nurse III ..................................................... 4444 B8 Nurse II
4446 B10 Nurse IV .................................................... 4446 B10 Nurse III
4448 B12 Nurse V ..................................................... 4448 B12 Nurse IV
4450 B13 Nurse VI .................................................... 4450 B13 Nurse V

4081 B7 Epidemiologist I ......................................... 4081 B9 Epidemiologist I
4082 B9 Epidemiologist II ....................................... 4082 B11 Epidemiologist II
4083 B11 Epidemiologist III ..................................... 4083 B13 Epidemiologist III
4084 B13 Epidemiologist IV ...................................... 4084 B15 Epidemiologist IV

362 A167 B14 Assistant Director for Bingo Operations, Lottery Commission
362 L029 B14 Lottery Operations Supervisor, Lottery Commission
362 L035 B14 Lottery Security Supervisor, Lottery Commission
362 L039 B14 Lottery Financial Administration Supervisor, Lottery Commission

362 L026 B17 Systems Administrator, Lottery Commission
362 L033 B17 Lottery Marketing Assistant Director, Lottery Commission

362 L030 B18 Lottery Communications Director, Lottery Commission
362 L038 B18 Lottery Financial Administration Director, Lottery Commission
362 L042 B18 Lottery Audit Director, Lottery Commission
362 L043 B18 Lottery Bingo Operations Director, Lottery Commission
362 L074 B18 Lottery Information Systems Director, Lottery Commission
362 L075 B18 Lottery Marketing Director, Lottery Commission
362 L076 B18 Lottery Security Director, Lottery Commission

4125 B11 Veterinarian I ............................................ 4125 B14 Veterinarian I
4127 B13 Veterinarian II ........................................... 4127 B16 Veterinarian II

201 C068 B14 Chief Deputy Clerk, Supreme Court
211 C066 B14 Chief Deputy Clerk, Court of Criminal Appeals
226 C227 B14 Clerk, Sixth Court of Appeals
229 C147 B14 Clerk, Ninth Court of Appeals
234 C168 B14 Clerk, Fourteenth Court of Appeals
201 C154 B15 Clerk, Supreme Court
211 C156 B15 Clerk, Court of Criminal Appeals
227 C159 B16 Clerk, Seventh Court of Appeals

3630 B13 Chief Deputy Clerk
3635 B17 Clerk of the Court
221 C162 B13 Clerk, First Court of Appeals
222 C163 B13 Clerk , Second Court of Appeals
223 C164 B13 Clerk, Third Court of Appeals
224 C165 B13 Clerk, Fourth Court of Appeals
225 C226 B13 Clerk, Fifth Court of Appeals
228 C067 B13 Clerk, Eighth Court of Appeals
230 C151 B13 Clerk, Tenth Court of Appeals

3510 B9 Assistant Attorney General I 3520 B13 General Counsel I
3511 B11 Assistant Attorney General II 3521 B15 General Counsel II
3512 B13 Assistant Attorney General III 3522 B17 General Counsel III
3513 B15 Assistant Attorney General IV 3523 B19 General Counsel IV
3514 B17 Assistant Attorney General V 3524 B20 General Counsel V
3515 B19 Assistant Attorney General VI
3516 B20 Assistant Attorney General VII

3534 B6 Attorney I
3535 B7 Attorney II
3536 B9 Attorney III ............................................... 3501 B9 Attorney I
3537 B10 Attorney IV
3538 B11 Attorney V ................................................ 3502 B11 Attorney II
3539 B13 Attorney VI ............................................... 3503 B13 Attorney III
3540 B15 Attorney VII ............................................. 3504 B15 Attorney IV
................................................................................... 3505 B17 Attorney V

2805 B11 Actuary I .................................................. 2815 B11 Actuary I
2807 B12 Actuary II ................................................. 2816 B12 Actuary II
2809 B13 Actuary III ................................................ 2817 B13 Actuary III
................................................................................... 2818 B15 Actuary IV
................................................................................... 2819 B17 Actuary V
................................................................................... 2820 B19 Actuary VI
................................................................................... 2821 B20 Actuary VII

2661 B3 Chemist I ................................................... 2661 B5 Chemist I
2662 B5 Chemist II .................................................. 2662 B7 Chemist II
2663 B7 Chemist III ................................................. 2663 B9 Chemist III
2664 B9 Chemist IV ................................................. 2664 B11 Chemist IV
2665 B11 Chemist V .................................................. 2665 B13 Chemist V
2667 B13 Chemist VI................................................. 2666 B15 Chemist VI

2670 B3 Sanitarian I
2671 B5 Sanitarian II
2672 B7 Sanitarian III 1870 B7 Technical Writer I
2673 B9 Sanitarian IV 1871 B9 Technical Writer II
2674 B11 Sanitarian V
2675 B13 Sanitarian VI

2256 B9 Architect I 2356 B9 Geologist I
2258 B10 Architect II 2358 B10 Geologist II
2260 B11 Architect III 2360 B11 Geologist III
2262 B12 Architect IV 2362 B12 Geologist IV
2264 B13 Architect V 2364 B13 Geologist V

2141 B9 Engineer I
2142 B10 Engineer III
2143 B11 Engineer III
2144 B12 Engineer IV
2145 B13 Engineer V
2146 B15 Engineer VI

1150 B18 Investment Fund Director I 1880 B15 State and Federal Relations Rep. I
1152 B20 Investment Fund Director II 1881 B17 State and Federal Relations Rep. II
1154 B22 Investment Fund Director III 1882 B19 State and Federal Relations Rep. III

1600 B13 Manager I 1620 B17 Director I
1601 B14 Manager II 1621 B18 Director II
1602 B15 Manager III 1622 B19 Director III
1603 B16 Manager IV 1623 B20 Director IV
1604 B17 Manager V 1624 B21 Director V

1160 B14 Equity Trader I 1140 B14 Portfolio Manager I
1161 B16 Equity Trader II 1142 B16 Portfolio Manager II
1162 B18 Equity Trader III 1144 B18 Portfolio Manager III

1130 B10 Investment Officer I .................................. 1130 B10 Investment Analyst I
1131 B12 Investment Officer II ................................. 1131 B12 Investment Analyst II
1132 B13 Investment Officer III ............................... 1132 B14 Investment Analyst III

................................................................................... 1100 B5 Financial Examiner I
................................................................................... 1102 B7 Financial Examiner II
1260 B8 Financial Examiner I .................................... 1104 B9 Financial Examiner III
1262 B11 Financial Examiner II ................................. 1106 B11 Financial Examiner IV
1264 B13 Financial Examiner III ................................ 1108 B13 Financial Examiner V
................................................................................... 1110 B15 Financial Examiner VI
................................................................................... 1112 B17 Financial Examiner VII

Here are a few other positions, many of them very responsible and professional. Given these, does not a chief chaplain or Executive Director or Division Director for Chaplaincy Services merit a comparable salary? Especially in TDCJ where the chaplaincy core more than recovers their operating costs?

701 S184 B12 State-Federal Relations Representative I, Education Agency
302 S176 B16 State-Federal Relations Representative II, Office of Attorney General
304 S173 B16 State-Federal Relations Representative II, Comptroller of Public Accounts
696 S188 B16 State-Federal Relations Representative II, Department of Criminal Justice
701 S185 B16 State-Federal Relations Representative II, Education Agency
302 S177 B19 State-Federal Relations Representative III, Office of Attorney General
304 S174 B19 State-Federal Relations Representative III, Comptroller of Public Accounts
305 S192 B19 State-Federal Relations Representative III, General Land Office
320 S212 B19 State-Federal Relations Representative III, Workforce Commission
324 S180 B19 State-Federal Relations Representative III, Department of Human Services
332 S207 B19 State-Federal Relations Representative III, Department of Housing & Comm. Affairs
480 S198 B19 State-Federal Relations Representative III, Department of Economic Development
501 S183 B19 State-Federal Relations Representative III, Department of Health
582 S195 B19 State-Federal Relations Representative III, Natural Resource Conservation Commission
696 S189 B19 State-Federal Relations Representative III, Department of Criminal Justice
701 S186 B19 State-Federal Relations Representative III, Education Agency

582 E084 B19 Exec. Assistant for Agency Communications, Natural Resource Conservation Comm.
582 S117 B19 Senior Director, Natural Resource Conservation Commission
601 D245 B19 Director VI, Department of Transportation
655 R034 B19 Director V, Department of Mental Health and Mental Retardation
655 S164 B19 Superintendent IV, Department of Mental Health and Mental Retardation
694 D226 B19 Assistant Deputy Executive Director, Juvenile Corrections, Youth Commission
696 A146 B19 Associate Deputy Director for Design, Department of Criminal Justice
696 A147 B19 Associate Deputy Director for Construction, Department of Criminal Justice
696 D061 B19 Deputy Director, Department of Criminal Justice
696 D169 B19 Director, State Jail Division, Department of Criminal Justice
696 D259 B19 Deputy Director of Administrative Services, Department of Criminal Justice
696 E049 B19 Director, Community Justice Assistance Division, Department of Criminal Justice
696 E059 B19 Director, Pardons and Parole Division, Department of Criminal Justice
701 A229 B19 Assistant Commissioner for Reading, Education Agency
701 A245 B19 Asset Manager, Education Agency
701 C023 B19 Coordinator, Education Agency
701 D078 B19 Chief of Staff, Assistant Commissioner for School Governance, Education Agency
802 D655 B19 Director IV, Parks and Wildlife Department

302 E029 B20 Deputy Assistant Attorney General for Administration, Office of Attorney General
323 D567 B20 Director of Governmental Relations, Teacher Retirement System
323 L023 B20 Loan Administrator Manager, Teacher Retirement System
327 A219 B20 Deputy Director for Programs, Employees Retirement System

696 D193 B20 Deputy Executive Director of Operations, Department of Criminal Justice
696 D252 B20 Director of Program Services, Department of Criminal Justice
701 A036 B20 Associate Commissioner, Education Agency
701 A037 B20 Associate Permanent School Fund Manager, Education Agency

301 L015 B21 Acting Governor, Governor's Office
323 C040 B21 Chief Financial Officer, Teacher Retirement System
323 C119 B21 Chief Benefit Officer, Teacher Retirement System
701 D283 B21 Director of Equities, Education Agency
701 D284 B21 Director of Fixed Income, Education Agency
304 F017 B22 First Deputy Comptroller, Comptroller of Public Accounts

655 S165 B18 Superintendent III, Department of Mental Health and Mental Retardation
694 A196 B18 Associate Director Rehabilitation Services, Youth Commission
694 A197 B18 Assistant Director Finance/ Construction, Youth Commission
694 A199 B18 Assistant Director Management Support, Youth Commission
694 S241 B18 Superintendent of Education, Youth Commission
696 A162 B18 Assistant Director IV, Department of Criminal Justice
696 E026 B18 Executive Assistant, Department of Criminal Justice
701 A031 B18 Assistant to the Commissioners for Governmental Relations, Education Agency
701 P183 B18 Portfolio Manager, Education Agency
802 D652 B18 Director III, Parks & Wildlife Department
201 E032 B19 Executive Assistant, Supreme Court

211 E031 B19 Executive Administrator, Court of Criminal Appeals
301 C135 B19 Chief of Staff, Governor's Office

302 G036 B19 Group Manager, Office of Attorney General
302 S101 B19 Special Assistant for Administration, Office of Attorney General
302 S102 B19 Special Assistant for Child Support, Office of Attorney General
304 A098 B19 Assistant Director, Comptroller of Public Accounts
304 A166 B19 Director, Comptroller of Public Accounts
304 A232 B19 Assistant Deputy Treasurer -Fiscal, Comptroller of Public Accounts
304 A237 B19 Deputy Treasurer -Operations, Comptroller of Public Accounts
304 C141 B19 Chief Investment Officer, Comptroller of Public Accounts
304 D273 B19 Deputy Treasurer -Finance, Comptroller of Public Accounts
304 D282 B19 Director of the Texas Tomorrow Fund, Comptroller of Public Accounts
304 S024 B19 Chief of Staff, Comptroller of Public Accounts
305 D054 B19 Deputy Land Commissioner, General Land Office
305 S023 B19 Senior Deputy Land Commissioner, General Land Office
323 C281 B19 Controller, Teacher Retirement

323 D138 B19 Director of Management Information Systems, Teacher Retirement System
323 D538 B19 Director of Group Insurance, Teacher Retirement System
323 M026 B19 Manager of Pension Plan Administration, Teacher Retirement System
327 D117 B19 Director of Accounting, Employees Retirement System
327 D125 B19 Director of Member Benefits, Employees Retirement System
327 D140 B19 Director of Group Insurance, Employees Retirement System
327 D235 B19 Deputy Director for Information Systems, Employees Retirement System
327 D751 B19 Deputy Director for Administration, Employees Retirement System
330 C113 B19 Director of Medical Services, Rehabilitation Commission
450 C269 B19 Director of Corporate Activities & Planning, Savings and Loan Department
450 D247 B19 Director of Examinations, Savings and Loan Department
451 D006 B19 Director, Corporate Activities, Department of Banking
451 D145 B19 Director, Personnel and Staff Services, Department of Banking
451 D192 B19 Director, Policy Development and Examination Support, Department of Banking
451 D248 B19 Director, Bank & Trust Division, Department of Banking
451 D759 B19 Director, Special Audits & Budgets, Department of Banking
451 R036 B19 Regional Director II, Department of Banking
455 D198 B19 Division Director II, Railroad Commission
455 D223 B19 Director of Petroleum Regulation, Railroad Commission
501 R001 B19 Exempt VI, Department of Health

529 A231 B19 Associate Commissioner IV, Health and Human Services Commission
551 A355 B19 Associate Deputy Commissioner, Department of Agriculture
582 C301 B19 Chief of Legal Services, Natural Resource Conservation Commission
582 D086 B19 Deputy Director, Natural Resources Conservation Commission

332 C031 B18 Chief Financial Officer, Department of Housing and Community Affairs
360 A138 B18 ALR Coordinator, Office of Administrative Hearings
360 C134 B18 Contested Case Coordinator, Office of Administrative Hearings
360 H008 B18 Hearings Division Director, Office of Administrative Hearings

405 L025 B18 Laboratory Services Director, Department of Public Safety
451 A159 B18 Assistant Director III, Department of Banking
451 A427 B18 Assistant Regional Director, Department of Banking
454 M023 B18 Managerial Technical Executive III, Department of Insurance
455 A206 B18 Assistant Director, Oil & Gas, Railroad Commission
455 D181 B18 Director, Oil Field Cleanup, Railroad Commission
455 D182 B18 Director, Production Allocation, Railroad Commission
455 D184 B18 Director, Regulatory Enforcement, Railroad Commission
455 D186 B18 Division Director I, Railroad Commission
476 S335 B18 Steward/ Judge (Horse), Racing Commission
501 E002 B18 Exempt V, Department of Health

529 A061 B18 Associate Commissioner III, Health and Human Services Commission
551 A551 B18 Assistant Commissioner, Department of Agriculture
582 D232 B18 Division Director II, Natural Resource Conservation Commission
601 D250 B18 Director V, Department of Transportation
655 D155 B18 Director IV, Department of Mental Health and Mental Retardation

694 D528 B17 Division Director II, Youth Commission
802 D653 B17 Director II, Parks & Wildlife Department
212 C155 B18 Chief Financial Officer, Office of Court Administration
212 D073 B18 Deputy Administrative Director, Office of Court Administration
212 D285 B18 Director of Research, Office of Court Administration
212 D286 B18 Director of ADP, Office of Court Administration
301 E020 B18 Exempt II, Governor's Office

304 A056 B18 Assistant Director, USAS, Comptroller of Public Accounts
304 M006 B18 Manager II, Comptroller of Public Accounts
304 P202 B18 Program Administrator, Comptroller of Public Accounts
305 A164 B18 Assistant Deputy Land Commissioner, General Land Office
307 D017 B18 Deputy Assistant Secretary for Elections, Secretary of State
307 D018 B18 Deputy Assistant Secretary for Information Services, Secretary of State
307 D019 B18 Deputy Assistant Secretary for Administrative Services, Secretary of State
312 A223 B18 Director III, Securities Board

313 C020 B18 Chief Deputy Director, Department of Information Resources
320 P178 B18 Program Director IV, Workforce Commission
323 A221 B18 Manager of Electronic Data Processing System, Teacher Retirement System
323 C014 B18 Director of Internal Audit, Teacher Retirement System
323 D123 B18 Director of Staff Services, Teacher Retirement System
323 M016 B18 Manager of Investment Accounting, Teacher Retirement System
323 M018 B18 Manager of Benefit Processing, Teacher Retirement System
323 S238 B18 Manager of Accounting and Control, Teacher Retirement System
327 A136 B18 Assistant Director, Employees Retirement System
327 D103 B18 Director of Deferred Compensation, Employees Retirement System
327 D141 B18 Director of Human Resources and Staff Development, Employees Retirement System

405 L006 B17 Laboratory Services Manager, Department of Public Safety
451 R109 B17 Regional Director I, Department of Banking
455 D185 B17 Director, Environmental Administration, Railroad Commission
458 D053 B17 Deputy Administrator -Field Operations, Alcoholic Beverage Commission
466 D277 B17 Director of Administration, Consumer Credit Commission
466 D278 B17 Director of Consumer Protection, Consumer Credit Commission
473 D204 B17 Director I, Public Utilities Commission
476 S336 B17 Steward/ Judge (Greyhound), Racing Commission
480 D131 B17 Division Director, Department of Economic Development
480 D241 B17 Director, Trade and International Relations Office, Dep. of Economic Development
501 B044 B17 Exempt IV, Department of Health
503 C094 B17 Chief Operating Officer, Board of Medical Examiners
517 A225 B17 Assistant Deputy Director for Legal Affairs, Commission of Alcohol and Drug Abuse
529 D206 B17 Associate Commissioner II, Health and Human Services Commission
530 D266 B17 Director IV, Department of Protective and Regulatory Services
551 A078 B17 Agricultural Specialist, Department of Agriculture
551 D264 B17 Assistant Commissioner/ Agriculture Services, Department of Agriculture
580 D243 B17 Development Fund Manager, Water Development Board
580 G049 B17 Division Director, Water Development Board
582 D147 B17 Division Director, Natural Resource Conservation Commission
601 D253 B17 Director IV, Department of Transportation
655 D156 B17 Director III, Department of Mental Health and Mental Retardation
694 C130 B17 Chief, Medical Consultant, Youth Commission

323 M017 B17 Manager of Benefit Accounting, Teacher Retirement System
323 M024 B17 Manager of Counseling Services, Teacher Retirement System
323 M025 B17 Manager of Member Data Services, Teacher Retirement System
323 S162 B17 Special Project Director, Teacher Retirement System
323 S202 B17 Supervisor of Information Systems Support, Teacher Retirement System
323 S239 B17 Supervisor of Operations Support, Teacher Retirement System
323 S242 B17 Supervisor of Technical Support, Teacher Retirement System

C. 1996 Texas Recommended Changes to Classification Plan

Report Number 96-718 -- September 1996 http://www.sao.state.tx.us/reports/1996/96-718.pdf

Overall Conclusion

We recommend making changes to the Position Classification Plan (Plan) in order to ensure it is able to meet the changing needs of the State and labor market. The cumulative effect of these changes would result in a reduction in the number of classes in the Plan from 1,148 classes to a more manageable 773 classes. The benefits of implementing these changes would include making the Plan more flexible, equitable, and user-friendly for the state agencies using it. The estimated cost of implementing these changes would range between $3,815,244 and $8,631,228 per year, or approximately 0.1 percent to 0.3 percent of the annual current payroll costs for classified employees.

[-- The “bold” print in following indicates the changes in 1996 --]

NOTE: pay group follows class number & precedes title and that the pay group reflects the old “A” schedule

No Change

5081 13 Chaplain I .................................................... [equiv. to current B-5]
5082 16 Chaplain II .................................................. [equiv. to current B-8]
5083 18 Chaplain III.................................................. [equiv. to current b-10]

Some that Changed

0239 12 ADP Programmer Apprentice........................ 0295 12 Programmer I
0240 14 ADP Programmer I ....................................... 0296 14 Programmer II
0241 16 ADP Programmer II....................................... 0297 16 Programmer III
0242 18 ADP Programmer III .................................... 0298 18 Programmer IV
0243 20 ADP Programmer IV ..................................... 0299 20 Programmer V
................................................................................... 0300 21 Programmer VI

2156 17 Engineer I
2158 18 Engineer II .................................................. 2158 18 Engineer I
2160 19 Engineer III ................................................. 2160 19 Engineer II
2162 20 Engineer IV ................................................. 2162 20 Engineer III
2164 21 Engineer V ................................................... 2164 21 Engineer IV

5231 11 Assistant Volunteer Coordinator I .............. 5231 11 Volunteer Services Coordinator I
5232 13 Assistant Volunteer Coordinator II ............. 5232 13 Volunteer Services Coordinator II
5233 15 Coordinator for Volunteer Services I ........... 5233 15 Volunteer Services Coordinator III
5234 17 Coordinator for Volunteer Services II ......... 5234 17 Volunteer Services Coordinator IV
5243 19 Chief of Volunteer Services ......................... 5243 19 Volunteer Services Coordinator V

[ Item 1 ]

TDCJ Chaplaincy Communication
Sept. 6, 2000

Sent to all chaplains shortly after regional meetings around the state, very clearly summarizing how chaplaincy has increased in complexity and how no significant changes in the structure or direction were planned.

[ Item 2 ]

TDCJ Programmer II & III
Minimum Requirements

Taken from TDCJ computer bulletin board on the dates noted.

[ Item 3 ]

Open Records Request Statement
Deletion of Statistics

This was part of the response for information solicited. While it is certainly understandable that some records are not kept—like the monthly reports themselves--it is not understandable why records on such things like system wide cumulative total programs supervised, total program attendance, numbers of volunteers supervised and the huge number of volunteer hours give is not kept. Why are these numbers NOT kept indefinitely? Many more questions can be asked about these and their value to the chaplaincy profession.

[ Item 4 ]

Chaplaincy HQ E-Mail: 11-21-00
Reclassification Now Considered in the Last Hour

Soon after this Proposal went public in mass e-mails and posted at www.PreciousHeart.net the following was sent to all TDCJ Chaplains. For the first time in 30+ years—as far as anyone knows—they have initiated a re-classification. The great fear of chaplains is that this is an attempt at appeasement of some sort and no real attempt at parity. The point is that the following without the ominous overtones should have been initiated 30 years ago and every 5 years thereafter, like the other positions in TDCJ Programs and Services that do Not have the same requirements and that NOT make the same level of contribution to the critical aspects of the TDCJ mission or to recidivism. Should have been done 30 years ago instead of at this late hour, after chaplains themselves have had to go to great lengths and to others and certainly not after the chaplaincy records of its own growth in numbers of programs and volunteers and volunteer hours have been destroyed. Chaplains deserve Parity, Professional Equity, and Programs & Services should join us in the this proposal.

Endnotes

---

[1] Emmett Solomon, President, Restorative Justice Ministries, 1232 Avenue J, Huntsville, TX 77340, 936-291-2156, e-mail: esolomon@txucom.net.

[2] See Item 1, Inter-Office Communication dated September 6, 2000, in the back.

[3] Chaplain Staffing Study, Department of Corrections, California (Dept. of Corrections, P.O. Box 942883, 1515 S. Street, Sacramento CA, 94283-0001): p. 4.

[4] Ibid., p. 40.

---

[i] D. McDonald, Managing Prison Health Care and Costs, Washington, D.C.: National Institute of Justice, U.S. Department of Justice, 1995. The entire issues September 1995 Corrections Forum and October 1995 Corrections Today were devoted to correctional health care.

[ii] Hans Toch, Mosaic of Despair: Human Breakdowns in Prison, Rev. ed. [1st 1975], Washington, DC: American Psychological Association, 1992; R. Johnson & H. Toch, The Pains of Imprisonment, Prospect Heights, IL: Waveland Press, 1988.

[iii] D. Moberg, Spiritual well-being: Sociological Perspective. Washington, D.C.: 1979; D. Hadaway & W. Roff, “Religious Commitment and the Quality of Life in American Society,” Review of Religious Research (1978: 295-307); D. Williams, et al, “Religion and Psychological Distress in a Community Sample,” Social Science Medicine (1991: 1257-1262).

[iv] J. Levin & P. Schiller, “Is There a Religious Factor in Health?” Journal of Religion and Health (1987: 9-35).

[v] J. Levin & H. Vanderpool, “Is Frequent Religious Attendance Really Conducive to Better Health?” Social Science Medicine (1987: 69-78).

[vi] Byron R. Johnson & David B. Larson, “Linking Religion to the Mental and Physical Health of Inmates: A Literature Review and Research Note,” American Jails (1997: 29); see also J. Gartner, et al, “Religious Commitment and Mental Health: A Review of the Empirical Literature,” Journal of Psychology and Theology (1991: 6-25).

[vii] Ibid., Johnson & Larson, 30.

[viii] T. Clear & M. Myhre, “A Study of Religion in Prison,” IARCA Journal (1995: 20-25): A study of over 700 inmates in 20 different prisons. T. O’Conner, et al, “The Impact of Prison Fellowship on Inmate Infraction at Lieber Prison in South Carolina,” Center for Social Research (April 1997): two and a half times fewer infractions among those in Prison Fellowship programs.

[ix] See Johnson & Larson, “Linking Religion to the Mental and Physical Health of Inmates: A Literature Review and Research Note”; Gartner, et al, “Religious Commitment and Mental Health: A Review of the Empirical Literature.” See Kaufman, Relativism…; Newport, Life’s Ultimate Questions…; Gaer, What the Great Religions Believe; the Bible, the Quran, the Torah and all of the millions of volumes in the major seminary libraries of the major faiths in the world.

[x] Gerald Saffel, Independent Study, Maximum Security Ferguson Unit, Midway, Texas (July 2000). Of course, Saffel did mention the faith work prior to and after baptism for the group prior to release, which certainly impacts whether it was actually three or six plus months of faith work for the 13; but of those he did baptize, there was a 7.7% recidivism on an 8 year span, which is still far better than the current rate of 30-40% recidivism on a 1 to 3 year span of general population inmates in other programs. And Saffel is still baptizing. See also, Byron R. Johnson, et al, “Religious Programs, Institutional Adjustment, and Recidivism Among Former Inmates in Prison Fellowship Programs,” Justice Quarterly 14:1 (March 1997).

[xi] Tony Fabelo, Report to the Governor and Legislator, Austin: Criminal Justice Policy Council (May 1998); Andrew Barbee, et al, Sourcebook of Texas Adult Justice Population Statistics, 1988-1998, Austin: Texas Criminal Justice Policy Council (November 1999).

[xii] Joel Heikes, The Public Mental Health System in Texas and Its Relation to Criminal Justice, Austin: Criminal Justice Policy Council (February 2000): 11.

[xiii] Tony Fabelo, Executive Director of Criminal Justice Policy Council, in the introduction: Joel Heikes, The Public Mental Health System in Texas and Its Relation to Criminal Justice, Austin: Criminal Justice Policy Council (February 2000): 1.

[xiv] TDCJ Chaplaincy Department Statistical Run, Huntsville, Texas (August 29, 2000).

[xv] TDCJ Chaplaincy Aggregate Monthly Report, Huntsville, Texas (July 2000).

[xvi] Ibid.

[xvii] Gordon Kaufman, Relativism, Knowledge and Faith, Chicago: University of Chicago Press, 1960.

[xviii] John Newport, Life’s Ultimate Questions: A Contemporary Philosophy of Religion. Dallas: Word Publishing, 1989: 1.

[xix] Joseph Gaer, What the Great Religions Believe, New York: New American Library, 1963: 16.

[xx] See Kaufman, Relativism…; Newport, Life’s Ultimate Questions…; Gaer, What the Great Religions Believe; the Bible, the Quran, the Torah and all of the millions of volumes in the major seminary librarie of the major faiths in the world.