Students enrolled in SOCI 1301 must complete a core curriculum assessment by writing an 850-word essay analyzing the article 'A Lonely Road' alongside poverty data in the U.S. The essay should address key sociological issues and evidence related to poverty, how it affects individuals like Lauren Scott in the Deep South, and provide potential solutions to these systemic problems. Grading will focus on grammar, application of sociological concepts, accuracy, and use of evidence.

1. Core Assessment
Each student enrolled in SOCI 1301 will complete the State-
mandated core curriculum assessment.
Provide an in-depth sociological analysis of the article “A
Lonely Road” and “Poverty Levels in the United States, 1959-
2013” graph by developing an 850-word essay that addresses
each of the following items.
First, identify and explain the key questions, problems, or
issues the article addresses. This introductory paragraph should
tell readers what the article is about and why the subject matter
is important to society.
Second, describe and evaluate the evidence provided. What
information (facts, data, experiences, etc.) is the author using to
support his argument? Is this credible evidence? Why or why
not?
Next, using information from both the article and graph,
(numerically/arithmetically) describe how the number and
percentage of people in poverty has changed since 1995. How
does this compare with the poverty rate for single mothers in
the Deep South like Lauren Scott?
Then, apply the sociological imagination to explain how the
issues identified are both private troubles (related to and
impacting individuals) and public issues (What kinds of social
factors and institutions contribute to the issues presented? How
does this issue impact larger society?)
Finally, provide your opinion about what should be done to
resolve the issues identified. In this concluding paragraph you

2. should provide recommendations, support your opinion with
evidence, and consider any challenges to implementing this
solution that may exist.
Essays will be scored on the basis of: (a) adherence to standard
grammar, spelling, punctuation, formatting, and attribution
conventions of formal academic writing; (b) appropriate
application of relevant sociological terms and concepts from
course content (including textbook and supplementary
materials); (c) accuracy of calculations, descriptions, and
explanations; (d) use of supporting evidence.
A Lonely Road—Chico Harlan Washington Post, 28 December
2015
She set off on the latest day of job hunting wearing tiny star-
shaped earrings that belonged to her 18-month-old daughter and
frayed $6 shoes from Walmart that were the more comfortable
of her two pairs. In her backpack she had stashed a ham and
cheese sandwich for lunch, hand sanitizer for the bus and pocket
change for printing résumés at the public library. She carried a
spiral notebook with a handwritten list of job openings that
she’d titled her “Plan of Action for the Week.”
It had been 20 months since Lauren Scott lost her apartment and
six months since she lost her car and 10 weeks since she washed
up at a homeless shelter in this suburb south of Atlanta with no
money and no job. Her daughter, Za’Niyah, had already lived in
seven places, and Scott feared that her child would soon grow
old enough to permanently remember the chaos. So shortly after
sunrise, she packed Za’Niyah into a day-care bus that picked up
the shelter’s children, walked to the closest bus station and used
her phone to find directions to the first of the companies on her

3. list, an industrial site that would have been 27 minutes away by
car.
She squinted, with a light sigh, at the public transit curlicue she
was about to make through Atlanta: Sixty-nine stops on a bus; a
nine-minute train ride; an additional 49 stops on a bus; a
quarter-mile walk.
“Off to the races,” Scott, 28, said as she boarded the No. 55
bus, and this was a day much like the others, when the cost of
destitution was a job hunt in which even the simplest task —
placing an application — required four hours, round-trip, on a
bus.
Scott just needed to get to her job interview, but she was
finding around her the obstacles that have shaped this region’s
increasingly pervasive and isolating form of extreme poverty. In
the metropolitan areas of the Deep South, government policies
and rising real estate prices have pushed the poor out of urban
centers and farther from jobs. Low-income people have, in turn,
grown more reliant on public transit networks that are among
the weakest of quality in the country. When they search for
work, they step into a region where pay tends to be low and
unemployment tends to be high. The share of residents in deep
poverty — with incomes below $10,045 for a parent and two
children — in these Deep South metro areas has grown by 24
percent over the past decade, according to Census Bureau data.
But even as their ranks have grown, the deeply impoverished in
the Deep South have also increasingly found that they are on
their own: They are less likely to receive the help of a spouse —
or the government. Five of the six states with the highest
proportion of single parents are in the Deep South. Meanwhile,
policymakers have dismantled the cash assistance programs that
used to provide critical support for the jobless with children.
Those like Scott not only have less access to jobs, but also less
of a safety net when they are unemployed.
Scott was starting her latest week with a notebook full of bullet-
by-bullet leads and a series of bus rides to follow up on them.
Apply to Randstad Staffing, she had written in neat cursive; it

4. was hiring for warehouse positions. Apply to Walmart, she had
written just below. Millwood Inc., she had written along with
the company’s address — her first stop of the week. Days
earlier, she spotted Millwood’s ad on a Facebook page for
unemployed Georgians. The company wanted in-person
applicants.
What Scott saw in Clayton County was a place ill-equipped for
the influx of poverty. Just 10 miles south of the new
condominiums in Atlanta, the county had no public housing and
a few modest bus lines — a service that had started only this
year, after a referendum passed. The main streets lacked
sidewalks, and Scott often found herself tiptoeing alongside
traffic.
“This place isn’t meant for poor people,” Scott said.
On the bus, Scott — sitting in one of the front rows — clutched
her backpack and looked out the window. As the single-story
homes and unkempt yards of Forest Park gave way to the
Atlanta skyline, she checked to make sure her hair was in a neat
bun.
Then it was time to move. A train took Scott to a transfer point
at a concrete bus terminal. From there, the No. 73 bus brought
her away from the city in a different direction, toward a four-
lane road of hangarlike industrial buildings and 18-wheelers. At
one of the last stops on the route, Scott and four others got out.
They all looked like job-seekers, Scott thought — these men
and women in their 20s and 30s wearing pullovers and worn
dress shoes, pulling out their phones, trying to get their
bearings. Scott gave them one last glance and tried to race
ahead.
Before becoming a mother, Scott had no problem finding work.
She’d prepared food for the elderly and stocked shelves and
sold magazines over the phone. She’d collected debts and made
fast-food burgers and, most recently, answered calls from
Verizon customers. She had a small apartment, rented for $495
per month, where black mold spread across the walls. But she
was self-sufficient. She could afford food. “I was maybe one

5. notch above poverty,” Scott said.
Having a child pushed her well below the poverty line. There
was another person to support, and there was less money to
stash away, and suddenly there was no way to pay for a broken-
down car, then there was no easy way to get to work. And then,
as of last May, there was no work at all: The call center wanted
Scott to take night shifts, and Za’Niyah was eligible only for
subsidized daytime child care. Scott quit and tried to find
something else, somewhere else.
With Za’Niyah in tow, traveling by bus, Scott briefly stayed in
New Jersey with people who knew her sister. And then she
spent a cramped week with a sickly relative in Tennessee. And
then she lost her last $3,500 in savings during a summer in
Texas with a roommate who jacked up the rent and asked for
help paying bills after getting bilked in a title loan deal. Then
Scott returned to Atlanta, because, she said, “If I was going
to be stranded in a city, it might as well be one I know.” She
wound up at the Calvary Refuge homeless shelter in Clayton
County, given a brick-walled room that she decorated with
pictures of her daughter and nobody else.
The others in Scott’s life were largely out of touch. One of
Scott’s siblings had just gotten out of prison; another was in the
military. Scott’s old boyfriend — Za’Niyah’s father — was who
knows where, out of contact for a year and probably for good.
Scott, who long ago lost contact with her mother, spent many
years in the foster system and several more with her
grandmother, sharing the home with 15 others.
Scott was penniless. “So few options,” she said.
A generation earlier, even people in Scott’s situation had
advantages that she lacks. They tended to live in the middle of
Atlanta, near the subway, and they received welfare, cash
payments from the government that were available to nearly all
in deep poverty, regardless of whether they had a job.
But over the past 20 years, the virtual elimination of that
component of the safety net in Southern states has created a new
kind of poverty, one in which people are left more to their own

6. devices, with less access to cash in times of desperation. That
shift amounts to a major change in the strategy for addressing
the needs of the poor — a change that stems from the belief that
entitlement programs failed to incentivize work and trapped
people in poverty.
The dramatic overhaul took root in 1996 with reforms under
President Bill Clinton, who had pledged to “transform a broken
system” and end a “cycle of dependence.” In doing so, he
granted governors wide latitude — as they had requested — to
draw up their own welfare programs. States would receive
federal block grants, but they were under no obligation to give
cash handouts. Instead, they could use the money in other ways
— to educate job-hunters, encourage marriage or fund child-
focused government agencies. The federal government also
expanded tax credits for low-income workers, creating another
incentive for the poor to find jobs.
The legacy of the changes, on a national level, is mixed: The
safety net has expanded for those who can hold down jobs, but
it has shrunk for those who cannot. The Earned Income Tax
Credit — a benefit for low-income workers — plays a far
greater role than welfare in fighting poverty. But the system
also creates vulnerabilities during times of economic distress,
when the unemployment rate rises.
The Deep South most clearly shows the legislation’s downsides,
policy experts say. In a region that already had the greatest
proportion of people living in deep poverty, governors have
gone the furthest in reducing the availability of welfare, making
it all but disappear as an option for the poor by narrowing
income requirements and erecting high job-hunting
expectations. At the same time, jobs remain hard to find: 43 of
46 metro areas in the Deep South have unemployment rates
worse than the national average, according to government data.
“If you look at those who are simply unable to work or who are
cycling through terrible-paying jobs in the South, when they
cycle out, what you find is that nothing is left for them,” said
Joe Soss, a political scientist at the University of Minnesota

7. who studies poverty and social policy.
Across the five states in the region — Louisiana, Mississippi,
Alabama, Georgia and South Carolina — some 58 percent of
impoverished families with children received welfare in the pre-
Clinton years, according to data compiled by the Center on
Budget and Policy Priorities. Now, that percentage has tumbled
below 10 percent. In Georgia, the state with the sharpest
decline, only 7 percent of poor families with children receive
welfare, compared with 98 percent in 1994.
State officials say some of the money that could have been used
for cash handouts has instead been invested in programs to
educate job-hunters. But critics say states have used the bulk of
the money to plug general budget holes. This has been
especially problematic for single mothers. Over the past 15
years, the poverty rate for single mothers in the Deep South has
risen from 42 percent to 46 percent, according to Census Bureau
data, a rate that is 5 to 10 percentage points higher than in other
regions of the country. The region has female labor force
participation rates that lag behind the national average, and the
percentage of single moms with jobs hasn’t budged in 20 years.
Food stamps, another key part of the safety net for the poor,
remain widely used in all states but cover only a specific
portion of expenses — amounting to several hundred dollars per
month.
Other factors add to the difficulty of the poor finding work.
Those who can’t afford to live in city centers often must depend
on walking, hitching rides or laborious public transportation
commutes. A 2011 Brookings Institution report ranking public
transit in the nation’s 100 largest metro areas found that 15 of
the weakest 20 systems — judged by coverage and job access —
were in the South. They included systems in Birmingham, Ala.;
Greenville, S.C.; Baton Rouge; and Atlanta — where, in earlier
decades, majority-white suburbs voted against the expansion of
a transit system they viewed as being primarily for black
residents.
The lack of physical mobility feeds into the deeper but related

8. problem of economic immobility: Areas throughout the South —
and Atlanta in particular — provide among the lowest chances
that someone born into poverty will move up the income ladder.
Over the past 20 years, Atlanta’s wealthiest areas, spread along
the north of the city, have changed little. But formerly middle-
class suburbs to the south — areas of modest single-family
homes — have been deluged by newcomers who lost homes as
city officials dismantled dozens of housing projects in the hopes
of reducing concentrated poverty. Experts who have studied
Atlanta’s economic geography say the change has been partly
successful; class no longer changes so clearly between
neighborhoods, but meanwhile, the poor — given modest
vouchers to help subsidize their housing costs — must head far
from the city to find places they can afford.
“This city hasn’t built out its society,” said Deborah Scott, the
executive director of an area nonprofit organization, Georgia
Stand-Up, that focuses on low-income communities. “We’ve
given the suburbs to the poorer people, but the opportunities
aren’t here.”
For Scott and her daughter, Za’Niyah, time was running short to
find an opportunity, because the homeless shelter allowed
people to stay no longer than four months. So while searching
for a job, Scott tried to fall back on the only other support she
could think of and headed to Clayton County’s government
family services center, a place on Battle Creek Road — 17
minutes away by car, 52 minutes away by bus — that offered
orientation meetings for welfare applicants.
About 30 people had shown up, nearly all of them women, and
the official leading the meeting said that Georgia gave out
welfare only in specific cases. If you had a job, you needed to
leave. Same if anybody at home received Social Security. Or if
you got child support. Or if you were in a two-parent home. By
the end, Scott later recalled, only six women were left.
Those who remained were asked to search for jobs at a rapid
clip — at least 20 per week, with proof of contact for every one
— and after Scott did this for two weeks, all part of the pre-

9. application, she checked on the status of her welfare application
with her smartphone and saw that she’d been denied. “Closure
reason — you refused to cooperate with the application
process,” the state website said. (A state spokeswoman said she
could not discuss the case.)
“They want you to get a job, which is not all bad,” Scott said.
“But the way they go about it is horrible.”
Scott called several times to inquire about what happened but
reached only machines. Among more than 64,000 people living
in poverty in Clayton County, 137 adults receive welfare,
according to Georgia government data. Scott gave up on trying
to become the 138th.
By the time Scott headed toward Millwood Inc., the first stop
listed in her notebook, she’d become used to submitting
applications and hearing nothing. She’d put in for jobs at
Burger King and Smoothie King, Foot Action and Foot Locker,
an Amazon.com warehouse and a Jewish nursing home — more
than 50 places in total. She’d briefly found work at a Kroger
supermarket, but it lasted only for several weeks; the company
learned that she had a simple battery charge on her record, the
result of a fight in 2008. (Scott says she is working with a local
justice center to get the charge expunged.)
After getting fired, she resumed job-hunting the next day.
The opportunity at Millwood was one of the best that she had
tried for. It paid $15 an hour — more than she had ever made —
and provided on-the-job training, according to the help-wanted
flier. Scott hopped off the bus after a 124-minute commute and
gazed at the wide road, where the buildings tended to be long
and unmarked. She straddled the gravel fringe of the road and
felt the force of the 18-wheelers as they whizzed by, heading
east on Fulton Industrial Boulevard. She arrived 10 minutes
later at a gas station and realized that she was walking in the
wrong direction. She turned around and tap-danced along the
gravel on the other side of the road.
Two hours and 26 minutes after she left Calvary Refuge, Scott
was at Millwood, a company that repairs warehouse pallets. It

10. was a hulking facility where trucks parked in even lines in front
of dock doors and where, at the end of the property, employee
cars were clustered in front of a small office. Scott neared,
dabbing a little sweat from her face, and saw applicants all
around the parking lot, some bent over the hoods of vehicles
filling out applications.
“Look at that,” Scott whispered. “That scares me.”
She walked into the office and 15 more people stood shoulder-
to-shoulder in the entrance foyer. The main office door was
locked with a key code and the one window was shuttered. A
plastic bin for blank applications was already empty, and those
in the foyer idled for five minutes until a human resources
staffer opened the door a crack and handed out 15 more.
“Take only one,” the employee said. “We’re already overrun.
Take one, fill it out, and put it in the bin.”
Scott crouched in a corner of the foyer and spent three minutes
filling in the blanks. Somebody else crouched next to her and
asked to borrow a pen. Others held their applications against the
wall while filling them out.
“Horrible,” Scott said on the way out. “I was thinking, ‘Forget
this, I should just leave.’ But no, I’ll gamble like everyone
else.”
It was nearly noon and Scott was already thinking about how
much more she could fit into her day before Za’Niyah returned
from day care. There was still more to do. She needed to take a
bus to the public library. She needed to search for jobs online.
She needed to print more résumés. But then, she got a call from
a place to which she’d applied weeks earlier — a home for the
elderly that wanted a dietary aide. Could Scott come in for an
interview tomorrow? Of course, Scott said.
So back on the bus, Scott pulled out her phone and punched in a
new address, just to see what the commute would be like. The
facility was in a wealthier section of Atlanta, in a neighborhood
called Virginia-Highland, and Scott tried not to get too ahead of
herself, but this time she was thinking about a journey she’d
make not just once, but perhaps every day.

11. Google Maps said the commute was 1 hour and 28 minutes.
Scott made a sour face for a half-second, then shrugged. “I’ve
traveled farther,” she said.
Filename: BCCI-ESSAY_SUBSEQUENT_APPEARANCE.docx
Date: 2019-03-11 18:16 UTC
Results of plagiarism analysis from 2019-03-11 18:18 UTC
16 matches from 11 sources, of which 11 are online sources.
PlagLevel: 10.8%
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https://www.ziprecruiter.com/c/VNA-Healt.../-in-
Freehold,NJ?jobid=72c36b21-2eef7c1c
[1] (2 matches, 2.5%) from
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[2] (1 matches, 1.5%) from https://ideal-
personnel.com/job/medicalhealth/rn-wound-and-ostomy-care/
[3] (1 matches, 1.5%) from
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[4] (1 matches, 1.5%) from https://careers-
vnahg.icims.com/jobs/4332/wic-generalist/job
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5c224364d39d
[6] (1 matches, 0.9%) from
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[7] (1 matches, 0.5%) from
https://www.linkedin.com/in/janetknapp
[8] (1 matches, 0.7%) from
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[10] (1 matches, 0.5%) from
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Analyzed document
=====================1/3======================
1
ESSAY I
INTRODUCTION
This is my subsequent appearance to receive my board
certification status from the Association
of Professional Chaplain. During the first appearance, the
following observations were made as
for what PRO 3 competency was not met: “We would like to see
more understanding of building
relationship with peers and co-workers in the institutional
setting specified your role, developing
and initiating a variety of strategies. Consider raising your self-
awareness in what draws people
to you and what may put them off.”
SECTION IV: PROFESSIONAL COMPETENCIES
PRO 3: Understanding organizational culture and structures and
structural relationships
My role and daily functions as a VNA hospice chaplain are to
adhere to the organization’s
culture and systems, and to build relationships with peers and
co-workers. Thus, this section is

13. divided into two major parts as I strive to describe (A) my role
to the organization’s culture and
system and (B) describing strategies to build relationship with
peers and co-workers.
A. My role Toward an Understanding of institutional culture
and systems
Culture is among the core values espoused in the Chaplaincy
code of ethics. The code
stipulates that a chaplain should manifest values of integrity,
devotion, competence, and respect to
represent cultural commitment. I always endeavor to be honest,
give the best services, and treat
others well anywhere, anytime. It is my responsibility to
exercise these values to enhance culture
that promotes success, joy, and efficiency. People who join
chaplains get influence from these
culture that they find hence all in a position to do the right
things always. In addition, the chaplains
have the culture of remaining connected to respective endorsers.
For instance, regular contacts
with the endorser and as such will never be in a position to do
what is against the endorser (Cooper
et al, 2010). VNA Health Group has long been recognized as a
culturally diverse agency that focus
on special needs to help terminally ill patients achieving the
highest quality of life.[1] Through a
holistic and cultural approach, our compliant compassionate
hospice team addresses physical,
social, emotional and spiritual needs in the comfortable
surroundings of home, family and friends:[1]
1 I support the organization’s mission by striving for excellence
in all aspects of their job with on
focus on positive interpersonal relationship with co-workers.[2]
[3] [4]
2 I assist the Interdisciplinary Care Team in evaluating and
assessing patient/care spiritual needs.

14. 3 I commit to visit patients, with a life-limiting illness and their
families, provides direct spiritual
counsel, prayer and ritual/sacramental ministry if desired.[0] [6]
[8] ...
4 I strive to make direct contact with clergy for patients and/or
families who need assistance in
http://www.plagscan.com
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http://www.stpaulsmilltownnj.org/TIDINGS_AUGUST.doc
https://ideal-personnel.com/job/medicalhealth/rn-wound-and-
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https://theddscientific.com/registered-nurse-position
https://careers-vnahg.icims.com/jobs/4332/wic-generalist/job
https://job-openings.monster.com/chaplain-enterprise-al-us-n-
a/04ef1e30-119e-4764-91d6-5c224364d39d
https://www.careerbuilder.com/jobs-minister
https://www.linkedin.com/in/janetknapp
https://www.careerbuilder.com/job/J3R2SP76DJJRKP4BTND
https://www.indeed.com/cmp/City-of-Spokane-Valley/reviews
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contacting a clergy person.[0]
5 I conduct memorial/funeral services for those families not
affiliated with a church and who desire
the chaplain's participation.
6 I participate in developing the Interdisciplinary Care Plan
both as a consultant and as a provider of
direct services.
7 I assist members of the Interdisciplinary Care Team to
understand the significant spiritual concerns
related to the patient/family response to dying.[0] [5]
8 I participate on the bereavement team in providing follow up
services and counseling.[0]
9 I assist in developing and providing educational and public
relations programs for staff, general
community, and clergy community.
10 I maintain contact with appropriate seminary, education and
pastoral care groups for self-education
and support.[0]
B. Toward an Understanding of institutional systemic
relationships
=====================2/3======================
2
We would like to see more understanding of building
relationship with peers and co-workers in
the institutional setting specified your role, developing and
initiating a variety of strategies..”
My role as a chaplain is also to provide spiritual care to my
staff and co-workers. During the past
two years, I have developed and initiated a variety of strategies
to better communicate with my
co-workers and peers.[10] Consider raising your self-awareness

16. in what draws people to you and
what may put them off First of all, I would like to address what
may put people off. I recognize
that I am a foreigner with a heavy French accent. I think my
accent and my writing style may
have put people off. Therefore, I do my best to articulate well
and to send short emails as
possible. What I can consider will draw people to me is the fact
that I am a man of the clergy. I
have realized that many of my staff and co-workers give me
respect when they see me.
I have developed several strategies to work build relationship
with my peer and co-workers.
1. Call out sick supporting emails
Every day the hospice manager sends out a list of staff who are
absent or call sick. I use this
platform to reply in that same email to reach out to each co-
workers on a separate email that I
wish them well and safe recovery or encouraging spiritual
reflections to some co-workers. This
strategy has been useful to many of my co-workers as they, in
return, expressed gratitude for
thinking about them while they were off or call out sick. Here is
an example of a working
conversation to build relationship with a devoted music
therapist who calls out sick.
Music Therapist 1: Hi Team, I'm afraid I'm also sick so I'm
staying home today.
Thank you
Chaplain 1: wishing you well and safe recovery. Have a nice
day of rest. Please do
me a favor put all singing, music sheets and instruments away
today.....blessings
Music Therapist 2: thank you so much for these kind words
when I was out sick
last week! hope you had a nice weekend!

17. Chaplain 2: You are welcome.....be blessed. hope you feel better
today
2. VNA Recognition Award
The VNA hospice has a platform where co-workers can send
recognition to each other for doing
something extraordinary or when co-worker goes above and
beyond in their scope of work. The
platform is called VNA Award and Recognition Program. Where
any co-worker can give an
Oscar Star to each other. So, I make use this platform as a
pastoral care strategy on a monthly
basis to recognize or to submit an award nomination to one of
my co-workers. I usually endorse
their hard work, hospitality, honesty, outstanding service geared
toward our patients and their
families. Ever since my last appearance, I have sent a total of
eighteen recognition awards to my
peers and co-workers and the reply through email has always
been positive. Here is a message
that I recently sent to one of our Home Health Aides:
I really appreciate the amazing work you do every day that
positively impacts our patients and
their families. I just learned of a compliment that came in
praising the care you provided.[7] Thank
you!
3. Pastoral Phone Call
Since my scope of work is most spend in the field. I often
worked independently. I barely came
across my peers and co-workers if we don’t have staff meeting.
Therefore, I create a strategy to
provide pastoral care once a month to one of my co-workers just
to let them know and remind
them that I am also responsible to provide pastoral care and
spiritual support to them as well.
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3
This strategy has always been useful and sometimes I have co-
workers who would to have
lunched with me and sit and talk about their spiritual journey.
4. Open-Ear to staff
As a chaplain, I also serve as a spiritual listener to my co-
workers. Each time we have staff
meeting and/or after each IDG meeting, I devote 1 hour to
whomever wants to talk to the
chaplain. This strategy has been very useful where some HHA
and nurses have received some
spiritual support and comfort me as I served as a spiritual
listener to them.
5. Preceptorship
For the past year, I have asked my manager to use me to serve
as preceptor. This task is to train
new employees and volunteer about the work of the chaplain. It
is the custom of the organization
whenever a new employee or volunteer comes on board to

19. shadow a chaplain to know what a
chaplain does. Therefore, I told my manager to think about me
if she has any new employee
coming onboard to shadow a chaplain.
These strategies have allowed me to establish strong building
relationship with my co-workers.
Some of them have reached out to me to perform their
weddings, renew of vows, bless their
homes, and to officiate funeral services for their families. Since
ten months ago, I have
developed new skills and strategies to identify some of my co-
workers with their skills work.
Therefore, I came up with some name attributes to some of
them.
1. Angel RN. I call this nurse angel because one of our patients’
family has testified that this nurse
has been an angel to his father. Since then I have called her
angel RN. She worked on week-end
and on calls. She often sings praising to me that I always send
words of encouragement to her
when she needs it the most.
2. Tiger RN. One of our night shift nurses work so hard on
admitting patients. She lives far from
her work place but she manages to be around when she is on
call. She has a super energy and
always on the road to assist patients. Therefore, I call her our
Tiger RN and recognize her hard
work among our peers when we have staff meeting.
3. Flying RN. This nurse is the youngest among all of us. She is
always on the run. She works very
fast and proficiently covered many patients. She is well liked
and appreciated by many.
4. Spirit-Filled RN. This is one of our newest RN. As we went
out to do couple joint visits with me,
I have heard family members testify that she is a spirit-filled
RN, she is very compassionate and

20. has a gentle spirit in her. I told her many praises that this family
has stated on her behalf and I
have nominated her the spirit-filled RN of VNA.
36440 Topic: Chaplain Competency
Number of Pages: 2 (Double Spaced)
Number of sources: 1
Writing Style: APA
Type of document: Proofreading
Academic Level:High School
Category: Religion and Theology
Language Style: English (U.S.)
Order Instructions: Attached
Just edit and return in less than3 hours.
ESSAY I
INTRODUCTION
This is my subsequent appearance to receive my board
certification status from the Association of Professional
Chaplain. During the first appearance, the following

21. observations were made as for what PRO 3 competency was not
met: “We would like to see more understanding of building
relationship with peers and co-workers in the institutional
setting specified your role, developing and initiating a variety
of strategies. Consider raising your self-awareness in what
draws people to you and what may put them off.”
SECTION IV: PROFESSIONAL COMPETENCIES
PRO 3: Understanding organizational culture and structures and
structural relationships
My role and daily functions as a VNA hospice chaplain are
to adhere to the organization’s culture and systems, and to build
relationships with peers and co-workers. Thus, this section is
divided into two major parts as I strive to describe (A) my role
to the organization’s culture and system and (B) describing
strategies to build relationship with peers and co-workers.
A. My role Toward an Understanding of institutional culture
and systems
Culture is among the core values espoused in the
Chaplaincy code of ethics. The code stipulates that a chaplain
should manifest values of integrity, devotion, competence, and
respect to represent cultural commitment. I always endeavor to
be honest, give the best services, and treat others well
anywhere, anytime. It is my responsibility to exercise these
values to enhance culture that promotes success, joy, and
efficiency. People who join chaplains get influence from these
culture that they find hence all in a position to do the right
things always. In addition, the chaplains have the culture of
remaining connected to respective endorsers. For instance,
regular contacts with the endorser and as such will never be in a
position to do what is against the endorser (Cooper et al, 2010).
VNA Health Group has long been recognized as a culturally
diverse agency that focus on special needs to help terminally ill
patients achieving the highest quality of life. Through a holistic
and cultural approach, our compliant compassionate hospice
team addresses physical, social, emotional and spiritual needs in
the comfortable surroundings of home, family and friends:

22. 1 I support the organization’s mission by striving for excellence
in all aspects of their job with on focus on positive
interpersonal relationship with co-workers.
2 I assist the Interdisciplinary Care Team in evaluating and
assessing patient/care spiritual needs.
3 I commit to visit patients, with a life-limiting illness and their
families, provides direct spiritual counsel, prayer and
ritual/sacramental ministry if desired.
4 I strive to make direct contact with clergy for patients and/or
families who need assistance in contacting a clergy person.
5 I conduct memorial/funeral services for those families not
affiliated with a church and who desire the chaplain's
participation.
6 I participate in developing the Interdisciplinary Care Plan
both as a consultant and as a provider of direct services.
7 I assist members of the Interdisciplinary Care Team to
understand the significant spiritual concerns related to the
patient/family response to dying.
8 I participate on the bereavement team in providing follow up
services and counseling.
9 I assist in developing and providing educational and public
relations programs for staff, general community, and clergy
community.
10 I maintain contact with appropriate seminary, education and
pastoral care groups for self-education and support.
B. Toward an Understanding of institutional systemic
relationships
We would like to see more understanding of building
relationship with peers and co-workers in the institutional
setting specified your role, developing and initiating a variety
of strategies..”
My role as a chaplain is also to provide spiritual care to my
staff and co-workers. During the past two years, I have
developed and initiated a variety of strategies to better
communicate with my co-workers and peers. Consider raising
your self-awareness in what draws people to you and what may

23. put them off First of all, I would like to address what may put
people off. I recognize that I am a foreigner with a heavy
French accent. I think my accent and my writing style may have
put people off. Therefore, I do my best to articulate well and to
send short emails as possible. What I can consider will draw
people to me is the fact that I am a man of the clergy. I have
realized that many of my staff and co-workers give me respect
when they see me.
I have developed several strategies to work build relationship
with my peer and co-workers.
1. Call out sick supporting emails
Every day the hospice manager sends out a list of staff who are
absent or call sick. I use this platform to reply in that same
email to reach out to each co-workers on a separate email that I
wish them well and safe recovery or encouraging spiritual
reflections to some co-workers. This strategy has been useful to
many of my co-workers as they, in return, expressed gratitude
for thinking about them while they were off or call out sick.
Here is an example of a working conversation to build
relationship with a devoted music therapist who calls out sick.
Music Therapist 1: Hi Team, I'm afraid I'm also sick so
I'm staying home today.
Thank you
Chaplain 1: wishing you well and safe recovery. Have a nice
day of rest. Please do me a favor put all singing,
music sheets and instruments away
today.....blessings
Music Therapist 2: thank you so much for these kind words
when I was out sick last week! hope you had a nice
weekend!
Chaplain 2: You are welcome.....be blessed. hope you feel better
today
2. VNA Recognition Award
The VNA hospice has a platform where co-workers can send
recognition to each other for doing something extraordinary or

24. when co-worker goes above and beyond in their scope of work.
The platform is called VNA Award and Recognition Program.
Where any co-worker can give an Oscar Star to each other. So, I
make use this platform as a pastoral care strategy on a monthly
basis to recognize or to submit an award nomination to one of
my co-workers. I usually endorse their hard work, hospitality,
honesty, outstanding service geared toward our patients and
their families. Ever since my last appearance, I have sent a total
of eighteen recognition awards to my peers and co-workers and
the reply through email has always been positive. Here is a
message that I recently sent to one of our Home Health Aides:
I really appreciate the amazing work you do every day that
positively impacts our patients and their families. I just learned
of a compliment that came in praising the care you provided.
Thank you!
3. Pastoral Phone Call
Since my scope of work is most spend in the field. I often
worked independently. I barely came across my peers and co-
workers if we don’t have staff meeting. Therefore, I create a
strategy to provide pastoral care once a month to one of my co-
workers just to let them know and remind them that I am also
responsible to provide pastoral care and spiritual support to
them as well. This strategy has always been useful and
sometimes I have co-workers who would to have lunched with
me and sit and talk about their spiritual journey.
4. Open-Ear to staff
As a chaplain, I also serve as a spiritual listener to my co-
workers. Each time we have staff meeting and/or after each IDG
meeting, I devote 1 hour to whomever wants to talk to the
chaplain. This strategy has been very useful where some HHA
and nurses have received some spiritual support and comfort me
as I served as a spiritual listener to them.
5. Preceptorship
For the past year, I have asked my manager to use me to serve
as preceptor. This task is to train new employees and volunteer
about the work of the chaplain. It is the custom of the

25. organization whenever a new employee or volunteer comes on
board to shadow a chaplain to know what a chaplain does.
Therefore, I told my manager to think about me if she has any
new employee coming onboard to shadow a chaplain.
These strategies have allowed me to establish strong building
relationship with my co-workers. Some of them have reached
out to me to perform their weddings, renew of vows, bless their
homes, and to officiate funeral services for their families. Since
ten months ago, I have developed new skills and strategies to
identify some of my co-workers with their skills work.
Therefore, I came up with some name attributes to some of
them.
1. Angel RN. I call this nurse angel because one of our patients’
family has testified that this nurse has been an angel to his
father. Since then I have called her angel RN. She worked on
week-end and on calls. She often sings praising to me that I
always send words of encouragement to her when she needs it
the most.
2. Tiger RN. One of our night shift nurses work so hard on
admitting patients. She lives far from her work place but she
manages to be around when she is on call. She has a super
energy and always on the road to assist patients. Therefore, I
call her our Tiger RN and recognize her hard work among our
peers when we have staff meeting.
3. Flying RN. This nurse is the youngest among all of us. She is
always on the run. She works very fast and proficiently covered
many patients. She is well liked and appreciated by many.
4. Spirit-Filled RN. This is one of our newest RN. As we went
out to do couple joint visits with me, I have heard family
members testify that she is a spirit-filled RN, she is very
compassionate and has a gentle spirit in her. I told her many
praises that this family has stated on her behalf and I have
nominated her the spirit-filled RN of VNA.
1