MN NGINSPECTOR GENERAL

CPT Rachel Tarrats

Rachel.l.tarrats.mil@mail.mil

651-281-3836

CO CDR 1SG Pre-Command Course (CCFSPCC)

14 September 2015

IG Role IG Mission IG Core Functions

Inspections Assistance Investigations Teaching and Training

Reprisal and Restriction Soldier’s Rights Current Trends and Recommendations Lessons Learned

Agenda

IG works directly for the TAG Member of the Commander’s Personal Staff Eyes, ears and conscience of the Commander Fair and impartial fact-finder High degree of independence No directive authority outside the IG system Has access to all needed materials and records *

*Except for classified material (if the IG lacks the proper clearance) (AR 20-1 para 8-4 g)

Role of the IG

Assess and report matters affecting mission performance, discipline, efficiency, economy, morale, training, and readiness of the Minnesota National Guard

Promote standards & core values of the Minnesota National Guard

Identify systemic deficiencies and causes

Assist Minnesota National Guard members and their families in solving service-related problems and issues as the eyes, ears, and conscience of TAG

IG Mission

Inspections

Assistance

Investigations

Teach and Train

IG Core Functions

“An evaluation that measures performance against a standard and should identify the cause of any deviation. All inspections start with compliance against a standard. Commanders tailor inspections to meet TAG’s readiness goals.”

MNARNGR 1-201, Glossary

A A standardstandard is the way things should be. is the way things should be.

Inspections

Proactively resolves issues that affect unit readiness and warfighting capability

Promotes and reinforces good performance and best practices

Underscores TAG’s priorities

If it’s important – inspect what you expectIf it’s important – inspect what you expect

Why do Inspections?

O I PO I P

MNARNGR 1-201, paragraphs 2-4 to 2-8

COMMAND INSPECTIONS

IG INSPECTIONS

Audits

Staff Assistance Visits External Inspections

Internal Control

Intelligence Oversight

STAFF INSPECTIONS

The Integration of Inspections

Establishes the Organizational Inspection Program (OIP) - the most important aspect of MNARNGR 1-201

A scheduled, formal event

Led by the Commander, who must be present during the inspection

Initial Command Inspection (ICI)Initial Command Inspection (ICI) (company or detachment)

Subsequent Command Inspection (SCI)Subsequent Command Inspection (SCI)

MNARNGR 1-201, paragraph 2-5

Command Inspections

Required for Company Commanders (or like commands: detachments, troops, batteries)

Within 180 days of the company/battery/troop Commander’s assumption of command

Cannot be used to rate the Company Commander or compare units

Identifies unit strengths and weaknesses Helps commanders establish goals, standards, and priorities

Only the inspected Commander and that Commander’s rater will receive the specific results (IG can request results without unit attribution)

Initial Command Inspections

The inspecting Commander must be present and participating in the inspection!

MNARNGR 1-201, paragraph 2-5, paragraph 2-5

Subsequent Command Inspection

Measures progress and reinforces goals and objectives established during the ICI

The inspecting Commander determines the timing of SCIs in the Army National Guard

The inspecting Commander may use results to evaluate the Company Commander

Other Inspections

Staff Inspections: Led by a staff member of a functional area Focuses on a single functional area or a few related areas- Compliance-oriented Should complement Command and IG Inspections

Staff Assistance VisitsAssist, teach, and train subordinate staff sections Can prepare staff sections for upcoming inspections or train them on new concepts, technologies, or operating techniques

Identify sub-standard performance, determine the magnitude of the deficiency, and seek the reason for the deficiency (The Root Cause)

Teach systems, processes and procedures

Identify responsibility for corrective actions

Spread innovative ideas

Pursue systemic issues

IG Inspections

Systemic issues are usually widespread and present a pattern

Often traced back to a regulation, policy, or other standard that is confusing, overly ambitious, or in conflict with another standard

The proponent is usually the person to fix this type of problem

What are Systemic Issues?

NON-COMPLIANCE

DON’T KNOW CAN’T COMPLY WON’T COMPLY

NEVER KNEW

FORGOT

TASK IMPLIED

FEW RESOURCES

DON’T KNOW HOW

IMPOSSIBLE

NO REWARD

NO PENALTY

DISAGREE

Root Cause: The underlying reason why something happens or does not happen.Root Cause: The underlying reason why something happens or does not happen.

Root Cause Analysis

Why do units or soldiers fail to comply with standards?

“That is the way we did it in my old unit.”

“I have no idea what you are talking about. This is my first drill as the S-1.”

“Take a number. We have two units deploying, a COCOM planning conference, and a 15-6 in front of you.”

“I can’t get any good help these days. I am on my butt because all of my staff officers are young lieutenants!”

“I don’t understand … I thought I understood ... I did it right the last time, but …”

Standards Compliance

The process of receiving, inquiring into, and responding to complaints, requests for information, or requests for help to:

Help Commanders correct injustices (real or perceived)

Eliminate conditions detrimental to the efficiency or reputation of the Army

Record and analyze data for corrective action

Report on the status of the Army

Assistance

ANYONE can request IG assistance!

Pay Bonuses Promotions Awards LODs Medical Boards Leaves and Passes Adverse Actions

Common Assistance Requests

The issue may be more appropriate for someone else to work, such as:

Chain of Command Other Agencies Other IGs

IG will still follow-up to ensure resolution

Issue may be partially IG appropriate

Example “Someone stole my I-Pod during AT and I can’t replace it because I haven’t been paid for months”

- IG will refer theft to MPs or Local Authorities- IG will work pay issue

IG Appropriateness

1) Be sure there is a problem

2) Give the Chain of Command a chance

3) Try all other appropriate remedies

4) Deal with the closest IG

5) Level (be truthful) with the IG

6) Keep in mind IG’s regulatory / statutory limits

7) IG can only recommend, not order

8) IG can only resolve issues based on facts

9) Be prepared to take “no” for an answer

10) Be patient, thorough processes can take time

10 Steps for Success with IG

Regarding Inspectors General

1) No one can be stopped from seeing an IG. Soldiers do

NOT have to tell why they want to see the IG. Stopping them is a criminal offense and is punishable by law.

2) The IG will always ask a soldier if they have given their Chain of Command a chance to address issue.

3) If the problem IS the Chain of Command the IG will hear both sides and act impartially to resolve the problem IAW the applicable Standards.

Assistance Review

“The day Soldiers stop bringing you their problems is the day you have stopped leading them.

They have either lost confidence that you can help them or concluded that you do not care.

Either case is a failure of leadership.”

General Colin Powell

IG Investigations

To resolve allegations of impropriety Focused on Army Values Fair and impartial fact-finding process Protect the best interests of the Army Based on preponderance of evidence Either Substantiated or Not Substantiated Army first, Soldiers always

Fair and Impartial IG is not an adversary or a

champion Army IGs do not recommend

adverse action Thorough – emphasis on facts Concerned with Confidentiality

Limited distribution of information Overt but discreet Protect all individuals from

reprisal and/or ridicule

Characteristics

Do Nothing Investigation Inquiry MNUCMJ Criminal Invest. Div. (CID) Mil. Police Invest. (MPI) Chain of Command Civil Authority Inspector General

Commander’s Options

Teaching and Training

INSPECTIONSINSPECTIONS

ASSISTANCEASSISTANCE INVESTIGATIONSINVESTIGATIONS

TEACHINGTEACHINGANDAND

TRAININGTRAINING

Embedded Function within the Big Three

Independent Function

Increase Readiness and Warfighting

capability

Resolve issues that affect unit readiness ASAP Inform and instruct on standards and compliance during and after the inspection

Teach & Train during Inspections

USAIG, Teaching and Training Guide, Section 2-1, page 2-1-1

“No inspection is complete if the units or agencies inspected have not learned about goals and standards and how to achieve them”

Render Assistance Explain Standards to complainants and Chain of Command Help Commanders correct injustices

“Make heroes of the Chain of Command”

Teach & Train during Assistance

LTG R Whitcomb, 63rd The Inspector General

Explain standards to witnesses and subjects/suspects

Teaching and Training found in recommendations of ROIs/ROIIs

Protect the best interests of the Army

Resolve Allegations of Impropriety

Teach & Train during Investigations

Military Whistleblower Protection ActTitle 10, United States Code, Section 1034

The taking (or threat of taking) of an “unfavorable” personnel action or the withholding (or threat to withhold) a favorable personnel action because the member made or was thought to have made a protected communication

What is Whistleblower Reprisal?

Per DoDD 7050.06, dated 23 July 2007 no person shall no person shall

““restrictrestrict” a member of the Armed Forces from making lawful ” a member of the Armed Forces from making lawful

communications to a Member of Congress or an IGcommunications to a Member of Congress or an IG

Contact IG or SJA with questionsContact IG or SJA with questions

What is Restriction?

Current Trends

Transfers Bonuses / Benefits Promotion / EPS Separation / Termination Social Networking

10 USC 3583, Requirement of Exemplary Conduct All commanding officers and others in authority in the Army are required… to show in themselves a good example good example of virtue, honor, patriotism, andsubordination . . .

AR 600-100, Army LeadershipAll Army leaders have a responsibility for personal acceptance of the Army ethic and for instilling in subordinates those values that comprise it. Senior level leaders promote Army values by establishing and maintaining the establishing and maintaining the command climatecommand climate of their organizations through sound, ethical organizational policies and practices… Senior leaders must consider individual perceptionsconsider individual perceptions and their effects in establishing and maintaining a healthy command climate.

AR 600-20, Army Command Policy

Commanders are responsible for everything responsible for everything their command does or fails to do. However, commanders subdivide responsibility and authority and assign portions of both to various subordinate commanders and staff members.

Leaders held to a high standard

Understand “Chain of Command”

- Glossary. Chain of Command is…“The sequence of commanders in an organization who have direct authority and primary responsibility for accomplishing the assigned unit mission while caring for personnel and property in their charge.”

- 2-1. Chain of Command. b. Commanders responsible for everything their command does or fails to do. c. Soldiers will use the chain of command when communicating issues and problems to their leaders and commanders.

Per AR 600-20

Therefore, the Chain of Command begins with the Company Commander

- 2-18. Non-Commissioned Officer support channel a. The NCO support channel (leadership chain) parallels and complements the chain of command. It is a channel of communication and supervision from the command sergeant major to first sergeant and then to other NCOs and enlisted personnel of the units. Commanders will define responsibilities and authority of their NCOs to their staffs and subordinates. This NCO support channel will assist the chain of command.

Advice to New Leadership Teams

Always stay on the moral high ground and do the right thing – ALWAYS!

You will never be infallible, seek advice from experts and peers – Get second opinions

Keep your finger on the unit’s pulse, be sensitive to “perceptions”

Be servant leaders

Social media, use it WISELY

Know and live AR 600-20 and AR 600-100

Get your ICIs!

JFHQ, Inver Grove Heights

651-281-

COL Nick Wittwer x3834

CPT Rachel Tarrats x3836

CW2 Lisa Jager x3835

SFC Heidi Savre x3833

IG Contact Info

http://www.minnesotanationalguard.org/IG

Questions

IGs are fair and impartial fact

finders…

We call balls and strikes!We call balls and strikes!

Background Slides for Further Info

MNARNGR 1-201 Inspection Policy and the Organizational Inspection

Program - dated 01 MAR 2013

Requires Commanders (Bn and up) to designate an OIP Coordinator

Defines inspection terms and concepts

Identifies responsibilities

Urges the integration of inspections

Outlines the Army’s inspection principles

CO CDR 1SG Pre-Command Course (CCFSPCC)

The OIP provides the commander with an organized management tool to identify, prevent or eliminate problem areas

The OIP complements and reinforces other evaluations

The OIP minimizes the duplication of evaluations

The OIP integrates inspections and audits into a single, cohesive program focused on command objectives

The IG is the proponent for inspection policy

The G-3, S-3, or equivalent OPS agency is normally responsible for coordinating the overall program

The Commander’s plan for inspections!

MNARNGR 1-201, chapter 2

CO CDR 1SG Pre-Command Course (CCFSPCC)

Develop the IG Inspection Program as part of the OIP

Advise Commanders and staffs on inspection policy

Advise the Commander on the OIP’s effectiveness

Conduct IG Inspections AR 20-1, paragraph 5-1g

MNARNGR 1-201, paragraph 1-4

MNARNG 1-201, paragraph 1-4

IG’s Role

OIP Coordinator’s Role Develop and maintain the written OIP for the unit or command Coordinate the execution of all inspection programs within the unit or command Maintain a calendar or schedule of planned inspections Serve as the executive agent for the Command Inspections

CO CDR 1SG Pre-Command Course (CCFSPCC)

1. Command Inspection

2. Staff Inspection

3. Inspector General Inspection

MNARNG 1-201, paragraphs 2-5 to 2-7

3 Categories of Inspection

CO CDR 1SG Pre-Command Course (CCFSPCC)