MINNESOTA ARMY NATIONAL GUARD INSPECTOR GENERAL LTC Jim Beckmann State Inspector General.

MINNESOTA ARMY NATIONAL GUARDINSPECTOR GENERAL

LTC Jim Beckmann

State Inspector General

IG Mission 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 Assist Minnesota National Guard

members and their families in solving service related problems and issues as the eyes, ears, and conscience of the TAG/CG. (AR 20-1)

The Role of the IGExtend the Commander

Member of the Commander’s Personal Staff Perform common staff functions (We don’t

concur!)

Special Relationship Fair and impartial fact-finder High degree of independence IG works for the Commander Rated by the Commander The TIG has policy oversight, directing

authority, and IG records-retention authority

The authority of the IG comes from the Commander!

IGs have no directive authority outside the IG System

IGs do not establish command policy except for AR 1-201 and AR 20-1

IGs have access to all needed materials and records except for classified material (if the IG lacks the proper clearance) or as specified in paragraph 8-4 g (material related to the attorney-client relationship, communications with clergy, husband-wife communications, psychotherapist-patient communications, etc.).

The Role of the IGExtend the Commander

(continued)

Inspector General

“A typical IG is a man past middle age, spare, wrinkled, cold, passive, non-committal, with eyes of a codfish, polite in contact, but at the same time unresponsive, calm, and damnably composed as a concrete post or a plaster of paris cast, a human petrification with a heart of feldspar and without charm or friendly germ, minus bowels, passion, or a sense of humor. Happily, they never reproduce and all of them finally go to hell.”

-- Gen George S. Patton, Jr.

Confidence In LeadersAdults with a ‘great deal of confidence’ in people running these institutions

Harris Poll 2009

IG Core Functions

Assistance Investigations Inspections Teach and Train

Assistance

The Assistance Function Render assistance

Correct injustices (indirectly)

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

Triangle of Confidentiality

IG

Com

man

der

Com

plainantSJA

•Protect privacy•Minimize risk of reprisal•Maintain confidence in the IG system

Confidentiality is Not Guaranteed

Nature of the issue

Official use within the Army

If unavoidable, try to contact complainant before disclosure

AR 20-1, para 1-12

.

Third Party IGARs

Response to third party depends on: Right to know Individual concerned (soldier

or DAC) consents to release of information

**We really want to hear from the troop and not parents or friends

JFMN-IG

FY 2009 Total Cases - 81

JFMN-IG

FY 2009 Total Cases - 81

Complaints by Component

Focus Areas/IG Leaders Guide

Counseling – all Soldiers NCOERs OERs LOD Profiles/Medical Boards Flags Separations (ADC/weight control/AWOL) Sexual Assault (alcohol factor)

IG Advice

Commander Authority and FTS support

Relationships

Fairness and Perceptions

Communication

Three Things You Remember During your Career

The first time you don’t make a selection list

The first time you get shot at

The first time you get investigated

Investigations

Investigations

Based on standard into an “allegation”

Fair and impartial fact-finding process

Preponderance of Evidence

Either “S” or “N”

IG Appropriate?

Punitive vs. Non-Punitive

“Criminal” vs. “Administrative”

IGs can inquire/investigate violations

of laws, regulations and

policies/directives.

IG Fact Finding Characteristics

Fair and Impartial IG is not an adversary or a champion 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/ridicule.

Commander’s Options:

Do Nothing Rule 303, MCM AR 15-6 Investigation Article 32 CID/MPI Chain of Command Civil Authority Inspector General

IG vs. Commander’s Options Meets Commander’s

Guidance Help determine a course of

action Lack of factual information Identity of Subject/Suspect Sensitivity of allegations Potential “Noise Level” Confidentiality

IG Other

Inspections

Definition of an Inspection

“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 their needs.”

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

AR 1-201

The Army The Army has a Standard has a Standard

for Everything!for Everything!

Army Inspection PolicyArmy Regulation 1-201

Identifies responsibilities

Requires Commanders to designate an OIP Coordinator

Defines inspection terms and concepts

Outlines the Army’s inspection principles

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

Urges the integration of inspections

Principles of Army InspectionsFive Principles (AR 1-201, paragraph 2-2)

1. Purposeful

2. Coordinated

3. Focused on Feedback

4. Instructive

5. Followed up

The Organizational Inspection Program

(OIP)

AR 1-201

MNGR 1-201

TAG’s Intent: Inspection Program will be focused on teaching and training. CIPs

will not be an “I got you” event.

Purpose of the OIP

To coordinate inspections and audits into a single, cohesive program focused on command objectives.

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

AR 1-201, paragraph 3-2, a & b

O I P

AR 1-201, paragraphs 3-2 to 3-5

COMMAND INSPECTION

IG INSPECTION

Audits Staff Assistance Visits

The Organizational Inspection Program (OIP)The Integration of Inspections

External Inspections Management Control

Intelligence Oversight

STAFF INSPECTION

The Inspector GeneralThe Inspector General

“The one who goes in after the battle and bayonets the wounded.”

- - AnonymousAnonymous

• 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 InspectionsAR 20-1, paragraph 6-2

AR 1-201, paragraph 1-4

Role of the IG in the OIP

MNARNG OIP Inspection Policies

Responsibility of Commander All units subject to IG inspections and other

inspections/visits by higher headquarters Physical security inspection will be conducted

annually Consolidation of inspection…avoid repetition Units exempt from inspections 30days before

and after AT Teaching and training Follow up and corrective action is critical to

success of the OIP

1. Command Inspection

2. Staff Inspection

3. Inspector General Inspection

AR 1-201, paragraphs 3-2 to 3-5

Inspection Categories

• A scheduled, formal event

• Led by the CommanderLed by the Commander

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

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

Command Inspections

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

Initial Command Inspection• Required for Company Commanders (or like commands: detachments, troops, batteries)

• Within 120 days per MNGR 1-201 • Extension up to 180 days for Minnesota National Guard (MNARNG)

AR 1-201AR 1-201, paragraph 3-3c, paragraph 3-3c

Initial Command Inspection(continued)• Identifies unit strengths and

weaknesses

• Cannot be used to evaluate the Company Commander

• Helps commanders establish goals, standards, and priorities

• Not used to compare units

• Only the inspected commander and that commander’s rater will receive the specific results (IG can request results without unit attribution) AR 1-201AR 1-201, paragraph 3-3c, paragraph 3-3c

Subsequent Command Inspection• Measures progress and reinforces goals and objectives established in the Initial Command Inspection.

• The commander determines the scope, format, timing, and frequency of the Subsequent Command Inspection.

• The inspecting commander may use the results of the Subsequent Command Inspection to evaluate the company commander.

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

AR 1-201AR 1-201, paragraph 3-3d, paragraph 3-3d

• Led by a staff member of a functional area.

• Focuses on a single functional area or a few related areas.

• Conducted by the lowest-level staff member technically qualified in the functional area.

• Should complement Command and IG Inspections.

• Compliance oriented.

Staff Inspection

• Directly support Staff Inspection and Command Inspection Programs

• Assist, teach, and train subordinate staff sections on how to meet the required standards of a particular functional area

• Can prepare staff sections for upcoming inspections or train them on new concepts, technologies, or operating techniques

Staff Assistance Visits

Inspector General InspectionWho May Direct an IG Inspection?

Inspection Directive

Secretary of the Army (SA)

Chief of Staff of the Army

(CSA)or

Vice Chief of Staff of the

Army (VCSA)

Commander

The Inspector General

(TIG)

AR 20-1AR 20-1, paragraph 1-4 b(4), paragraph 1-4 b(4)

Inspector General inspections should:

Pursue systemic issues

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

Inspector General Inspection

• Systemic problems are usually widespread and present a pattern. You can often trace these problems 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.

• Local problems usually affect a small group of people or an individual and do not present a pattern. You can usually trace these problems back to a particular person’s decision, demeanor, or statements. The level of organization that the problem affects is the best place to solve this problem.

Systemic and Local ProblemsWhat is the difference?

IG Inspections

Fund Management (1st Qtr) OER/NCOER Management (2d Qtr)

JFMN-IG

FY 2010 2011 2012 2013

DA IG None None None None

NGB IO None None None

State See above

TBD TBD TBD

Why do units and people 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. I have been the S-1 for only two days.”

• “Take a number. We have a Warfighter, BCTC, an OEF planning conference, and brigade formal 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 …”

What are some other reasons you may have already heard?What are some other reasons you may have already heard?

Military Whistleblower Protection Act

Title 10,

United States Code,

Section 1034

Always encourage complainants to use the chain of command first

Normally offer allegations to subordinate Commanders for action rather than conduct an IG investigation

Use discretion when passing information to the CG/TAG Confidentiality

AreAre here to help you Do not wear a ‘black hat’ Do have friends!

Little-Known FactsInspectors General . . .

Command Advice

● Always stay on the high ground and do the right thing

● Be sensitive to “perceptions”

● Get advice from your experts

● Stretch for your troops

● Stretch for your mission

● Never stretch for yourself

IG Contacts

JFHQ, Roseville TACC

651-281-3833/3834/3836

LTC Jim Beckmann

LTC Jeff Johnson (deployed)

LTC Don Pelton (M-day)

Lt Col Vikki Gettchel (M-day)

MAJ Taylor Cox

SFC Cynthia Webb

Questions?