CONCEPT: The Inspector General System in the Civil Air Patrol

APPROXIMATE TIME: 1 Hour

1. Discuss the concept of the Civil Air Patrol Inspector General system.
2. Describe the Civil Air Patrol Inspector General (IG) process.
1. Inspection and compliance
2. Complaints
3. Identify the uses of the Staff Assistance Visit (SAV) and the wing and unit assessment.
4. Discuss how SAVs and assessments are used as learning tools both for the unit being evaluated and the entire Civil Air Patrol community.

SUGGESTED MATERIALS: No additional materials are required. Refer to the Instructor Information   link in the User's Guide for the basic materials to teach a class.

This basic Inspector General Training course provides a wide array of texts and references to assist you in teaching how the Inspector General conducts business. The student reading is designed to provide a basic overview of the Assessment Program and the Complaint System. Instructor slides are provided with notes for you to use as reference material. The use of all text and slide material is encouraged to facilitate your students’ learning experience.

In this lesson, we will gain an understanding of the Inspector General inspection and compliance system and the Inspector General complaints processing system. Provided with this material is a sample IG assessment, unit assessment response, IG complaint letter, and IG complaint response. These samples can be printed and distributed to your students for class discussion and future reference material.

1. Discuss the CAP IG system using definitions as framework. Break down definitions into practical pieces and elaborate on meaning/intentions and importance to CAP
2. Review the sample IG assessment report, unit response, and sample complaint letter to insure student understanding of the material presented.

LESSON PRESENTATION:

Attention Step: (Slide 1) Personalize this slide with your CAP seal, title, name and telephone number.

Lesson Objective 1: (Slide 2) Let’s face it, the world has not changed in than 350 years.

Lesson Objective 1: (Slide 3)

Lesson Objective 2: (Slide 4) Lets talk about the evaluation end of the Inspector General business.

Lesson Objective 2: (Slide 5) Whatever and wherever the mission, units have time to prepare for the evaluation.

Lesson Objective 2: (Slide 6) The evaluation report card has several grades, which are dependent upon the type of inspection.

Lesson Objective 2: (Slide 7)Unit Self-Assessments is regulated by Civil Air Patrol Regulation (CAPR) 123-3.

Lesson Objective 3: (Slide 8) Examples of special interest items include Aircraft Maintenance and Supply Management.

Personnel assess programs and conditions by gathering data, reviewing records, interviewing members, etc. for responding to a widespread deficiency..

Special Interest Items are normally evaluated as satisfactory or unsatisfactory unless circumstances warrant using a 5-tier scale.

Lesson Objective 1: (Slide 9) This subject often generates a lot of interest, heartburn, and enough work to go around. However, sometimes folks wait too long. Scrambling to cover because a lack of preparation increases stress and frustration. Inspection schedules are known well in advance of the inspection.

• Which areas received the lowest marks during the last evaluation?
• Have those deficits been corrected?
• How would you do if the inspectors came tomorrow?

Lesson Objective 4: (Slide 10) Prepare well in advance, because last minute fixes cost money and time. If you are a new commander taking over a broken system, you need to be up on the changes. Be proactive in addressing problems and documenting the process and progress. Show a paper trail of changes since the last evaluation.

Lesson Objective 2: (Slide 11) Why do we have a complaints program? Our complaint system allows CAP members to be stakeholders in upholding the standards. Command is interested in things running the right way and people being satisfied. When members are happy with their work environment, with structure, with fair and equitable treatment, they know what to expect and are able to perform their duties.

Members need to know they have a right to complain.

Lesson Objective 2: (Slide 12) We can not stress how important the Chain of Command. This is a great opportunity for a chain of command commercial.

When CAP squadron commanders employ, teach, and are responsive to chain of command principles, the system works. Not all squadrons are created equal and some CAP members will never be satisfied.

Lesson Objective 2: (Slide 13) Complaints can come in all sizes, shapes and flavors. IGs ask if the chain of command has been attempting resolution…but the principle of accountability allows people to seek other avenues of redress.

Lesson Objective 2: (Slide 14) All corporate employee matters are referred to the Headquarters Personnel Directorate.

Lesson Objective 2: (Slide 15) CAP IG Complaint History

1996 1997 1998 1999

Presidential 3 1 3 4

Congressional 33 25 30 21

Complainant 3 10 5 5

Base Level 0 4 3 5

Anonymous (0) (1) (0) (0)

Hotline 0 1 0 0

Other 1 6 1 0

Lesson Objective 2: (Slide 16) Sexual harassment and discrimination are illegal. Publish this policy at least annually. Reprisal is also illegal. Lets’ look at the definition. Taking or threatening to take an unfavorable personnel action, or withholding, or threatening to withhold, a favorable personnel action, as a reprisal against a member for making or preparing to make a protected disclosure.

You need to be able to recognize a reprisal in order to prevent it. Remember that members have a right to complain.

Unprofessional relationships are addressed in CAPR 35-3. Make polices known at least annually. Do not leave any doubt about where you stand on these issues.

Lesson Objective 2: (Slide 17) Avoid the perception of playing favorites. Publish job opportunities and additional duty opportunities. Who is authorized a corporate vehicle—where and when can the vehicle be used? If you are authorized a credit card, what are the limitations?

Both telephone bills and e-mail are retrievable as evidence. Would you want to see this information in the Washington Post?

Lesson Objective 2: (Slide 18) This one tool allows commanders to exercise their inherent authority of command. Commanders should be very proactive and up front with this program. This program allows you to take control while allowing you to remove yourself from involvement while the investigator you appoint does the investigating.

Lesson Objective 2: (Slide 19) Given time, even when a great commander is doing a great job, there will be complaints. People do not like to hear "no"; often they do not like to be corrected or be given corrective action. If consistency is in your management bag, you will be OK. Make sure you leave a paper trail.

• Have town meetings: you will find out a lot.
• Insure non-reprisal
• Use unit climate assessments/surveys
• Have an open door policy but stress the chain of command.

Lesson Objective 2: (Slide 20) You serve your people. They have a right to complain. Ask them to complain to you so you can fix the problems. Be proactive. Know the rules, look them up, and follow them. In the IG process, you have responsibility to counsel all subjects of an investigation who are under your command. Plan for it. Do it. You may also need to counsel witnesses who may express anxiety or seem uncomfortable. Do not dig for information. Just find out how they are doing. Do not be afraid of a Commander Directed Investigation: it is your tool. When/if you receive a letter stating you are the subject of an IG investigation, do not panic. The system works.

Lesson Objective 1: (Slide 21) By now, you have a good concept of the IG system. We know you have a tough job; but it is probably the most rewarding job. Because you can really make a difference for the men and women under your CAP command. Be consistent; learn the rules; set up the guidelines; tell them the rules and correct improper behavior. Everyone will know what to expect and you should have fewer complaints.