Jeffrey. R. Clark, Sr. CMDCM (AW/SW)

2. Jeffrey. R. Clark, Sr.CMDCM (AW/SW) Naval Inspector General National First Class Association

3. And the Emmy goes to … NAVY IG

4. Why Brief FCPO • First Class Petty Officer’s experience and instinct are vital for an effective Command or organization! • Better support for your Chief’s Mess • Improved awareness of IG resources • Enhanced knowledge of potential problems

5. Naval Inspector General • Mission: To inspect, investigate, or inquire into matters of importance to the Department of the Navy and maintain the highest level of public confidence. (Eyes and Ears) • Vision: We are the conscience of the Navy. We make a difference, adding value at all levels through proactive assistance, advice, and advocacy. • Guiding Principles: To support the Department of the Navy we will: • Provide candid, objective and uninhibited analysis and advice. • Emphasize integrity, ethics and discipline. • Promote efficiency, effectiveness and readiness. • Conduct our activities with the highest standards of ethical leadership and professionalism. • Advocate for quality of life for Sailors, Marines, their families and DON civilian employees. • Exercise fairness, impartiality and timeliness in accomplishing • our mission. 5

6. News You Can Use! • What We Do? • Special Focus Studies • Recurring Findings • Hotlines / Problems / Rules / Examples • Personal Conduct • Discussion

7. What We Do • Command Inspections (Echelon II) • Procedural compliance, Quality of Life (home/work), command climate • “Inspecting the inspectors” • Area Visits – emphasis on Quality of Home/Work Life. • https://www.ig.navy.mil/studies/areavisits.htm • Special Focus Studies • https://www.ig.navy.mil/studies/studies.htm • Hotlines / Senior Officials Investigations Identify and Advocate Best Practices 7

8. Echelon II IG Network

9. Special Studies Library • Portable Water Study • Sexual Assault Study • Computer Based Training Study • Financial Health of Sailors Study • Wounded Warriors Reserve Study • Substituting Civilian Positions for Military Billets Study 9

10. Special Studies Library con’t • Alcohol Abuse Prevention Study • Ombudsman Program Study • Domestic Abuse Study • Drug Detection and Prevention Study • Wounded Warrior Study 10

11. Recurring Findings • Funding levels are not meeting mission requirements • 24/7 OPS expected but not funded • Sailors are paying “out of pocket” • Manpower decreasing while mission requirements remain • Negative impact on oversight and management of some administrative programs, as they take second priority to operational requirements • Facilities • Deterioration due to long term SRM shortfalls • Environmental Notice of Violations continue • Safety and Occupational Health • Headquarters program oversight is deficient • Overseas has region-specific challenges

12. Recurring Findings • Medical • Health Re-Assessment rates are not at DOD required goals • CMEO • Command Climate Assessments (when done) lack analysis and follow-up • Child Development Centers • Demand exceeds capacity; hours/issues for Single Sailors • Lowest satisfaction rating (56%) among surveyed QOL issues • QOL: Command involvement necessary to mitigate stressors: • Ombudsmen are underutilized • Poor command level execution on “Brilliant on the Basics”

13. Hotlines • To provide a method to receive and investigate reports of fraud, waste, and mismanagement • To alert to potential “Big Navy” issues • To resolve individual cases • DoD instruction 7050.1 requires all services to establish a hotline

14. Sources of Complaints • DoD IG • Navy IG Hotline • Congressional Complaint • Other Sources • Letter and emails to CNO/SECNAV • During course of other investigations • Media queries

15. Hotline Complaint Numbers Typical Year 939 “NOT SUBSTANTIATED” 192 (20% of all cases) - 50% of tasked cases (50% Anonymous) “SUBSTANTIATED” COMPLAINANTS 193 (21% of all cases) - 50% of tasked cases 385 (41%) TASK FOR “ACTION” TASK FOR “INFORMATION” ECHELON II COMMANDS NAVINSGEN N-6 213 (23%) “BOOKFILE” – Non-Investigative – those lacking merit or redirected for assistance 307 (32%) REFERRED – Not Naval IG cognizance (e.g. AIO, NAVAUDSVC, NCIS, etc.) ROUTE ANY SENIOR OFFICIAL CASES TO N-5 34 (4%) Numbers DO NOT INCLUDE “Touch ‘n Go’s”

16. Alcohol Abuse Study Things to Do • Early intervention reduces alcohol related incidents • Unfortunately - Most Navy intervention takes place after ARI • Characteristics of successful programs: • Engaged leadership with active/coordinated program • Targets individuals, supervisors, command leadership, base/unit population, and local community • Considers region specific risks • Provides drinking guidelines (e.g., Warren AFB 0-0-1-3) • Provides MWR and local alternatives

17. NAVCENT Liberty Incidents • Incident • During a few hours on liberty in Dubai, a young sailor became extremely intoxicated, vandalized several cars, physically assaulted a police officer and was arrested. • Costs to Navy • Sailor detained 80 days in Dubai • Over 600 man-hours to resolve case • Nearly $100,000 • Lessons Learned from all NAVCENT Incidents • 87% of Incidents are alcohol related • 81% involved Sailors 25 yrs. or younger, regardless of rank

18. Resources & Best Practices • Alcohol Abuse – OPNAVINST 5350.4D • http://www.npc.navy.mil/CommandSupport/NADAP Ref: Best Practices Alcohol • Nuclear Prop. Program Guidance – OPNAVINST 5355.3B • Drug Abuse – OPNAVINST 5350.4D • http://www.npc.navy.mil/CommandSupport/NADAP Ref: Best Practices Drugs • Nuclear Prop. Program Guidance – OPNAVINST 5355.3B • Plus: Notify NCIS • Ombudsman Program – OPNAVINST 1750.1F • Sexual Assault – OPNAVINST 1752.1B • http://www.nffsp.org Ref: Sexual Assault • Special Incident Reporting – OPNAVINST F3100.6J

19. Fraternization(Examples: Dating, cohabiting, business ventures, borrowing money….) Article 134, UCMJ: Officer, fraternized with an enlisted member; violated traditions and customs; conduct prejudicial to good order and discipline; bringing discredit. US NAVY REGULATIONS 1165: Prohibits personal relationships between officers and enlisted personnel that are unduly familiar and do not respect the differences in grade or rank. OPNAVINST 5370.2C: Prohibits unduly familiar relationships between officer and enlisted personnel (incl. among officers and among enlisted whenever the relationship does not respect the differences in grade or rank); does not require a direct senior-subordinate supervisory relationship; regardless of the other person’s service affiliation or service rules. Subsequent marriage does not excuse or mitigate any illegal conduct.

20. Potential Misconduct MORAL VALUES FOR DUMMIES

21. Potential Misconduct • Chief spent significant amounts of time with his First Class. • Continued relationship after multiple warnings from the command. • Allegations of unduly familiar relationship substantiated.

22. Sexual Misconduct • Chief: fraternization reported with E-6 in his command. Investigation substantiated sexual relationship and hostile work place. • Chief and PO1 was taken to NJP. • Detached for cause for both individuals.

23. Abuse of Authority Chief routinely used staff personnel to run personal errands, copy college home-work, etc… Government Auto use. Following investigation and interview… reprised against staff. 23

24. Warning Signs/Telltales • Am I proud to tell my spouse/ children/Mom what I did today? • Would I like to read about this in the Navy Times? • You can pass Joint Ethics Regulations test but… • Appearance (perception) may get you in trouble.

25. Warning Signs/Telltales • “Our JAG isn’t a team player. No need to seek his/her advice!” • “I did not understand seemingly random deposits into my travel account” (or LES) • “My Yeoman takes care of my travel claim.” Ditto: “… my leave accounting.” • “It must be okay; my predecessor did it.”

26. MILITARY WHISTLE-BLOWERS Federal statute prohibits reprisal, for protected communications. Protected Communication:Any lawful communication to a Member of Congress or an IG. A communication to a member of a DoD audit, investigation, law enforcement organization, or to a superior in the member's chain of command, that discloses a violation of law or regulation, gross mismanagement, a gross waste of funds, an abuse of authority, or a substantial and specific danger to public health or safety. Personnel system must be solid! Key: document your decisions!

27. Remember… …Like it or not. You are living in a fish bowl… Be proud of it!!!

28. What You Can Do • Good leadership – at sea and ashore! • Check your ego at the door…it’s not about you anymore… • Talk often with personnel • Deck plate leadership • CPO calls • Small groups/by pay-grade • Be involved with CDBs • Encourage people to give you “bad news” • Team up with your SJA/JAG

29. What successful commands do! • Command Self-Assessment • Know your readiness / Keep the boss informed • Set command standards / cleanliness / zone inspections • People Programs – CMEO, climate surveys • Know what training you must personally lead • Includes “Look them in the Eye” discussions • Value of “rehearsals” • Have a solid Sponsorship and Mentorship programs • Career Development Boards

30. Thoughts on Leadership • Do the Right Thing • Don’t Let Others Violate Rules • Be Careful What You Say • Perception is Reality in the Public’s Eye • Lead From the Front • Stay Fit • Keep Your Sense of Humor • Ship, Shipmate, Self • FCPO Mess • People Programs – Sponsor, CMEO, command climate surveys, Pride & Professionalism

31. Questions? Seek Advice! Call or email for Advice/Assistance 202-433-4832 DSN 288-4832 Jeffrey.r.clark1@navy.mil Website:www.ig.navy.mil NAVIG Hotline: 1-800-522-3451