Jeffrey r clark sr cmdcm aw sw
This presentation is the property of its rightful owner.
Sponsored Links
1 / 31

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


  • 175 Views
  • Uploaded on
  • Presentation posted in: General

Jeffrey. R. Clark, Sr. CMDCM (AW/SW). Naval Inspector General National First Class Association. And the Emmy goes to …. NAVY IG. 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

Download Presentation

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

An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -

Presentation Transcript


Jeffrey r clark sr cmdcm aw sw

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

Naval Inspector General

National First Class Association


Jeffrey r clark sr cmdcm aw sw

And the Emmy goes to …

NAVY IG


Why brief fcpo

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


Naval inspector general

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


News you can use

News You Can Use!

  • What We Do?

  • Special Focus Studies

  • Recurring Findings

  • Hotlines / Problems / Rules / Examples

  • Personal Conduct

  • Discussion


What we do

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


Echelon ii ig network

Echelon II IG Network


Special studies library

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


Special studies library con t

Special Studies Library con’t

  • Alcohol Abuse Prevention Study

  • Ombudsman Program Study

  • Domestic Abuse Study

  • Drug Detection and Prevention Study

  • Wounded Warrior Study

10


Jeffrey r clark sr cmdcm aw sw

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


Recurring findings

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”


Hotlines

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


Sources of complaints

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


Jeffrey r clark sr cmdcm aw sw

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”


Jeffrey r clark sr cmdcm aw sw

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


Navcent liberty incidents

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


Resources best practices

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


Fraternization examples dating cohabiting business ventures borrowing money

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.


Potential misconduct

Potential Misconduct

MORAL

VALUES

FOR

DUMMIES


Potential misconduct1

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.


Sexual misconduct

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.


Jeffrey r clark sr cmdcm aw sw

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


Warning signs telltales

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.


Warning signs telltales1

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.”


Military whistle blowers

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!


Remember

Remember…

…Like it or not.

You are living in a fish bowl…

Be proud of it!!!


What you can do

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


What successful commands do

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


Thoughts on leadership

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


Questions seek advice

Questions? Seek Advice!

Call or email for Advice/Assistance

202-433-4832

DSN 288-4832

[email protected]

Website:www.ig.navy.mil

NAVIG Hotline:

1-800-522-3451


  • Login