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Naval Inspector General
National First Class Association
Jeffrey. R. Clark, Sr.
CMDCM (AW/SW)
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And the
Emmy
goes to …
NAVY IG
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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
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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.
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News You Can Use!
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What We Do?
Special Focus Studies
Recurring Findings
Hotlines / Problems / Rules /
Examples
• Personal Conduct
• Discussion
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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
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Echelon II IG Network
BUMED
NAVPERS
NAVAIR
NAVAUDSVC
NCIS
NETC
NAVFAC
HISTHERITAGECOM
NAVLEGSVCOM
PGSCOL
SAFECEN
NAVSEA
SPECWAR
NAVSUP
WARCOL
FLDSUPPACT
CNIC
RESFOR
ONI
ONR
OPTEVFOR
SPAWAR
SSP
USFF
FCC
NAVCENT
NAVEUR
NAVSOUTH
NAVY BAND
SECNAV/OPNAV Staff
Supported by
NAVINSGEN
PACFLT
USNA
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Special Studies Library
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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
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Special Studies Library con’t
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Alcohol Abuse Prevention Study
Ombudsman Program Study
Domestic Abuse Study
Drug Detection and Prevention Study
Wounded Warrior Study
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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
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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”
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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
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Sources of Complaints
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DoD IG
Navy IG Hotline
Congressional Complaint
Other Sources
• Letter and emails to CNO/SECNAV
• During course of other investigations
• Media queries
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Hotline Complaint Numbers
Typical Year
939
(50% Anonymous)
COMPLAINANTS
NAVINSGEN N-6
“NOT SUBSTANTIATED”
192 (20% of all cases) “SUBSTANTIATED”
- 50% of tasked cases
193 (21% of all cases)
- 50% of tasked cases
385 (41%)
TASK FOR “ACTION”
TASK FOR “INFORMATION”
ECHELON II
COMMANDS
213 (23%)
“BOOKFILE” – Non-Investigative – those
lacking merit or redirected for assistance
307 (32%)
REFERRED – Not Naval IG cognizance
ROUTE ANY SENIOR
OFFICIAL CASES TO N-5
(e.g. AIO, NAVAUDSVC, NCIS, etc.)
34 (4%)
Numbers DO NOT INCLUDE “Touch ‘n Go’s”
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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
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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
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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 18
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.
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Potential Misconduct
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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.
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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.
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Abuse of Authority
Chief routinely used staff
personnel to run personal
errands, copy college homework, etc… Government Auto
use. Following investigation and
interview… reprised against
staff.
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Warning Signs/Telltales
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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.
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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.”
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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!
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Remember…
…Like it or not.
You are living in a
fish bowl…
Be proud of it!!!
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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
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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
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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
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Thoughts on Leadership
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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
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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
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