Order & Discipline The Office of the Inspector General - Fort Sill
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T h e O f f i ce o f t h e In s p e c t o r G e n e r a l
United States Ar my Fires Center of Excellence
Fo r t h e
Order & Discipline
A publication for the Soldiers, Army civilians and families at Fort Sill, Oklahoma
April-June 2021 Fiscal year 2021, third quarter
For the
Page 2 Page 3 Fiscal year 2021, third quarter
Order & Discipline
COMMAND CORNER
Toxic leader?
CONTENTS
Lt. Col. Cynthia P. Henderson, command inspector general
As your IG Professionals, level leaders is required; however, this
Toxic leader? my team and I recognize becomes toxic when these subordinate
01 Lt. Col. Cynthia P. Henderson 3 and appreciate the dedica- leaders have their decisions adjusted
tion, time and effort from without cause, have their superiors ques-
People first!
02 Master Sgt. Warren L. Jenkins 4 leaders to confront and
combat negative command
tion “why” and the “what” for every deci-
sion made, and are berated without any
Some inspector general history climates. The term "toxic" is support to correct issues. Constant meet-
03 Lloyd E. Dixon 7 often used. We focus a ings and briefings are another symptom
Teaching and training vast number of hours com- of micromanagement that may go over-
Inspector
04 Capt. Jedidiah Z. Schlissel 8 bating the corrosives of sexual assault/ looked. When leaders require numerous
sexual harassment, extremism/racism time-consuming meetings and briefings
Ten steps for success with the IG
10 and suicide. It is understandable and nec- in order to “get a warm and fuzzy,” it
General 05 Capt. Alistair M. Alexis essary to demonstrate that unit leaders could be a demonstration to subordi-
Mission Family non-support updates are addressing the issues and care about nates that they don’t trust their abilities
The Office of the 06 Sgt. 1st Class Regan L. Davis 12 their Soldiers. or decisions.
Despite these demonstrative and Lack of respect shown from high-
Inspector Gen-
eral provides
07 Fort Sill inspector general outreach 14 continued efforts, some of our clients of-
ten use "toxic" to describe their units.
er echelons to lower, and the lack of sim-
ple professionalism: Common courtesy.
Whether describing their leadership in The use of “please” and “thank you” in
assistance, 08 Assistance trends for Fort Sill 16 particular, and how said style is not IAW emails or when speaking to a subordi-
teaches and AR 600-20, Army Command Policy and AR nate truly goes a long way. These two
trains and con- 09 Fort Sill inspector general events 18 600-100, Army Profession and Leader-
ship Policy, we are aware that there are
words aid in demonstrating both care
and concern. However, to some, these
ducts inspec- Updates to personnel action flagging some Soldiers operating in a perceived niceties may be considered unneeded or
tions and inves- 10 Sgt. 1st Class Eric J. Ballheimer 20 negative climate. Unfortunately as these a waste of time. In addition, professional
Soldiers are not military seasoned, their courtesy, something demonstrated via
tigations as di- Open door policy
rected by the
11 Sgt. 1st Class Jacob Z. Maxwell 21 morale, willingness to serve, or worse,
teach other impressionable leaders that
information dissemination, is often lack-
ing.
U.S. flag etiquette this is "how" you should lead is at stake. Information is withheld until the
Commanding
12 Sgt. 1st Class George T. Schwarz 24 Because of this, all leaders must last possible moment with little concern
General for and
Courtesy and welfare visits recognize what a toxic command climate/ as to how it affects a subordinate’s du-
throughout the 13 Sgt. 1st Class Kenneth M. Prevatt 26 leadership style looks like. It is similarly ties. Furthermore, desired end states and
important to recognize the symptoms in standards are often ambiguous, thus
United States ASAP/SUDD-C
28 order to understand that what Soldiers maximizing subordinate’s uncertainty. In
Army Fires Cen- 14 Sgt. 1st Class Julian M. Maez might be experiencing is not how a posi- these environments, Soldiers, noncom-
Army command policy updates tive command climate should be. Lead- missioned officers, and officers are casti-
ter of Excellence
15 Sgt. 1st Class Bradley K. Close 30 ers, both current and future, who know gated for not understanding the right way
and Fort Sill in what to look for, can take steps to miti- to accomplish tasks to their leader’s
order to assist 16 Upcoming inspections 31 gate. At the very least, leaders must en-
sure that they don’t fall into the following
standards. However, they will continue to
fail if senior leadership does not take the
commanders in
traps and perpetuate the behavior. time to coach, teach and mentor subordi-
achieving disci- Micromanagement: Symptoms of nates. As #39 of the Fires Fifty states:
plined and com- this can be as innocuous as timelines Leadership is a contact sport and
Editor: Capt. Jedidiah Z. Schlissel and not the Department of Defense or its elements. The content
specifying every action and activity down it requires daily interaction. As
bat-ready units contained within does not necessarily reflect the U.S. Army’s to the minute, leaving no room for flexibil- such, taking the time to develop
Our office can be reached by email at usar-
and to maintain my.sill.fcoe.mbx.fort-sill-inspector-general@mail.mil position or supersede information in other official publications. ity. It can also be as insidious as battalion those under your charge is an in-
or by phone Purpose: Originally distributed as the FCoE IG Bulletin, a
and company levels digging down into herent responsibility. More im-
the operational at (580) 442-3224. monthly publication, this format features a wider variety of topics
squads and teams to the point of direct-
Disclaimer: For the Order and Discipline, a professional that affect the Fort Sill population. The contents exemplify a com- portantly, Soldiers want and de-
effectiveness of bulletin, is published quarterly by the Office of the Inspector Gen- ponent of our Teaching and Training function to improve com- ing individual platoon-level Soldiers. Dele- serve guidance and direction.
eral at the Fires Center of Excellence, 1613 Randolph Rd., Ft. Sill, mand readiness and warfighting capability for units across the
the command. OK 73503. The views expressed within are those of the authors installation. gating tasks and missions to subordinate- (Continued on page 6)
For the
Page 4 Page 5 Fiscal year 2021, third quarter
Order & Discipline
NCO BUSINESS
NCO BUSINESS
Pe o p l e f i r s t ! Pe o p l e f i r s t !
Master Sgt. Warren L. Jenkins, inspector general NCOIC (continued)
Fires Strong, Team Sill! For just a few of the strategies making up the
this quarter’s subject I people-first initiatives. These initiatives
would like to provide infor- get after building cohesive teams in the
mation on the People First Army. With the right people, in the right
Strategy and highlight just place, at the right time, our Army will suc-
a few of the topics that sur- cessfully remain the world’s most ready,
round our community. The lethal, and capable land-combat force.
secretary of the Army and Some quality-of-life priorities to
chief of staff of the Army which senior leaders are committed fo-
have changed the Army’s number one cus on quality housing -- both for families Figure 1:
priority to “People First.” By doing so, the and Soldiers in the barracks, world-class
Army is signaling that investing resources healthcare, quality childcare and youth Building
in our people-initiatives is the most effec- services, meaningful employment for cohesive
tive way to accomplish our constant mis- spouses, and fixing permanent change of teams
sion: to deploy, fight, and win our nation’s station moving challenges. These priori-
wars by providing ready, prompt, and sus- ties will require leader oversight and en-
tained land dominance by Army forces gaged leader action, along with policy
across the full spectrum of conflict as and resources to make these commit-
part of the joint force. ments work.
Army senior leaders are emphasiz- Bottom line, winning matters and
ing building cohesive teams and the gold- we all want to be on the winning team at
en triangle, which is an effort to reinforce the end of the day. Getting after the cor-
how leaders take care of Soldiers by rosives, educating our leaders, and ap-
building a connection with the families of plying the right resources gets after car-
those they lead. ing for our people. Since the Army people
How do we build cohesive teams? strategy covers fiscal years 2020 through
The sergeant major of the Army has start- 2028, the implementation of this strate-
ed the “This is My Squad” initiative that gy will take time but it will be data-driven,
gets after rooting out sexual misconduct, identify gaps, implement solutions to
suicides, and racism. These areas are close gaps, and measure improvements
constant issues in the Army and break to better assess progress so we may
down cohesive teams and units. Simply build upon and create more effective
put, treatment of each individual with dig- ways to fight and win our nation’s wars.
nity and respect and taking care of each Master Sgt. Warren L. Jenkins entered
other are ways we can break the cycle on active duty as a 13B, cannon crewmember in
January 2001. He has served in various positions
the corrosive issues, which break trust including platoon sergeant, battalion master gun-
and harm Soldiers. ner, battalion operations noncommissioned of-
Figure 2:
In addition recognizing that our ficer in charge, and most recently battery first Strategic approach
Soldiers and civilians should have the sergeant in the 101st Airborne Division (Air As-
best quality of life, establishing talent- sault). Jenkins has been serving as an inspector through 2028
general at the USAFCoEFS Office of the Inspector
management programs, changing the cul- General since September 2020.
ture and the way our leaders think are
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Order & Discipline
COMMAND CORNER
DEPUTY CORNER
Toxic leader? (continued) Inspector gener al history
Lt. Col. Cynthia P. Henderson Lloyd E. Dixon, deputy inspector general
(Continued from page 3) ing a direct or deliberate leader does not The Continental Army, The overall concept of the Army IG
make you or your organization toxic. Nev- when formed in 1775, rep- system has remained constant through
Zero-defect mentalities and zero- ertheless, there are times when we may resented a disorganized more than two centuries of war and
tolerance policies are standard: Holding need to step back, and theoretically array of militia from differ- peace. The major changes have occurred
the group accountable for the actions of place ourselves in our Soldiers, officers ent colonies with little uni- in how we execute and apply the Army IG
one or a few. This happens when leaders or noncommissioned officers position. In formity in organization, system to today's transforming and oper-
restrict freedoms and privileges en doing so, we’re better able to determine procedure, drill, appear- ationally oriented Army. Today's Army IG,
masse, opposed to holding individuals if we’ve treated them with the respect ance, or equipment. The like the Army IG of the past, is an exten-
accountable and making them examples. that they too deserve. Furthermore, as Continental Army’s leaders sion of the commander's eyes, ears,
Mass corrections are the norm in these Teaching and Training is one of our four could not compare to the experienced, voice, and conscience. IGs serve their
climates, with toxic leaders adhering IG functions, we are also available to pro- solid officer leadership of the British Ar- commanders, their commands, and the
strictly to the letter of every policy and vide unit training. my. General George Washington, the Soldiers, civilians, and family members
regulation in order to maintain “good or- In closing, as we continue to com- Army’s newly designated commander-in- that comprise that command. For nearly
der and discipline.” The unforeseen side bat the corrosives of: sexual assault/ chief, was clearly dissatisfied with the 244 years, IGs have served their com-
effect of this overzealous method is that sexual harassment, extremism/racism training and readiness of his diversified manders and commands by teaching and
it is taken to such an extreme that it ac- and suicide, may we also strive to con- and inexperienced forces. training, inspecting, assisting, investigat-
tually destroys good order and discipline, tend against the same. People First! On Oct. 29, 1777, General Wash- ing, and sometimes auditing.
morale, and initiative. On the surface, Lt. Col. Cynthia P. Henderson entered ington, recognizing that the future of the Today, the four functions of in-
this notion seems to come from a pater-
nalistic place, wanting to care for and
protect subordinates. However, when
active duty as a 13A, field artillery officer, in
2000, and transitioned to her control branch of
Adjutant General Corps, then 42B, in 2004. She
has served in various positions including G1 at
Army and the Nation was in peril, con-
vened a council of 14 general officers.
This council decided, among other things,
spections, assistance, investigations,
and teaching and training define our Ar-
my IG system. These functions, like the
US
words and actions are not aligned, it’s 19th Expeditionary Sustainment Command, per- that an inspector general (IG) for the Ar- overall Army IG system, emerged over the
made clear that these leaders are simply sonnel accountability division chief at 14th Hu- my was necessary. This IG would super- years, principally during times of war. The
trying to protect their own reputations. man Resources Sustainment Command, and ex- vise the training of the entire Army to en- rich history of the Army IG system has
ecutive officer to the Forces Command chief of sure troop proficiency in common tactics. contributed to its effectiveness and phi-
Soldiers need to be allowed to fail or staff. Henderson has been serving as the com-
they will never learn. mand inspector general at the USAFCoEFS Office Moreover, the IG would be the command- losophy today.
How do we get ahead of this cor- of the Inspector General since September 2020. ers’ agent to ensure tactical efficiency in Lloyd Dixon entered civilian service as an
rosive? We do so by taking personal in- the Army by focusing on the greatest and assistant inspector general, in 2008. He has
been serving as the deputy inspector general at
ventory of ourselves and weigh our ac- “Droit-et-Avant” most pressing need of the troops, tactical the USAFCoEFS Office of the Inspector General
tions against AR 600-100, Army Profes- competence. The council envisioned the since April 2010.
sion and Leadership Policy. Granted, be- duties of this position to be those of a
“drillmaster general” or a “muster master
general.” On Dec. 13, 1777, Congress
created the office of the IG within the Ar-
my. The congressional resolution author-
ized two IG positions.
These inspectors general would
be responsible to review the troops, en-
sure that officers and Soldiers received
Figure 3: instruction in exercise maneuvers estab-
Instance of the “This is My lished by the Board of War, ensure that
Squad” campaign discipline was strictly observed, and en-
sure that officers commanded properly
and treated their Soldiers with justice.
The Army IG system that enhanced the
warfighting and readiness capabilities of
the Continental Army in 1778 is still serv-
ing that same critical purpose in today's
different global operations.
For the
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Order & Discipline
INSPECTIONS
INSPECTIONS
Te a c h i n g a n d t r a i n i n g Te a c h i n g a n d t r a i n i n g
Capt. Jedidiah Z. Schlissel, chief of inspections (continued)
The inspector general (IG) performing their mission-critical func- into the 'don't know' category because, as the IG has discovered during the assis-
is an Army organ with a tions of inspections, assistance, and in- a complex and highly regulated Army, we tance inquiry.
variety of functions that a vestigations. As an independent function, have many standards and requirements IG Investigations: Like the inspec-
majority of service mem- IGs directly serve as educators of Army that often overwhelm leaders at all levels. tions and assistance functions, IG investi-
bers misunderstands. standards and doctrine through this func- On-site opportunities to educate units gations and investigative inquiries pre-
There is a mistaken im- tion, to include teaching units how to re- and other organizations on these stand- sent numerous opportunities for teaching
pression that the IG’s pri- build or reestablish systems that have ards -- and how the system works in gen- and training. Teaching and training when
mary function is to conduct withered due to high operational tempo. eral -- are critical to avoiding recurring gathering testimony (sworn and record-
investigations. Conversely, Inherent in both approaches to teaching problems related to the system. While ed, etc.) provides IGs an excellent oppor-
while on paper the assistance function and training are the IG's regulatory re- time may often be a factor, IGs always tunity to explain standards, especially to
for inspectors general constitutes the quirements for this function as found in strive to teach standards as they gather subjects and suspects who may not un-
bulk of our workload, assistance is not paragraph 1-4.b.(6). That paragraph information because, in most cases, derstand how and why they may have
the most exercised of the IG functions. charges all IGs to teach and train by: knowing one's role in that system and violated a particular standard. For exam-
And of course, the IG makes itself emi- a. Teaching policy, procedures, sys- how to make it work is the best remedy ple, the allegation may involve a misuse
nently visible during their often dreaded tems, and processes to help organi- for a systemic problem. of government property; and, while gath-
In each IG inspections. In each of these functions zations and activities improve opera- Assistance: Many complainants ering testimony from the subject/
mentioned, integral, ever-present and tions and efficiency and accomplish often bring issues to the IG for resolution suspect, the IG may realize the individual
IG entwined in each of them is teaching and command objectives. that do not merit an inquiry because the simply does not know or understand the Teaching
function, training, perhaps the most important b. Disseminating information, innova- individual fails to understand the current policy. In these cases, the IG may take and
function – the one which corrects, in- tive ideas, and lessons learned. standards and may not realize that a the time to explain the standard to the
integral, structs, and prevents. Focusing on teach- c. Training acting IGs, temporary as- individual and, in some cases, why the training is
problem does not exist. These unfounded
ing and training, we will attempt to dispel sistant IGs, and administrative sup- issues require on-the-spot teaching by individual's alleged actions may have vio- both an
ever- some preconceptions of the IG, heavily port personnel who are not required lated that standard.
the IG to inform the individual of what the embedded
present referencing the IG Teaching and Training to attend TIGS using instructional ma- standard is and why the complaint lacks Other means of exercising our and an
Guide. terials provided by the school. merit. For example, a Soldier may com- teaching and training function is through indepen-
and The IG has four core functions es- d. Assisting leaders at all levels in plain to the IG that he or she did not re- direct outreach opportunities, that is the
tablished by Army Regulation 20-1, IG teaching the Army professional ethic, independent function of teaching and dent
entwined ceive the proper number of permissive
Activities and Procedures: teaching and the Warrior Ethos, and the Army's Ci- temporary duty (PTDY) days from the training. Incidentally, this very forum and function of
in each of training, assistance, inspections, and in- vilian Corps Creed. commander. After the IG learns more medium of articles in print is a prime inspector
vestigations. In keeping with the guiding IG inspections: IG inspections of background information from the com- method and means of exercising our general
them is philosophy of Maj. Gen. Wilhelm von systemic issues traditionally rely upon plainant upon receiving the IG action re- teaching and training function. Our office operations.
teaching Steuben (the U.S. Army’s founding IG), multiple units and other organizations for quest (IGAR), the IG can immediately con- already participates in a number of
the chief goal for each of the four func- information related to the topic in ques- sult the governing regulation with the these, and is always eager to incorporate
and tions is to assist commanders with im- tion. The focus is on resolving the pattern complainant present to determine if the additional opportunities across the instal-
proving their readiness and warfighting of noncompliance within the system, and individual's concerns are in accordance lation as our office seeks them out. Our
training, capability. He explicitly established teach- the units and other organizations experi- with current Army policy. In many cases, office also welcomes requests to partici-
perhaps ing and training as the first and bedrock encing these problems serve as data- complainants do not fully understand pate in units’ leader professional devel-
function of the Army IG toward that end. gathering points that allow the IG to iden- how their situation applies to the policy, opment sessions. Here is a brief list of
the most Fittingly in keeping with this seminal pur- tify the trouble spots within the system and the IG uses this opportunity to ex- teach and train forums: commander/first
pose, Lt. Gen. Leslie C. Smith, the current and make recommendations that, when plain such matters to the individual. But sergeant courses, initial entry training
important Army IG, continually makes a point to em- implemented, will resolve the systemic orientation courses, new comer briefings
even when complainants submit founded
function. phasize teaching and training as the issue. IG inspectors, while gathering the IGARs for IG action, the IG can still teach and commander in-briefings. Generally,
number one priority for the IG. required information, often take those the complainant about any current our agenda covers ways we can
Army Regulation 20-1, Chapter 4, opportunities to explain to the units and changes to the policy (or standard) in assist commanders and Soldiers
addresses teaching and training as both organizations they visit the particular question, especially if those changes may through our various functions, as
an embedded and an independent func- standards (with current updates) that modify the results of the assistance in- well as covering generalized
tion. As an embedded function, teaching pertain to the system in question. Many quiry. IGs often take advantage of the trends and issues that come
and training allows IGs to profess stand- root causes for non-compliance, which in step to notify complainants of the results through our office. Provided time
ards, explain systems and processes, and turn lead to larger systemic issues, fall as a good opportunity to teach complain- for planning and research, our of-
teach current Army doctrine while IGs are (Continued on page 9) ants about new or revised standards that (Continued on page 11)
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Order & Discipline
ASSISTANCE & INVESTIGATIONS
ASSISTANCE & INVESTIGATIONS
Te n s t e p s f o r s u c c e s s w i t h t h e I G Te n s t e p s f o r s u c c e s s w i t h t h e I G
Capt. Alistair M. Alexis, chief of assistance & investigation (continued)
For individuals to garner resolving problems. A chaplain, a con- to regulations or policy determined to be diers assume the commander has inter-
maximum benefit from gressman or local IG can help out if ap- inappropriate or unfair, or recommend vened and muzzled the IG if they do not
their interactions with the propriate, but they often must ultimately that a non-IG person or organization rec- hear the results of the investigation/
(inspector general) IG, work with the chain of command to gain ommend changes. That said, recommen- inquiry immediately. Heavy workloads
leaders and Soldiers must a resolution to the issue. dations to change a regulation, if accept- require time.
understand the capabili- 3. Try all other appropriate reme- ed, take time to go into effect. 10. Be prepared to take “no” for
ties and appropriateness dies. The IG is sort of a “court of last re- 7. An IG is not a commander and an answer: Do not assume that a nega-
of the IG system. IG are not sort.” Other remedies should be used can only make recommendations, not tive answer from the IG is wrong just be-
commanders and cannot first if they are available. give an order: Some Soldiers get upset cause it is unpalatable. IG answers are
take direct action. Inspectors General 4. Deal with the closest IG; it will because nothing seems to have hap- based on regulation and policy. If the Sol-
must operate within the same DoD, DA speed up the process. The IG at a major pened as a result of their complaint. dier is absolutely certain the answer is
and other regulatory and policy frame- command or Army level cannot personal- Keep in mind that the IG can only advise, wrong, and if he or she has some addi-
work as everyone else. Inspectors Gen- ly investigate each complaint. In most not order a commander. There may be tional evidence to support that certainty,
eral assist personnel with issues but in cases, the higher IG will refer issues and good reasons the IG recommendation the case may be reconsidered. If a per-
many instances cannot resolve issues requests to the IG at the level nearest was not acted upon or has not yet been son is merely unhappy because the reso-
without information or documentation, that of the complainant. That IG will then acted upon. Very likely, the IG recommen- lution or answer provided was not what
which must be provided to the IG. inquire into all aspects of the case and dation has been acted upon, but either the individual wanted to hear, the answer
Inspectors General do not conduct provide all the information to the IG at the complainant may not know that it cannot change unless the underlying reg-
actions when a complainant brings a the higher level. This is not to imply that was, or may not like the recommendation ulation or policy changes.
matter not appropriate for our office to a Soldier cannot deal with an IG at any itself. Leaders and Soldiers must under-
address. If there is already a due process level desired. The problem may be so 8. IGs can only resolve a case on stand the IG system and use it properly. I
established, the IG office cannot inject sensitive that the Soldier is reluctant to the basis of provable facts: An IG uses encourage leaders to inform their subor-
itself into that process until it is pursued discuss it with anyone assigned to his or proof and evidence to resolve cases, and dinates and peers on these ten steps to
and completed. An example of this is an her own unit. A consideration factor when gathers information from a broad spec- facilitate success when interfacing with
officer or noncommissioned officer evalu- contacting a higher level IG will be the trum or persons and sources. Also, just the IG.
ation report (or OER/NCOER) appeal. The extra time necessary for processing the because a person says their supervisor Capt. Alistair Alexis entered active duty
appeals process is an existing means of complaint given the extra layer as a re- violated a regulation does not make it a as a 92R, Parachute Rigger, in 2005 and earned
redress in Army policy, as are many other sult. proven fact. his commission as a 92A from Officer Candidate
The IG is avenues of redress for other circumstanc- 5. Level with the IG because the School in 2009. He has served in various posi-
9. Do not read evil thoughts into tions including company commander, current
es. The IG will work with persons to un- IG will know soon enough if the truth is an ongoing investigation or inquiry: It is operations officer and distribution platoon leader.
sort of a derstand the recommended solution for being twisted. If an IG is asked to ad- human nature to look at things from a Alexis has been serving as a division branch chief
“court of his or her problem, but in many cases, dress an issue which the complainant very personal point of view. Some Sol- at the USAFCoEFS Office of the Inspector General
the person seeking the IG assistance knows to be unfounded, if information since October 2020.
last must conduct the action on his or her brought to the IG is not truthful, or the
resort.” own, such as submitting the appeal dis- complainant simply wishes an outcome
cussed above. The IG will not initiate to be changed to benefit the complainant
Other these actions on behalf of someone if a despite the outcome being legal and
redress process exists. founded in regulation, this will result in
remedies 1. Be sure there is a problem. Per- wasted time and effort on the part of the Te a c h i n g a n d t r a i n i n g ( c o n t i n u e d )
should be sonal pet peeves can loom large in a per- IG and the command. If a policy is per- Capt. Jedidiah Z. Schlissel
son’s mind, but there is little to nothing ceived to be unjust, illegal or improper,
used first the IG can do about a personal pet the IG can inquire into it or recommend a (Continued from page 9) Capt. Jedidiah Schlissel entered active
peeve. If the food in the dining facility way ahead in accordance with step 6, duty as a 13A, Field Artillery officer, in 2011. He
if they has served in various positions including
(DFAC) is consistently cold or the DFAC is below. fice can facilitate training and instruction battery commander, fire support officer
are unsanitary, that is a problem. If someone 6. Keep in mind the IG’s regulato- on a great variety of topics upon request, and multiple launcher rocket system pla-
available. does not like the menu for one particular ry and statutory limits: The IG cannot and thereby improve USAFCoEFS’s readi- toon leader. Schlissel has been serving
meal, that is a personal pet peeve. change a regulation just because it does ness and warfighting capability. as a division branch chief at the USAFCo-
2. Give the chain of command a not suit an individual. However, The IG “Leadership and learning are indispensa- EFS Office of the Inspector General since
May 2019.
chance to solve the problem. The chain of can recommend to proponents changes ble to each other.” – Pres. John F. Kenne-
command is the first stopping point for (Continued on page 11) dy
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Order & Discipline
ASSISTANCE & INVESTIGATIONS
Fa m i l y n o n - s u p p o r t u p d a t e s
ASSISTANCE & INVESTIGATIONS
Fa m i l y n o n - s u p p o r t u p d a t e s
Sgt. 1st Class Regan Davis, assistant inspector general (continued)
The number one assis- specifying a list of minimum require- 6.d. and 2–6.e.). It establishes new guid- means of record-keeping. Leaders must
tance complaint that we ments. ance for calculating interim financial sup- be clear in presenting and explaining rel-
receive here at the Fires The most notable change in this port when a battalion-level commander or evant requirements, violations, expecta-
Center of Excellence IG of- section of the regulation is that the previ- higher has relieved a Soldier of the obli- tions and the consequences of failure to
fice is family non-support. ous version required the commander gation to provide support to a Family meet these expectations and require-
Unfortunately, this alarm- “send a reply in response to each inquiry member (para 2–6.d.(1)(c)). Further, it ments. As always, if you have any ques-
ing trend is also the num- within 14 days of its receipt” to the cur- incorporates Army Directive 2020–04, tions, consult your unit legal advisor.
ber one IG assistance case rent requirement to “send a reply in re- “Enhanced interim financial support,” Sgt. 1st Class Regan Davis entered ac-
across the Army. Neverthe- sponse to each inquiry within a reasona- pertaining to enhanced interim financial tive duty as a 92Y, unit supply specialist, in 2008.
less, this particular issue is not IG appro- ble time of receipt and/or upon comple- She has served in various positions including
support for spouses and changes the battalion logistics NCO, operations NCO and sen-
priate, and is an issue with which many tion” (para 3-3.a.). Distilled, it requires computation formula for enhanced inter- ior supply sergeant. Davis has been serving as
command teams are unfamiliar. Support- reasonable time vs. 14 days. This does im financial support (para 2–6.f.). Word assistant inspector general at the USAFCoEFS
ing family members is obviously a Sol- not imply an unlimited timeframe, but it of advice: do not try to figure it out your- Office of the Inspector General since August
dier’s personal responsibility; however, does allow more flexibility for command- self; always consult legal on matters of 2019.
when the Soldier fails to meet his or her ers to consider surrounding events into financial requirements.
obligation for whatever reason, Army reg- their suspense. To wrap it up, become familiar
ulations confer certain responsibilities to The ever-present disclaimer: with this updated regulation. Unfortunate-
unit commanders. Army Regulation 608- “Commanders should seek the advice of ly, it is an issue all too common, requiring
99, Family Support, Child Custody, and the servicing SJA office on measures that that commanders help Soldiers under-
Parentage (2020), “sets forth Depart- may be taken to enforce compliance stand their legal obligations as well
ment of the Army (DA) policy, responsibili- with, and punish violations of, this regula- as penalties for failure to
ties, and guidance on financial support of tion under applicable Federal, state, or meet these obligations.
Family members, child custody and visita- foreign laws” (para 3-8.a.). The 2020 up- Commanders should
tion, parentage, and compliance with date incorporates policy contained in De- help Soldiers under- TAG sends: Adverse screening, 5 APR 21.
court orders regarding these and related partment of Defense Instruction stand the different From BG Hope C. Rampy, The Adjutant General of the Army:
matters” (para 1.1.). The Army updated 5525.09, “Compliance with court orders options they have - Heads up on a monumental change to our promotion board selection
the regulation after more than 15 years by service members and DoD civilian em- available to meet processes and procedures for MAJ-COL (AC) and COL (RC). Specifically, the
after its last edition (2003), and we will ployee, and their family members outside these obligations. NDAA FY20 law change directed all services to incorporate all adverse infor-
review some of the more salient changes the United States,” pertaining to coopera- As always, but mation maintained by CID, IG, and JAG to be reviewed by board members
relevant to commanders, Soldiers and tion with state and local officials in en- especially in prior to making a selection. In addition, derogatory information within the
their dependents. forcing certain court orders relating to cases of officer’s AMHRR will also be viewed. Typically, this information is kept within
The updated version simplifies overseas service members (para 3–7.d.). non- the restricted portion of the AMHRR.
command obligations in response to fam- It also establishes new guidance related support, - Prior to the convene date of the aforementioned selection boards,
ily support, child custody, and parentage to Army enforcement of ambiguous writ- written ESPD Promotions Branch will notify officers of any adverse information that
Supporting inquiries (chap 3). It first establishes au- ten financial support agreements (para 2 counseling the selection board will see. Officers will be informed as to how they may
family thority for resolution with company-level –3.b.(2)). Additionally it clarifies guidance plays an
members is commanders of the Soldier concerned, provide a rebuttal. Officer rebuttals will then become part of the officer’s My
pertaining to the enforceability of foreign important
obviously a and provides guidelines for conducting financial support court orders (para 2– Board File. The first board that begins this new process will be the FY21 AC
role both for
Soldier’s preliminary inquiries or administrative 4.b.). JAG Colonels board which convenes 28 June 2021. Procedural instructions
the clarity of
personal investigations, if applicable. Importantly, The update also provides guid- will be found in the board’s MILPER message, soon to be published.
all parties
responsibility. it provides specific standard require- ance related to email, text messages, involved - Attached (at the following link) are the slides that my Promotion’s Team
ments for all replies by commanders up- and social media with regard to written and as a put together to highlight the changes and to facilitate the professional de-
on receipt of this issue’s arising. “If a financial support agreements (para 2– velopment of your officers.
commander determines that the Soldier 3.b.). It establishes new guidance related https://www.milsuite.mil/book/docs/DOC-958181
has failed to comply with this regulation to calculating interim financial support
in the past, for whatever reason, or indi- for Soldiers stationed overseas who re- know?
cates any unwillingness to comply with ceive basic allowance for housing solely
this regulation in the future, the com- on account of unaccompanied Family
mander will order the Soldier to comply members residing in the U.S. (paras 2– you
with this regulation” (para 3-4.a.(3)), (Continued on page 13)
Did
For the
Page 14 Page 15 Fiscal year 2021, third quarter
Order & Discipline
TEACH & TRAIN
Fo r t S i l l i n s p e c t o r ge n e r a l o u t r e a c h Fo r t S i l l i n s p e c t o r ge n e r a l e ve n t s
Farewells
This office has been able A bittersweet day
to become part of a num- for the IG office as
ber of the introductory we celebrated the
briefs across the installa- successful 20-year
tion, including 434th FA career of one of
Cadre Training Course,
our assistant in-
Drill Sergeant Orientation
spectors general,
Course, a number of Ad-
Sgt. 1st Class
vanced Individual Train-
Mays. His profes-
ing (AIT) Courses, Ord-
nance Training Detach- sionalism, sense of
ment, NCO Academy and humor, and
Ft. Sill Commander First friendship are pre-
Sgt. 1st Class Close
conducts a brief to Sergeant Course. dominant charac-
battery-level com- teristics that will
manders and first carry him far into
sergeants s at their his future endeav-
installation orienta-
The Fort Sill Inspector General Office puts a lot of energy into
our Teach and Train function. This office takes a preemptive, ors, much as they
tion course
preventative and proactive approach to arming the Soldiers did during his ten-
and workers on Fort Sill with the knowledge they need to be ure within the IG office. We wish him and his family
successful. Knowing is half the battle and the Fort Sill IG does nothing but the best.
their best to direct people to that knowledge.
Although 1st Sgt. Young has moved on from his position at
the inspector general’s office, we were able to present him
his award for his time here at
an office organizational day.
We provide Soldiers an overview brief of the Office of the Inspector General, explain the core
IG roles, functions and operating guidelines of Army regulations, identify issues, inspections
and investigations internal to the USAFCoEFS. Briefers discuss who can request IG Assis-
tance, IG Appropriateness, IG trends, Whistleblower Reprisal, IG Scope and Confidentiality;
they also highlight aspects of the IG which pertain to Soldiers now and in the future.
For the
Page 16 Page 17 Fiscal year 2021, third quarter
Order & Discipline
TRENDS
TRENDS
Tr e n d s f o r Fo r t S i l l Tr e n d s f o r Fo r t S i l l
Assistance and investigations Assistance and investigations
Fort Sill Inspector General Office cases: last 4 quarters Fort Sill Inspector General Office cases:
Comparing 2nd quarter FY 2020 with 2nd quarter 2021*
3RD QTR FY 20 4TH QTR FY 20 1ST QTR FY 21 2ND QTR FY 21
Army Body 118/53 issues
FCoE Trends † Why Soldiers seek out inspectors general:
Composition
brought to IGs
Program
Issues & Allega- •Command referred issues (14/11)
tions: 508/386 ↓
Failure to take •Requests for assistance (104/42) “I have a problem” “What walks
appropriate action
Assistance: through the door?”
481/363 ↓
Housing
Allegations:
What’s going on
27/90 ↑ Cruelty, Top Five Trending Categories Only
Command referred oppression, (in descending order for FY20) throughout the
allegations: maltreatment 1. Command / leadership issues (37/17) ↓ installation?
27/82* Nonsupport of family (20/10) ↓
Duty rosters
Command not- Failure to treat individuals with dignity & respect (3/3) ↔
IG trends indicate issues or
substantiated complaints brought to our
(24/68) Adultery 2. Personal misconduct (11/8) ↓
office. One can best view IG
Electronic harassment (1/2) ↑
Command sub- trends as a snapshot in time of
Privacy Act violation (2/2) ↔
stantiated (3/14) Commander's a general impression held by
Trainee abuse (3/0)) ↓
decision Soldiers, families and Army
civilians regarding conduct at
*Determination track-
Failure to treat with
3. Sexual misconduct/inappropriate relationships (5/6) ↑ their unit. Restated, IG trends
ing begun Adultery (4/3) ↓
01OCT2020
dignity and respect reflect more complainants'
(For an explanation perception of wrongdoing in
Nonsupport of 4. Personnel management—military (14/6) ↓ their units and reflect less pre-
read “Command Refer-
ral: An Evolution,”
family Flagging actions (0/2) ↑ cisely confirmed misconduct.
from FY20Q2, page 8.) Leave and pass (5/0) ↓
0 2 4 6 8 10 12 14 16 18 20
The vast majority of issues IGs
Top Five Major Categories † 5. Reprisal/improper mental health evaluation (0/4) ↑ resolve by reestablishing com-
Statutory reprisal (1/1) ↔ munication with unit leader-
1. Command/leadership issues (157/177) ↑ Hazing (9/3) ↓ Retaliation by cruelty, oppression, maltreatment (0/1) ↑ ship and by teaching and
Nonsupport of family (48/82) ↑ Cruelty, oppression, mistreatment training Soldiers and units on
Dignity and respect (21/15) ↓ (4/3) ↓
*Legend: (FY20 Q1/FY21 Q1)
the regulations governing
↑ — increased number of assistance requests compared with FY20 Q1
Commander’s decisions (11/9) ↓ 4. Sexual misconduct (17/34) ↑ ↓ — decreased number of assistance requests compared with FY20 Q1
those issues.
2. Personnel management – military Adultery (10/20) ↑ ↔ —same number of assistance requests compared with FY20 Q1
The vast majority of allega-
(62/74) ↑ Fraternization (4/1) ↑ tions return not substantiated.
Leave and pass (10/6) ↓ Intimate (2/8) ↑
Flagging actions (12/13) ↑ 5. Finance and accounting (15/22) ↑
NCOER (6/1) ↓ Permanent Change of Station (3/2) ↓ Bottom Line: Most inspectors general spend most of their
3. Personal misconduct (48/47) ↓ Allowances (2/4) ↑ day solving problems brought to them by Soldiers, Army
Trainee abuse (10/5) ↓ Finance services (2/1) ↓ civilians and family members… it's what we do!
†Legend: FY19Q3-FY20Q2 / FY20Q3-FY21Q2
↑ / ↓ / ↔ — increased / decreased / same number of assistance requests within the last 4 quarters compared with the preceding 4 quarters (Data as of April 1, 2021)
For the
Page 18 Page 19 Fiscal year 2021, third quarter
Order & Discipline
Fo r t S i l l i n s p e c t o r ge n e r a l e ve n t s Fo r t S i l l i n s p e c t o r ge n e r a l e ve n t s
Oath and fitness Bir thdays
Maj. Gen. Kamper administers the Inspector
General Oath to Master Sgt Jenkins, the new-
ly certified noncommissioned officer in charge
at the inspector general office here at Fort Sill
Sgt. 1st Class Davis, our office master fitness trainer, per- This office
formed demonstrations of events, graded and ensured threw impromp-
that inspectors general of our office were able to complete tu birthday cel-
and grade the Army combat fitness test.
ebrations for Lt.
Col Henderson
and Sgt. 1st
Class Close, re-
plete with bal-
loons and cake!For the
Page 20 Page 21 Fiscal year 2021, third quarter
Order & Discipline
ASSISTANCE & INVESTIGATIONS
ASSISTANCE & INVESTIGATIONS
U p d a t e s t o p e r s o n n e l a c t i o n fl a g g i n g Open door policy
Sgt. 1st Class Eric J. Ballheimer, assistant inspector general Sgt. 1st Class Jacob Z. Maxwell, assistant inspector general
The Army published a ma- changed to flag report type code E – The open door policy stand- firsthand knowledge does not absolve
jor revision to Army Regula- Specified. The Army made this change to ard is “Commanders will the responsibility of the accomplish-
tion 600-8-2, Suspension avoid the common misuse of the previ- publish an open door com- ments and shortcomings within their
of Favorable Personnel Ac- ous designation which became problem- mand policy statement unit. Similarly, Soldiers are responsible
tions (Flags), available on atic for reporting purposes. within their commands.” for keeping their commands informed
the Army Publishing Direc- With the update, commanders Soldiers are responsible for because they cannot effectively resolve
torate regulations website, must flag all Soldiers deemed non- ensuring that the com- problems they do not know exist. Often at
effective since May 5, deployable, for administrative (not medi- mander is aware of prob- the IG’s office, we refer issues back down
2021. With it, the new ver- cal or legal) reason(s) listed in Depart- lems that affect discipline, to commanders as they are not IG appro-
sion Department of the Army (DA) Form ment of Defense Instruction 1332.45, morale, and mission effectiveness; and priate and often commanders are not
268 is available for download and use. “Retention determinations for non- an open door policy allows members of aware of these issues. The burden of re-
Henceforth, previous versions of the reg- deployable service members,” para the command to present facts, concerns, solving issues at each unit may ultimate-
ulation and old DA Form 268 are obso- 3.5.c.(1)–(8), for more than six consecu- and problems of a personal or profes- ly fall on the commander’s shoulders but
lete. Below is a review of the new require- tive months, or six non-consecutive sional nature or other issues that the Sol- as subordinates of that commander, we
ments and the addition of six new flag months in a 12–month period, as re- dier has been unable to resolve. The owe it to them to give them a chance to
codes and when used. quired by Army Directive (AD) 2018–22, commander determines the timing, con- lead effectively.
The update effectively retired the “Retention policy for non-deployable Sol- duct, and specific procedures of the One of the main functions of the
flag code X – “Other,” and replaced it diers.” The Army defines non-deployable open door policy. They are responsible IG staff is assistance and we have the
with the new specific flags established for time of 30 days as equal to one month, for ensuring that Soldiers are aware of responsibility of supporting anyone that
each of the five uses previously held for and 180 days equal to six months. Com- the command’s open door policy” (Army reaches out to us. We encourage people
the X flag code. These individual flag manders will use flag code R in addition Regulation 600-20, para 2-2.) to contact us with their issues in order to
codes assist in data analysis and simplify to, and concurrently with, an “involuntary Commanders at all levels have an find the best way ahead. Sometimes the
what Flag code a commander should use. separation or discharge” flag (code B or array of advisors, peers, agencies and a best way ahead is teaching service mem-
Previously, leaders frequently misused W). Commanders will use flag code R multitude of resources at their disposal bers the importance of the open door
Flag code X, as a “catch-all” flag, prefer- used to any other required and equally when it comes to resolving issues within policy. The assistance offered by the IG is
ring it to avoid the connotations of the appropriate flag(s), such as flag code S their command, but the open door policy an effective tool that allows Soldiers, ci-
other more specific, more correct codes. for no family care plan or flag code Q for is potentially a commander’s most valua- vilians and family members to voice their
The Army replaced the old flag Lautenberg amendment. The R flag does ble tool to maintain the good order and concerns directly with their commander.
code X with the following new flag codes: not take the place of any other required discipline within their ranks. It is simple Since each policy can be different, take
Flag code I - “Professional licensing, flag code. to implement and regulation requires it. some time out of your day to review your
certification, and competency” of Ar- Other updates include: As previously stated, the timing, conduct, local policy and move forward with the
my medical department health care Flag code D - “Referred evaluation and specific procedures of the open door knowledge that this particular policy of-
workers and veterinarians reports–inclusive.” This expands policy are the responsibility of the com- ten can be the easiest and most effect
Flag code N - “Noncompliance with 10 “referred evaluation reports” suspension mander and it is paramount that they way of resolving issues and addressing
U.S. Code 10206 - Members: physical of favorable personnel actions to include ensure their Soldiers are aware of it. One concerns within your ranks.
examinations” (Army National Guard/ new academic evaluation reports forms: of the first questions we ask when speak- Sgt. 1st Class Jacob Z. Maxwell entered
U.S. Army Reserve only) DA Form 1059 (service school academic ing to someone reaching out to the In- active duty in 2012 as a 14E, patriot fire control
Flag code O - “Professional licensing evaluation report); DA Form 1059–1 spector General’s (IG) office is, “Have you enhanced operator/maintainer. He has served in
various positions including team chief, squad
and certification of judge advocates, (civilian institution academic evaluation spoken with your chain of command leader, platoon sergeant, and fire direction chief.
legal administrators, and military par- report); and DA Form 1059–2 (senior about this issue?” In general the answer Maxwell has been serving as an assistant inspec-
alegals” service and command and general staff to that question is usually “no.” Both par- tor general at the USAFCoEFS Office of the In-
Flag code Q - “Lautenberg amend- college academic evaluation report, para ties in this scenario have a responsibility spector General since September of 2020.
ment” 2–2.c.(3)). It still applies to any referred dictated by AR 600-20 which states Sol-
Flag code S - “No approved family officer evaluation report or relief-for- diers are responsible for ensuring their
care plan” cause noncommissioned officer report. commander is aware of problems that
Flag code R - “Admin non-deployable Flag code E - “Security violations.” affect the unit.
retention policy for administratively This updates the initiation of suspension It is imperative that commanders
non-deployable Soldiers” of favorable personnel actions code E are proactive when handling potential
The Army included changes to the (security violations or loss of security issues in their ranks because not having
flag report type code E – Other, which (Continued on page 23)For the
Page 22 Page 23 Fiscal year 2021, third quarter
Order & Discipline
ASSISTANCE & INVESTIGATIONS
ASSISTANCE & INVESTIGATIONS
U p d a t e s t o p e r s o n n e l a c t i o n fl a g g i n g Updates to personnel action flagging (continued)
(continued) S g t . 1 s t C l a s s E r i c J. Ba l l h e i m e r
(Continued from page 20) Physical Fitness Test) with
AR 600-8-2 (5 April 2021), Table 2 – 1 “ACFT” (throughout). See AD 2020–06
Reason Codes clearance) from field initiated only to field for further guidance on how to apply the
Code Reason or Headquarters, Department of the Army provisions of this regulation with regard
Nontransferable Flag (HQDA) initiated (para 2–2.d.). It also to the ACFT.
A Adverse action
changes policy on the removal of suspen- In conclusion, personnel at all lev-
sion of favorable personnel actions’ code els must know the changes to the flag
B Involuntary separation or discharge (field initiated) E, security violations or loss of security regulation, codes, and DA Form 268. As
D Referred OER, AER, or Relief for Cause NCOER. clearance, from field removal to HQDA stated above, the Army has already
removal only (para 2–9.b.(2)). placed these changes in effect. If you
E Security violation or loss of security clearance (field or HQDA initiated) Flag code L - “Commanders inves- have any questions regarding these new
F Delay of promotion or removal from a selection list (HQDA initiated) tigation.” This regulations still includes changes, please contact your local unit S-
I AMEDD only- failure to attain or maintain professional licensing, certification, and competency
flagging requirements for both prelimi- 1 office or this inspector general office.
nary inquiries and administrative investi- Sgt. 1st Class Eric Ballheimer entered
L Commander’s investigation gations under AR 15–6 (para 2–2.g.). It active duty as a 13M, multiple launcher rocket
system crewmember, in 1992. After a break in
M Law enforcement investigation also adds requirements to provide the service, he reentered active service in 2001 as a
flagged Soldier with copies of the suspen- 42A, human resources specialist. He has served
N USAR only- Noncompliance with 10 USC 10206 sion of favorable personnel actions initia- in various positions including NCOIC at Human
O Judge Advocates, Legal Administrators, or Paralegals lack of professional licensing or certification tion or removal DA Form 268 (para 2–6.). Resources Directorate and Defense Threat Re-
Also, losing commands must upload ap- duction Agency. Ballheimer has been serving as
P Not recommended for automatic promotion to PV2, PFC, or SPC an assistant inspector general, in the USAFCoEFS
propriate transferable flag documenta- Office of the Inspector General since July 2019.
Q Lautenberg Amendment tion to the Army Military Human Resource
Record (AMHRR) temporary administra- AR 600-8-2 (5 April 2021), Table 2 – 2
R Admin Non-Deployable Retention Policy for Administrative Non-Deployable Soldiers Report Codes
tive folder, as outlined in AR 600–8–104 Code Report
S No approved Family care plan (para 2–8.a.(1)–(4)). So too, the gaining A Initial report.
T Not recommended for automatic promotion to 1LT or CW2 command must download appropriate B Transferable report (ARNG only).
transferable flag documentation from the Final report—favorable.
U Drug abuse adverse action AMHRR temporary administrative folder. This report is prepared when—
a. Investigation finds no substantiated find-
V Alcohol abuse adverse action Commands must also maintain DA Form C
ings.
268 with supporting documentation for b. Charges are dropped, Soldier is exonerat-
W Involuntary separation or discharge (HQDA initiated) ed, or no disciplinary action is taken. Figure 5:
one year on all Soldiers who complete a
Final report—unfavorable.
permanent change of station move while This report is prepared when— Excerpt from
Transferable Flag
flagged (para 2–10.a.(4)). a. The investigation finds substantiated
The Army included changes that charges. AR 600-8-2,
H Punishment phase D b. The punishment is completed. Punish-
add requirements for uploading docu- ment includes, but is not limited to forfeiture Table 2-2,
J ACFT failure mentation showing the successful com- of pay, suspension, parole, probation,
pletion of, and removal from, the Army or memorandum of reprimand (local and Report Codes
K ABCP AMHRR filed).
body composition program to the AMHRR Final report—other.
temporary administrative folder (AR 600– This report is prepared when—
8–104, para 2–9.b.(18)). The update al- a. Soldier flagged for noncompliance with the
ABCP, AR 600–9, subsequently meets the
so standardizes all time requirements (to ABCP requirements.
within 3 days) for initiating and removing b. Soldier flagged for APFT failure passes the
suspension of favorable personnel ac- record APFT.
Figure 4: tions within Human Resources systems E c. Commander’s decision to block
automatic promotion is removed.
Excerpt from AR 600-8-2, Table 2-1, Reason Codes and for opening or closing flagging ac- d. Soldier has an approved Family
tions on the DA Form 268 (paras. 1– care plan.
e. Soldier meets the requirements of
10.a., 1–10.c., 2–1.d., and 2–1.f.(5)). 10 USC 10206.
Finally, the update incorporates AD 2020 NOTE: Do not use this code to close
–06, Army Combat Fitness Test (ACFT), in an erroneous Flag.
part, by replacing “APFT” (or the Army Z
Erroneous Report. Use this code to
close erroneous Flags.You can also read
