* Charges the Commanding General, U.S. Army Forces Command, with inspecting the training and readiness of all Reserve Components within its Army Force Generation mission (para 1-4 c ).
* Requires commanders, program managers, directors, and State Adjutants General to provide command and staff inspection results to the local command inspector general's office upon request (para 1-4 d ).
* Changes the requirement for an inspector general's participation in Command Inspection Programs to assisting in the organization, coordination, and training of inspectors for those programs (para 1-4 f ).
* Requires inspectors general to forward a list of all approved inspector general inspection reports to the Army Command/Army Service Component Command/Direct Reporting Unit Inspector General and to the Department of the Army Inspector General Agency (SAIG-IR) for posting on the Inspector General Network and for information-sharing purposes (para 1-4 f ).
* Adds a paragraph on the five basic elements of an inspection (para 2-3).
* Establishes the requirement to include initial command inspection results as part of a unit's deployment records (para 3-3 c ).
* Requires commanders to conduct subsequent command inspections no later than one year from the completion date of the new company commander's initial command inspection (para 3-3 d ).
* Adds a new paragraph on how to apply the organizational inspection program to the Army Force Generation phases (para 3-7).
* Adds a definition of a compliance inspection (glossary).
* Changes the term major Army command to Army Command/Army Service Component Command/Direct Reporting Unit (throughout).
* Makes administrative changes and terminology corrections (throughout).
This regulation outlines responsibilities and prescribes policies for planning and conducting inspections in Army organizations.
Required and related publications and prescribed and referenced forms are listed in appendix A .
Abbreviations and special terms used in this regulation are explained in the glossary .
a. The Department of the Army Inspector General (DAIG) will
(1) Serve as the Army proponent for inspection policy except for those inspections conducted pursuant to Article 6, Uniform Code of Military Justice (UCMJ, Art. 6), or inspections or searches conducted in accordance with Manual for Courts-Martial ( MCM ), 2008, Rules 313, 314, and 315.
(2) Review and approve Department of the Army regulatory guidance that mandates any type of inspection. This authority to review and approve does not extend to inspections conducted pursuant to UCMJ, Art. 6, or inspections or searches conducted in accordance with MCM, 2008, Rules 313, 314, and 315.
(3) Coordinate with Army, Department of Defense (DOD), and external inspection and audit agencies to ensure that inspections and audits complement rather than duplicate each other.
(4) Conduct inspections according to AR 20-1 and this regulation.
b. Department of the Army Secretariat and the Army Staff (ARSTAF) will
(1) Coordinate with the DAIG on all regulatory policies that mandate the conduct of any inspection.
Annually review and forward to DAIG (SAIG-ID) by 30 September a list
of all regulatory inspection requirements by proponent, frequency, and unit
c. Commanding General, U.S. Army Forces Command, will
(1) Inspect the Army National Guard to ensure that National Guard organizations are properly uniformed, armed, equipped, trained, and prepared for deployment in accordance with Section 105 (a) and (b), Title 32, United States Code (32 USC 105 (a) and (b)).
(2) Inspect the training and readiness of all Reserve Components within its Army Force Generation (ARFORGEN) mission in coordination with the respective State Adjutant General and/or the Commander, U.S. Army Reserve Command.
d. Commanders, program managers, and directors from the battalion-level up through the Army commands (ACOMs), Army Service Component Commands (ASCCs), Direct Reporting Units (DRUs) (or similarly sized organizations), and the State Adjutants General will
(1) Establish inspection policy for subordinate levels of command consistent with this regulation.
(2) Establish organizational inspection programs (OIPs) designed to ensure that inspections complement rather than duplicate each other.
(3) Designate an OIP coordinator to coordinate and manage the OIP, preferably from within the staff agency that has tasking authority and direct access to the master calendar.
(4) Schedule and post inspections and audits on long-range training calendars, and ensure that inspections are briefed, approved, and scheduled during annual, semiannual, and quarterly training briefings.
(5) Monitor the conduct of inspections and ensure that inspections are conducted in accordance with this regulation.
(6) Apply the training management cycle outlined in FM 7-0 to plan inspections with adequate time to perform corrective actions and conduct followup inspections or activities.
(7) Use their inspectors general (if assigned) primarily to inspect systemic issues while reserving compliance inspections principally for command and staff inspection programs.
(8) Train inspectors on Army inspection policy and the Army's inspection principles.
(9) Direct follow-on inspections as appropriate.
(10) Provide command and staff inspection results without attribution to the respective command Inspector General (IG) office upon request and in an agreed upon format to assist in the analysis and identification of trends.
e. Army Command (ACOM)/Army Service Component Command (ASCC)/Direct Reporting Unit (DRU) staff elements down to the battalion level will
(1) Monitor their functional areas within subordinate organizations.
(2) Conduct staff inspections as directed by the commander.
(3) Conduct staff assistance visits (SAVs) as directed by the commander to teach and train staff personnel on goals and standards.
(4) Design assistance visits to complement but not duplicate other inspection programs.
(5) Apply the training execution model outlined in FM 7-1 to plan inspections with adequate time to perform corrective actions and conduct followup inspections or activities.
(6) Review previous inspection reports and results prior to developing new inspection plans.
(7) Adhere to the Army inspection principles when performing inspection duties (see para 2-2 ).
(8) Provide subject matter experts to augment IG inspections as required.
f. Inspectors general (IGs) may serve as the OIP coordinator, if designated by the commander. Inspectors general will
(1) Conduct IG inspections in accordance with this regulation and AR 20-1 .
(2) Advise commanders and staff on inspection policy.
(3) Advise the commander of the effectiveness of the OIP.
(4) Assist in the organization, coordination, and training of inspectors for the commander's Command Inspection Program but will not lead or physically inspect as part of the command inspection effort (see AR 20-1, para 2-6 a (1) and para 6-3 l for IG duty restrictions regarding command inspections).
(5) Spot check the scheduling and execution of company-level initial command inspections throughout the command.
(6) Conduct inspections training as requested by commanders and staff agencies.
(7) Forward a list of all approved IG inspection reports (except intelligence oversight inspection reports; see AR 381-10 , para 1-7, and chap 15) to the ACOM/ASCC/DRU IG and to DAIG (SAIG-IR) for posting on Inspector General Network (IGNET) and for information sharing purposes. The ACOM/ASCC/DRU IGs will forward IG inspection report lists directly to DAIG (SAIG-IR). These lists will allow IGs throughout the Army to contact specific IG offices for information about previously conducted inspections to avoid duplication of effort and to share results.
g. Individuals conducting inspections will be technically qualified to inspect the subject matter at hand. They will
(1) Report to commanders or the local IG all deficiencies involving breaches of integrity, security, procurement practices, and criminality when discovered. Commanders must consult with the servicing staff judge advocate when these cases arise.
(2) Adhere to the Army inspection principles when performing inspection duties (see para 2-2 ).
(3) Provide, when appropriate, recommendations to units, or conduct teaching and training to help correct any problem identified during an inspection.
(4) Record inspection results.
The Inspector General (TIG) has identified five principles that apply to all Army inspections. These principles guide commanders, the Adjutants General (TAGs), staff principals, IGs, and all Army inspectors in the conduct of all Army inspections. These principles further support the five basic elements of an inspection.
Army inspections follow five basic principles. Army inspections must be
a. Purposeful. Inspections must have a specific purpose that the commander approves. For an inspection to be purposeful, an inspection must be
(1) Related to mission accomplishment.
(2) Tailored to meet the commander's needs while remaining relevant and responsive. Inspections must provide practical and accurate feedback that allows the commander to make informed decisions in a timely manner.
(3) Performance oriented and start with an evaluation against a recognized standard to identify compliance with that standard.
(4) Capable of identifying and analyzing process improvement opportunities that will increase performance, support transformation, and reduce risks.
b. Coordinated. The proper coordination of inspections precludes inspection redundancies, complements other inspection activities, and minimizes the inspection burden on subordinate organizations. Inspection planning will follow the doctrine of training management outlined in FM 7-0 . Short-notice inspections must be the exception and remain at the commander's discretion. To ensure the proper coordination of inspections, an annual review of all scheduled inspections must occur to answer the following three questions:
(1) Can this inspection be canceled or combined with another inspection? Inspections must be consolidated, when appropriate, to ensure the efficient use of inspection resources. However, when combining inspections, unity of effort must remain. If inspectors from several agencies combine their efforts into one inspection, one person must coordinate and lead their activities.
(2) Does this inspection duplicate or complement another inspection? An inspection by any headquarters that is more than one echelon above the inspected organization must complement the inspections conducted by the organization's immediate headquarters. For example, higher headquarters should conduct inspections that capitalize on expertise not available at the intermediate headquarters.
(3) Do inspection reports from other agencies or other echelons of command exist that can assist in the conduct of an inspection? Inspection plans must use reports of this nature to the maximum extent possible to reduce the number and duration of inspections and to determine the status of previously identified weaknesses or deficiencies. To facilitate this process, subordinate command IGs will forward copies of their inspection reports through IG channels to their ACOM/ASCC/DRU IGs.
c. Focused on feedback. Inspections are critical because they provide the commander/TAG with accurate and timely feedback and a written record of the results. Feedback may be verbal or in written form; however, a written report is the preferred method because a record of that inspection's results will be available to others who may also benefit from the results. Inspection results can be provided at the end of an inspection or be released as the inspection progresses. Inspection results include
(1) The identification of root causes. Deviation from an established standard demands an examination to determine whether the deviation is the result of training deficiencies, lack of resources, misunderstood requirements, or a lack of motivation. The inspector must determine where the root cause lies in the overall functional process or organizational structure.
(2) The identification of strengths and weaknesses. Every inspection will bring shortcomings to the attention of those who can correct them. But inspections must also identify strengths as well as weaknesses if the inspection is to remain effective. Sustaining strengths is an important aspect of commanding, leading, and managing. Formally recognizing excellence helps motivate Soldiers and civilians to maintain high standards of performance.
(3) The implementation of corrective actions. The ultimate purpose of all inspections is to help commanders correct problems. Every inspection must bring recommended solutions directly to the attention of those individuals or agencies that can correct them.
(4) The sharing of inspection results. Inspections can generate widespread improvement by evaluating successful techniques and providing feedback to units beyond those already inspected. This spirit of sharing and cooperation strengthens the Army.
d. Instructive. Teaching and training is an essential element of all inspections and is the overarching purpose of SAVs. No inspection is complete if the units or agencies inspected have not learned about goals and standards and how to achieve them.
e. Followed up. Inspections expend valuable resources and are not complete unless the inspecting unit or agency develops and executes a followup inspection or plan to ensure the implementation of corrective actions. Likewise, the inspected unit must develop and execute a corrective action plan that fixes those problem areas identified during an inspection and prevents recurrences of those same problems. Followup actions can include re-inspections, telephone calls (or visits) to units or proponents to check on the progress of corrective actions, or a request for a formal response from a unit or proponent that attests to the completion of the corrective action. To reduce the administrative burden on inspected units, a formal response to inspection reports is optional unless specifically requested.
All inspections have one purpose: to provide feedback to commanders so they can make decisions that will improve the Army. The focus must remain on measuring compliance against established standards to ensure that the Army as a whole can function effectively in its combat role. The five principles of Army inspections support the five basic elements of an inspection. Those five elements are as follows:
a. Measure performance against a standard. Inspectors should first try to determine compliance against a standard. The inspector should prepare ways to determine why the unit or organization failed to meet the standard. The best method is to ask open-ended questions of the individuals involved in an effort to get at the real meaning behind the non-compliance. Avoid the strict use of checklists. If some form of checklist is necessary, then include follow-on questions that ask about the reasons behind the problem. A checklist will not help an inspector determine the root cause of a problem. (See the U.S. Army Inspector General School's The Inspections Guide for a further discussion of inspection checklists.)
b. Determine the magnitude of the problem(s). Focus on the high-payoff issues that affect the unit's or organization's readiness. Do not become mired in trivial issues such as poorly painted bumper numbers on tracked vehicles. Focus on issues that count and that truly affect the health and function of the organization.
c. Seek the root cause(s) of the problem(s). Use the Root Cause Analysis Model discussed in The Inspections Guide to determine why the non-compliance exists. Seeking the root cause applies to all inspections and not simply inspections conducted by IGs. A battalion commander should seek root causes as well when conducting an initial command inspection (ICI) for a company.
d. Determine a solution. Examine the root causes and use them to craft an effective and meaningful solution to the problem. Avoid short-term fixes. Instead, focus on achieving long-term and far-reaching solutions to the problems.
e. Assign responsibility to the appropriate individuals or agencies. The commander must receive a copy of the report with the inspector's findings and recommendations to task the appropriate individuals or agencies with fixing the problems. The inspector must name those individuals or agencies in each recommendation. Coordinate findings and recommendations with these persons or agencies before giving the report to the commander. Recommendations have meaning and effect only if the commander charges the right people with implementing them.
The commander/TAG relies upon many sources of information to evaluate and assess the organization's state of readiness. An inspection is one of those sources. An inspection is an evaluation to determine compliance against established standards, and commanders may tailor inspections to meet their needs. Other evaluation sources (and specific kinds of inspections) are listed below.
a. Examples of internal sources.
(1) Personal observations.
(2) Unit status report/Defense Readiness Reporting System-Army.
(3) Strategic Management System.
(4) Installation status report.
(5) Monthly status report (U.S. Army Training and Doctrine Command (TRADOC) only).
(6) Emergency deployment readiness exercises.
(7) Command post exercises/field training exercises.
(9) Logistics evaluations.
(10) Joint training exercises.
(11) Internal review audits (part of the OIP).
(12) Internal controls (management controls) (part of the OIP).
(13) Surety management reviews.
(14) Chemical Stockpile Emergency Preparedness Program.
(15) Command inspections (part of the OIP).
(16) Staff inspections (part of the OIP).
(17) IG inspections (part of the OIP).
(18) Personnel Asset Inventory.
(19) Soldier Readiness Processing.
(20) Medical Protection System.
(21) Unit Commander Finance Report.
(22) Force protection assessments.
(23) Safety assessments.
(24) Physical security assessments and surveys.
(25) Environmental performance assessment system.
b. Examples of external sources.
(1) ACOM/ASCC/DRU inspections.
(2) DAIG inspections.
(3) U.S. Government Accountability Office audits.
(4) IG, DOD inspections.
(5) U.S. Army Audit Agency audits.
(6) Operational readiness exercises.
(7) Office of Management and Budget Program Assessment Rating Tool.
a. Inspections are a command responsibility, and the OIP is the commander's/TAG's program to manage all inspections within the command. The OIP is a comprehensive, written plan that addresses all inspections and audits conducted by the command and its subordinate elements as well as those inspections and audits scheduled by outside agencies. The purpose of the OIP is to coordinate inspections and audits into a single, cohesive program focused on command objectives. Depending upon the echelon and type of organization, the OIP will comprise command inspections, staff inspections, IG inspections (including intelligence oversight inspections), SAVs, audits, certifications, and external inspections. An effective OIP allows a commander to use these inspections to identify, prevent, or eliminate problem areas within the command. Commanders should also use the OIP to complement and reinforce other sources of evaluation information when determining or assessing readiness (see para 3-1 ).
b. The OIP provides the commander with an organized management tool to identify, prevent, or eliminate problem areas. All inspections conducted as part of an OIP must adhere to the Army inspection principles outlined in chapter 2 . The OIP will contain command guidance on the conduct of inspections. The OIP must also include the command's priorities and goals, explain the mechanism for scheduling and executing inspections, assign responsibility for scheduling and monitoring inspections, provide standards for inspectors, and discuss a way to track feedback and corrective action. A sample battalion OIP memorandum is at appendix .
c. The battalion (or similarly sized organization) OIP includes command inspections by the battalion commander and staff inspections or SAVs by the battalion staff. The battalion commander must add visits and inspections by higher headquarters and agencies to the OIP especially in areas where the battalion staff lacks experience or expertise. The battalion OIP forms the basic building block for inspections, and the OIP of higher commands must complement the battalion-level programs. The battalion OIP will focus on those areas that immediately impact on readiness and reinforce goals and standards. Additionally, command inspections will articulate standards and assist in teaching, correctly, the processes at work within the battalion. Teaching, training, and mentoring will be a goal of all inspections especially company-level initial command inspections.
d. The brigade (or similarly sized organization) OIP includes command inspections, staff inspections, and SAVs. The brigade OIP can focus on units or functional areas, or both. At a minimum, the brigade OIP will include guidance on command inspections of the brigade headquarters and headquarters company (HHC), staff inspections, and SAVs. The OIP must be flexible and focus on one or more subordinate organizations, a part of those organizations, or a functional area over several subordinate organizations.
e. The OIP at division level and above primarily involves staff inspections, SAVs, and IG inspections. The division OIP must establish guidance and a framework within which the brigade and battalions can develop their own OIPs. Command inspections at this level must include, at a minimum, command inspections of separate companies such as the division HHC. The focus of the OIP will be on the division's ability to execute effectively plans and policy. At a minimum, the OIP must verify the effectiveness of OIPs at subordinate levels, protect subordinate commanders from being overinspected, and disseminate lessons learned throughout the command. In addition, division OIPs must address the IG's intelligence oversight responsibilities and requirements as outlined in AR 20-1 , paragraphs 1-4 b (8) and 6-16 through 6-19.
f. The Army National Guard of the United States and the U.S. Army Reserve OIPs will exist at all levels from battalion through state area command/regional readiness support commands. Commanders, principal staff officers, full-time staff members, and IGs must pay particular attention to the time-distance factors and the compressed training time available in the Army National Guard of the United States and the U.S. Army Reserve when establishing inspection policies and procedures. The OIP must strive to ensure that inspections do not consume valuable training time that could be devoted to mission-essential task list efforts.
g. Task force OIPs can involve both staff and IG inspections. The OIP must be flexible and support the mission. The OIP must adapt to a task force's diversity, time constraints, and unit and staff composition both active and reserve. Task force commanders must determine the level of unit and staff involvement in and the effectiveness of any established OIP.
h. The OIP is not merely a garrison-oriented program, but a program that applies equally to the deployed environment. IGs must advise commanders on how best to tailor the OIP to meet the needs of a unit or organization engaged in full spectrum operations. The scope and nature of command, staff, and IG inspections may change, but inspections take on greater importance when the operational tempo is high and adhering to standards becomes absolutely critical. Timely, well-focused inspections are essential, so compressing inspections processes for all inspection categories may be necessary as long as the abbreviated process does not place the inspection results at risk.
a. Command inspections. Command inspections ensure units comply with regulations and policies and allow commanders to hold leaders at all levels accountable for this compliance. Command inspections allow the commander to determine the training, discipline, readiness, and welfare of the command and are so important that the commander must be personally involved. In addition, command inspections help commanders identify systemic problems within their units or commands and assist in the recognition of emerging trends.
b. Commander of the inspecting headquarters. The commander of the inspecting headquarters must participate for an inspection to be a command inspection. By participating, the inspecting commander sets the overall standard for the conduct of the inspection and closely supervises and engages in the inspection. This involvement allows the commander to gain first-hand knowledge of the strengths and weaknesses in key areas of concern and assists in developing realistic action plans to improve those weaknesses. At a minimum, the commander must attend the in-briefings and out-briefings, actively conduct part of the inspection, and provide the inspected commander with an assessment of strengths and weaknesses upon completion. Command inspections can occur at all echelons (such as a division inspecting a brigade or a program executive office inspecting a program management office) and are not limited to inspections of companies, batteries, troops, or detachments. In addition to designating an OIP coordinator, the commander must designate an individual or staff proponent to plan, coordinate, and execute the command inspection portion of the OIP.
c. Initial command inspections.
(1) A new company (or similarly sized organization) commander will receive an ICI from their rater. The initial command inspection for a company will occur within the first 90 days of assumption of command. In the Army National Guard of the United States and the U.S. Army Reserve, the initial command inspection for new company commanders will occur within 180 days of the assumption of command. Units of the Army National Guard of the United States and the U.S. Army Reserve serving on active duty will adhere to the 90-day standard as applicable.
(2) The ICI ensures that the new commander understands the unit's strengths and weaknesses in relation to higher headquarters' goals and all established standards. The ICI will appear on the training schedule and will serve to evaluate the condition of the unit. The ICI will not, however, evaluate the commander's performance since assuming command.
(3) Only the inspected commander and that commander's rater will receive the specific results of the initial inspection. These results will serve as the basis for a goal-setting session between the incoming commander and his or her rater that will establish realistic goals to improve unit readiness. The incoming commander should receive a clear picture of the goals, standards, and priorities for the unit. These inspection results help set goals and may cause refinement in the DA Form 67-9-1 (Officer Evaluation Report Support Form). Commanders will not use the results of ICIs to compare units.
(4) The ICI results will be included as part of the unit's deployment records.
d. Subsequent command inspections. Subsequent command inspections (SCIs) measure progress and reinforce the goals and standards established during the initial command inspection. These inspections are often focused inspections that only look at specific areas and are not necessarily complete re-inspections of the entire unit. Commanders will conduct SCIs following all initial command inspections and not later than one year after completion of the new commander's ICI. In the Army National Guard of the United States and the U.S. Army Reserve, subsequent command inspections will take place, but the timing will be at the discretion of the inspecting commander.
a. Staff inspections provide the commander with specific, compliance-oriented feedback on functional areas or programs within the command. The commander directs staff principals and staff members to conduct staff inspections that can stand alone or that can complement ongoing command and IG inspections.
b. Staff inspections are compliance oriented and focus on a single functional area or a few related areas.
c. The lowest level staff member technically qualified in the functional area normally conducts the inspection.
d. Examples of Staff inspections include
(1) Safety inspections.
(2) Training inspections.
(3) Command supply discipline inspections.
(4) Automated data processing inspections.
(5) Maintenance inspections.
(6) Accountability inspections.
(7) Physical security inspections of arms rooms.
(8) Inspections of ammunition and explosives storage areas.
(9) Resource and acquisition management.
(10) Information assurance inspections.
(11) Operational security inspections.
(12) Solid and hazardous waste management inspections.
Staff assistance visits are not inspections but are teaching and training opportunities that support staff inspections. Staff sections conduct SAVs to assist, teach, and train subordinate staff sections on how to meet the standards required to operate effectively within a particular functional area. SAVs can occur at the discretion of the commander, or a staff principal at any level can request a SAV from the next higher staff echelon. SAVs can assist staff sections in preparing for upcoming inspections or train staff sections on new concepts, technologies, or operating techniques. SAVs do not produce formal reports but instead provide feedback only to the staff section receiving the assistance.
a. Inspector general inspections focus principally on issues that are systemic in nature and that affect many units throughout the command. IG inspections examine and recommend solutions for problems that command and staff inspections cannot solve at the local level. IGs conduct inspections through all levels of full spectrum operations, and IGs use teaching and training to add to the effectiveness and positive impact of these inspections.
b. AR 20-1 governs the development and conduct of IG inspections.
c. Inspectors general tailor inspections to meet the commander's needs. Inspector general inspections may also focus on units, functional areas, or both.
d. Inspectors general are exposed to a wider range of units than most other inspectors. Inspectors general are trained to
(1) Identify substandard performance, determine the magnitude of the deficiency, and seek the reason (root cause) for the substandard performance or deficiency.
(2) Identify systemic issues and refer them for resolution.
(3) Teach systems, processes, and procedures.
(4) Identify responsibility for corrective actions.
(5) Identify and share innovative ideas and best practices.
Applying the OIP to the ARFORGEN model requires careful planning and a clear understanding of what commanders at all levels want to achieve through inspections. Commanders at all levels establish the scope and purpose of these inspections and focus the inspection efforts on high-payoff readiness issues. A unit's place in the ARFORGEN model further informs commanders about what inspection priorities to consider.
a. Reset/train phase (Active Army: three to 12 months/Reserve Component: one to four years). Units are generally not available for operations during this phase since the priorities are to recover, reset, and reestablish systems. Units use this phase to stabilize personnel, maintain existing equipment and receive new equipment, and conduct individual and collective training. Command, staff, and IG inspections would be extremely effective in this phase by focusing on the general readiness of a unit (command inspection), the capabilities and functionality of staff sections (staff inspections), and systemic issues that are adversely affecting multiple units within the command (IG inspections). Staff assistance visits would prove equally useful to staff sections and complement the unit's individual and collective training program.
b. Ready phase (Active Army: second year/Reserve Component: fifth year). Collective training focused on the unit's Mission Essential Task List (METL) or, if earmarked for deployment, the unit's operational mission characterizes this phase. Command inspections become increasingly more difficult to perform during this phase; but ICIs and SCIs are still critical to new company commanders and must occur. ICIs must be tailored in scope to concentrate on high-payoff readiness areas so the new company commander can tailor his or her training plan to enhance areas that require improvement. Staff inspections and IG inspections (at the division level and above) will constitute the commander's greatest inspection efforts by focusing on key readiness indicators and the appearance of previously unidentified systemic issues.
c. Available phase (Active Army: third year/Reserve Component: sixth year). Deployment, assuming the operational mission, and sustaining readiness highlight the characteristics of this phase. Initial command inspections and SCIs remain critical for incoming company commanders who may replace incumbents during the deployment, but the senior commander must use these inspections to target mission-critical areas within the company that demand immediate assessment and correction. Staff inspections remain an option but are more likely to be staff assistance visits for the purpose of training staff sections on emerging technological innovations aligned along specific functional areas. Inspector general inspections at the division level and above will focus on systemic issues that are deemed mission critical and that hinder the successful and efficient execution of the unit's assigned mission.
A related publication is a source of additional information. The user does not have to read it to understand this publication.
This section contains no entries.
The following form is available on the APD Web site ( http://www.apd.army.mil ).
This appendix a suggested format of a memorandum used to develop a battalion-level OIP ( fig B-1 ); a suggested format for a battalion-level inspector's report ( fig B-2 ); a standard ICI schedule ( table B-1 ); and a list of ICI inspection areas (table B-2).
B-1. Sample battalion organizational inspection program memorandum
(See fig B-1 .) This sample battalion OIP represents a typical inspection program at the battalion level. The same concept also applies to OIPs above the battalion level.
B-2. Sample report format for Battalion-Level Inspector's Report
.) This report format is recommended
for inspections conducted as part of the battalion command inspection program
described in the sample battalion OIP memorandum.
|0700-0730||Inspection in-briefing||Battalion commander (bn cdr)/unit cdr/staff||Unit area|
|0730-0930||In-ranks inspection||Bn cdr/CSM/unit commanding officer (CO)/first sergeant/platoon leaders/platoon sergeants||Unit area|
Phase I of ICI
Bn cdr walk-through
|Bn inspectors/unit guides||Unit area|
|1300-1330||1 Prep for Phase II||All||Bn area|
|1330-1630||1 Phase II of ICI||Bn inspectors/unit guides||Unit area|
|1630-1700||Re-group from inspection visits||All||Unit area|
|1700-1800||Staff meeting||Bn XO/bn inspectors||Bn conference room|
|1800-1830||Unit cdr informal out-briefing||Bn CO/unit CO||Bn conference room|
|1830||End of day one|
|0700-0800||2 Evaluate conduct of APFT||S-3 evaluators/unit personnel||Unit area|
Phase III of ICI
2 Evaluate NBC
|Bn inspectors/unit guides||Unit area|
|1300-1330||Prep for phase IV||All||Bn area|
Phase IV of ICI
2 Evaluate Warrior Task Training (WTT)
|Bn inspectors/unit guides||Unit area|
|1630-1700||Re-group from inspection visits||All||Bn area|
|1700-1800||Staff meeting||Bn XO/staff||Bn conference room|
|1800-1830||Unit cdr informal out-briefing||Bn cdr/staff/unit CO||Bn conference room|
|No later than one week after the inspection visit|
|Formal out-briefing||Bn cdr/staff/unit CO/leaders determined by CO||Bn conference room|
1. The term "phase" appears in the text to distinguish between a.m. or p.m. sessions of each day.
|2. Unit commanders may designate specific platoons to participate in the special evaluation areas (APFT, NBC, and WTT) but will not routinely select the same platoon for the same evaluation area on subsequent inspections. Also, unit commanders will refrain from "stacking" or adjusting a specific platoon's manning situation to manipulate results.|
|Inspection area||Bn staff proponent|
|Drug and alcohol||S-1|
|Family Care Plans||S-1|
|Recognition/farewell to departing Soldiers||S-1|
|Travel card administration||S-1|
|Timeliness of admin eliminations||S-1|
|Use of enlisted personnel||S-1|
|General legal services||S-1|
|Legal assistance and claims||S-1|
|Suspension of favorable personnel actions||S-1|
|Computer security program||S-2|
|Training and operations||S-3|
|Clothing and equipment||CSM|
|Purchase card administration||S-4|
1. The subjects listed above represent only a sample of the many functional inspection areas that comprise inspections at the battalion level. The applicable regulation or policy that applies to each subject area represents the inspection standard for that topic.
Army Publishing Directorate
Army physical fitness test
Army Force Generation
Army Records Information Management Command
Department of the Army Staff
Army Service Component Command
battalion maintenance officer
compact disk-read only memory
command sergeant major
Department of the Army
Department of the Army Inspector General
Department of Defense
Direct Reporting Unit
expiration term of service
headquarters and headquarters company
initial command inspection
Inspector general network
Manual for Courts-Martial
mission essential task list
memorandum of instruction
nuclear, biological, and chemical
noncommissioned officer evaluation report
noncommissioned officer in charge
not later than
Organizational Assessment Program
officer evaluation report
officer in charge
Organizational Inspection Program
point of contact
operations and training officer
staff assistance visit
subsequent command inspection
standing operating procedure
The Adjutant General
The Inspector General
Uniform Code of Military Justice
United States Code
warrior task training
The independent appraisal activity within the Army for the review of financial, accounting, and other operations as a basis for protective and constructive service to command and management at all levels.
An inspection of an organization conducted by a commander in the chain of command of the inspected activity. Command Inspections tend to be compliance oriented and are designed to determine the status of an organization's adherence to established law, regulations, policies, procedures, and directives. The commander/TAG conducting the inspection determines the areas of interest and the scope of inspections as well as the composition of any inspection team. See the definition of compliance inspection.
An inspection that focuses solely on a unit's or organization's compliance with a specified standard or series of standards. This inspection approach presumes that the established standards are correct but does not preclude the inspector from determining the root causes of non-compliance even if those root causes are matters that exceed the unit's or organization's ability to correct at the local level. Command and staff inspections are generally compliance inspections by nature.
Action taken to determine whether or not deficiencies found during a previous inspection or audit have been corrected or if corrective actions have been implemented.
A command-directed inspection focusing primarily on systemic issues that are widespread in nature and that affect many units throughout the command. IG inspections may also focus on functional areas or units. All IG inspections identify substandard performance, determine the magnitude of the deficiency, and seek the root cause for the substandard performance or deficiency. IGs focus principally on systemic issues and then develop recommended solutions or improvements as appropriate. IG Inspections also teach systems, processes, and procedures; identify responsibility for corrective actions; and share innovative ideas.
An evaluation that measures performance against a standard and that should identify the cause of any deviation. All inspections start with compliance against a standard. Commanders tailor inspections to their needs.
Organizational Inspection Program (OIP)
A comprehensive, written plan that addresses all inspections and audits conducted by the command and its subordinate elements as well as those inspections and audits scheduled by outside agencies. The purpose of the OIP is to coordinate inspections and audits into a single, cohesive program focused on command objectives.
Staff assistance visit (SAV)
A visit by staff members of a particular staff section designed to assist, teach, and train subordinate staff sections on how to meet the standards required to operate effectively within a particular functional area.
An inspection, other than a command or IG inspection, conducted by staff principals or members responsible for the functional area being inspected. See the definition of compliance inspection.