THE IG Audience - Cap ig corps Volume 16 Issue 2 - 1 April 2025

April Highlights

1. Notes from the Inspector General
2. The Commanders Corner - Items of command interest
3. IG Development
4. Teammate Spotlight
5. A Duty to Protect
6. Introducing the Member Concern Report
7. Results of Past Inspections & Upcoming Events
8. Contact Us

Notes from the Inspector General Extreme Ownership: Embracing CAP’s Year of Ownership in the Inspector General Program - By Col Joe Winter, CAP/IG

By now you know that Maj Gen Aye has launched the “Year of Ownership,” encouraging every member to take responsibility for making CAP stronger and more relevant. For those of us in the Inspector General community, this initiative is a powerful reminder that our work is rooted in accountability, fairness, and integrity.

During the recent Winter Command Council, I participated in Echelon Front’s Extreme Ownership training, who’s company is led by former Navy SEALs Jocko Willink and Leif Babin. This training reinforced the importance of personal accountability and how it directly translates into effective leadership. Extreme Ownership is a mindset that empowers leaders to take full responsibility for their actions, decisions, and outcomes—without excuses or blame. It perfectly aligns with CAP’s Year of Ownership, offering practical strategies for leaders at every level to enhance their leadership and organizational effectiveness.

In the IG context, Extreme Ownership means owning the outcome of every investigation, complaint resolution, and inspection. It is about taking full responsibility for the quality and timeliness of our work, driving continuous improvement, and fostering a culture of trust and accountability within CAP.

Free Training Opportunity

For those who want to explore these concepts further, Echelon Front Academy offers free training to help leaders learn how to apply the principles of Extreme Ownership in their roles. This is an excellent resource for those looking to improve their leadership approach and strengthen their accountability mindset. Learn more about the free training here.

Applying Extreme Ownership in the IG Mission

As IG leaders, we face unique challenges—managing complex investigations, supporting sensitive complaints, and identifying systemic risks. By adopting Extreme Ownership, we can enhance our effectiveness in four key areas during CAP’s Year of Ownership. Your IG team is focused on the following and I encourage you to join us on this journey.

1. Investigative Integrity and Accountability

Ownership starts with taking full responsibility for every investigation and ensuring it is handled accurately, fairly, and timely. Errors or delays are not opportunities to assign blame but moments for self-reflection and corrective action.

• Own the Outcome: Each investigation is an opportunity to reinforce trust in the IG system. When issues arise, identify the root cause and implement lasting solutions.

• Prioritize and Execute: Focus on the most critical complaints—those that impact safety, mission success, or member well-being—first, and address others in order of priority.

2. Building Credibility and Trust

Our credibility is fundamental to the success of the IG system. When we communicate, act reasonably, and execute our duties with integrity, we build trust with members and leadership.

• Communicate with Transparency: Members and leaders must understand the IG’s role as a trusted advisor, not an adversary. Clear communication reinforces that message.

• Empower and Train: Equip the IGs community and membership at-large with the tools and knowledge they need to succeed and hold them accountable for their performance.

3. Complaint Resolution Process

The complaint resolution process is a cornerstone of CAP’s commitment to accountability and fairness. It must be accessible, fair, and efficient to adequately address members' concerns.

• Simplify Procedures: Educate the membership about the complaint submission process to eliminate confusion and ensure timely resolutions.

• Own Backlogs: If delays occur, we are responsible for owning the situation and developing strategies to reduce backlog without compromising quality.

4. Driving Organizational Improvement

The IG’s work does not end with compliance—it extends to identifying trends and recommending improvements that strengthen the organization.

• Analyze and Act: Use trend analysis from complaints and inspections to identify recurring issues and recommend solutions.

• Plan and Communicate Clearly: Provide actionable, practical recommendations to senior leaders that help address underlying problems and drive meaningful change.

A Year of Ownership – A Year to Lead

CAP’s Year of Ownership is an invitation to every leader and member to embrace accountability and take full responsibility for their contributions to the organization’s success. For us in the IG program, it is a reminder that our work is not just about solving problems—it’s about leading by example, owning our challenges, and inspiring others to do the same. By adopting the mindset of Extreme Ownership, we help reinforce a culture of accountability that strengthens CAP and promotes a positive, productive environment for all members. Let’s continue to make 2025 a year when we own our work, our processes, and our results. Together, we can continue to uphold the integrity of CAP and take our organization to new heights.

Thank you for your commitment and leadership during this Year of Ownership. Your efforts are essential to our shared success.

IG Development

Recruiting for the IG Corps By, Lt Col Don Blumenfeld, NER/IG

The responsibility for appointing IGs at the region or wing level (with the commander’s approval) falls directly on the respective region/wing IG, as stated in CAPR 20-1, para. 7.6.

CAPR 20-1 does not state the appointment process for inspection augmentees. Common sense suggests that this, too, is the duty of the echelon’s IG.

As most of us know, it’s easier said than done!

While there are many CAP members suitably qualified to serve on the IG team, far fewer are ready and willing to do so.

The wing IGs of the Northeast Region, together with the region IG and IGAs, devoted significant time in 2023 and 2024 to exploring this specific concern.

This is undoubtedly an ongoing challenge throughout CAP, and individuals and groups elsewhere have considered it. Nevertheless, this article shares some of the insights from our discussions in the hope that someone may find something helpful.

First, the bad news: there is no magic formula, nor even a “one size fits all” approach that will work in every situation. What the NER talks did find, however, were some common types of candidates that often respond positively to an invitation to serve:

1) Graduated commanders—members transitioning from command at any echelon often find the opportunity to continue mentoring and sharing their experience, which is a very fulfilling assignment. It is usually a good idea to initiate conversations before the change of command.

2) Professionals—Members working in fields such as quality control, auditing, accounting, investigations, academic research, and law enforcement often have practical experience in jobs that readily transfer to the IG function. This is particularly beneficial in the Compliance area. Individuals in these areas often have the detail-oriented mindset necessary for the IG’s duties.

3) Eager Helpers – believe it or not, there are good and serious members who think serving as an IG is “cool”! Ordinarily, this is because of an utterly skewed vision of the IG’s role.

We are fortunate to have individuals who volunteer to help with any need. Again, sometimes, these members have a limited understanding of what they are getting into.

Nevertheless, don’t be too quick to steer these people away.

First, they are self-recruiting: you don’t need to look for them. They’ll find you and pepper you with a million questions. They’re eager. They’re enthusiastic. They’re energetic.

This leads to their second sterling quality: their self-selecting. Invite them to start training as IAs and funnel them into the Advanced Compliance course fairly quickly. Somewhere along the way, the fundamental nature of the IG role will become clear.

At this point, the candidate comes to a crossroads. One path leads to disappointment. It

dawns on them that this is not what they expected. They lose interest, cease IG training, and pursue another role. The other path also involves the realization that their initial view was incorrect. Still, immersion in the program leads to another realization: that this role is essential to CAP, and they can make a significant contribution.

4) Public Relations –there are natural opportunities to invite possible candidates to get aboard. SUIs are a natural venue; you’ll come across people interested in the process rather than just their area of responsibility. Another opportunity is educating CAP members on the IG program, as directed by CAPR 20-1, par. 9. Suitable events include your wing conference, professional development classes, staff meetings, and commanders’ calls, to name but a few.

Always take the time to talk to interested members, if not during the inspection, then at a later event or meeting. Arrange a phone conversation. Enlist the aid of your IGAs.

Whatever you do, don’t let a hot prospect get away!

5) Stealth Recruiting (Inspection Augmentees) – it’s an ill-kept secret that IGA service is often the first step in becoming an IG or IGA. The benefit is that the IA clearly understand the responsibilities and expectations. The current program affords them many opportunities for training and involvement, including the possibility to qualify as an SUI Team Chief. Monitor the progress and level of participation of your IAs. Listen to people who mention a desire to do something different in CAP. Doers often like to become trainers, mentors, managers, and planners to share what they learn during an assignment.

As stated at the outset, much of this is just common sense that we sometimes forget when trying to keep up with what we need to do. If you take nothing else from this article, remember that our members often don’t take on a particular responsibility because nobody asked them to! Some are unsure of their capability; others learned the principle of “never volunteer” as military recruits. Perhaps there are other reasons. Whatever the case, we must find our eventual successors and help them prepare to continue the mission.

A strong IG bench is not just a luxury but a necessity. The reality is that IGs, like all CAP members, have lives, careers, and ambitions beyond their current roles. Whether an IG moves on to another assignment, retires from CAP service, or seeks new opportunities within the organization, we must be prepared to fill the gap without disruption. A well-developed pipeline of trained and engaged IGs ensures continuity, maintains institutional knowledge, and upholds the credibility of the IG program. Recruitment and mentorship must be ongoing efforts, not reactive measures, when a position becomes vacant. By continuously identifying, training, and preparing future IGs, we safeguard the integrity and effectiveness of our oversight mission.

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Duty to Protect

Why IGs Must Complete the CPPT Advanced Course - By Col Russ Chazell, CAP/IGD

In the world of Inspector General work, integrity and accountability are our guiding principles. We ensure transparency, uphold standards, and safeguard the Civil Air Patrol’s credibility. But one responsibility stands above all: protecting our most vulnerable members—our cadets.

CAP’s Cadet Protection Advanced Course (CPPT Advanced) is not just another training—it is a critical requirement for IGs and other key leaders. CAPR 60-2, Cadet Protection Program (26 October 2021), mandates that all inspectors general complete this training before assuming their role (CAPR 60-2, §3.3.1).

This advanced course equips IGs with:

✅ Deeper knowledge of cadet protection regulations

✅ Advanced case studies to sharpen investigative awareness

✅ Best practices for recognizing and mitigating risks

✅ Clarity on IG responsibilities in reporting and oversight

Regulatory Requirement & Compliance

Per CAPR 60-2, §3.3.1, the CPPT Advanced Course is required for all IGs, commanders, vice (now Deputy) commanders (group or higher), chiefs of staff (wing or higher), and directors of cadet programs (group or higher). Encampment commanders, commandants of cadets, and NCSA directors/deputies must also complete this training.

Failure to maintain compliance has consequences—if the training expires, members are automatically prohibited from accessing eServices until they renew their credential (CAPR 60-2, §3.3.2). Graduation credit is valid for 48 months and is tracked in eServices (CAPR 60-2, §3.3.3).

Take Action Today!

The CPPT Advanced Course is available only online at GoCivilAirPatrol.com/CPP.

If your training has expired or you have never completed it, log in to the CAP Learning Management System (Absorb) and complete it today!

Our duty is clear: Protecting cadets is not just a policy—it’s a responsibility. Be the leader CAP needs by ensuring you are trained, informed, and ready to act.