Army Regulation 1–201

Administration

Army

Inspection

Policy

Headquarters

Department of the Army

Washington, DC

12 January 2004

UNCLASSIFIED
SUMMARY of CHANGE

AR 1–201

Army Inspection Policy

This revision--

o Creates a format for inspection requirements submitted annually to The

Inspector General by the Army Secretariat and the Army Staff (para 1-4b(2)).

o Charges the Commander, Forces Command, with inspecting the Army National

Guard in accordance with Section 105(a) and (b), Title 32, United States Code,

(para 1-4c).

o Establishes the requirement for commanders to designate an Organizational

Inspection Program coordinator (para 1-4d(3)).

o Directs commanders and their staffs, when planning inspections, to follow the

training management cycle and training execution model found in FM 7-0 (para

1-4d(6)) and FM 7-1 (para 1-4e(5)).

o Explains that inspectors general may serve as either the Organizational

Inspection Program coordinator or coordinator of the command inspection

program, or both, at the commander’s discretion (para 1-4f(4) and (5)).

o Reduces the number of Army inspection principles from 14 to 5 (para 2-2).

o Expands upon the previous version’s discussion on the OIP and what

inspections comprise the Organizational Inspection Program (para 3-2).

o Adds guidance on the creation of task force Organizational Inspection

Programs (para 3-2g).

o Establishes a commander’s minimum requirements for participating in a command

inspection (para 3-3a).

o Establishes the requirement for commanders to conduct subsequent command

inspections of companies following all initial command inspections (para 3-

3c).

o Further defines staff inspections and provides several examples (para 3-4).

o Defines staff assistance visits (para 3-4e).

o Adds an appendix with a sample battalion-level Organizational Inspection

Program memorandum (app B).

o Refines several definitions of key terms such as inspector general

inspection, Organizational Inspection Program, and staff assistance visit

and combines the definitions of systemic and compliance inspections with

inspector general and command inspections, respectively (see glossary).
Headquarters

Department of the Army

Washington, DC

12 January 2004

Administration

Army Inspection Policy

*Army Regulation 1–201

Effective 12 February 2004

H i s t o r y . T h i s p u b l i c a t i o n i s a m a j o r

revision.

Summary. This regulation prescribes the

responsibilities and policies for the plann i n g a n d c o n d u c t i n g o f i n s p e c t i o n s i n

Army organizations. This regulation includes policies on command, staff, and inspector general inspections; in addition,

this regulation prescribes policies for the

i n t e g r a t i o n o f i n s p e c t i o n s i n t o a n O r -

ganizational Inspection Program.

Applicability. This regulation applies to

t h e A c t i v e A r m y , t h e A r m y N a t i o n a l

Guard of the United States, and the U.S.

Army Reserve. This regulation remains in

effect during mobilization. This regulation

does not apply to those compliance inspections of surety operations and activities that are described in Army Regulation

20–1 and governed by the 50-series Army

Regulations.

Proponent and exception authority.

The proponent of this regulation is The

Inspector General. The Inspector General

has the authority to approve exceptions to

t h i s r e g u l a t i o n t h a t a r e c o n s i s t e n t w i t h

controlling law and regulation. The Ins p e c t o r G e n e r a l m a y d e l e g a t e t h i s a p -

proval authority, in writing, to the Deputy

Inspector General or to a division chief

under The Inspector General’s supervision

within the proponent agency in the grade

of colonel or the civilian equivalent.

Army management control process.

This regulation is subject to the requirem e n t s o f A r m y R e g u l a t i o n 1 1 – 2 . T h i s

regulation does not contain internal control provisions.

S u p p l e m e n t a t i o n . S u p p l e m e n t a t i o n o f

this regulation and the establishment of

command and local forms are prohibited

without prior approval from The Inspector

General (ATTN: SAIG–ZA), 1700 Army

Pentagon, Washington, DC 20310–1700.

Suggested improvements. Users may

send comments and suggested improvements on DA Form 2028 (Recommended

Changes to Publications and Blank forms)

directly to The Inspector General (ATTN:

SAIG–TR), 1700 Army Pentagon, Washington, DC 20310–1700.

Distribution. This publication is available in electronic media only and is intended for command levels B, C, D, and

E for the Active Army, the Army National Guard of the United States, and the

U.S. Army Reserve.

Contents (Listed by paragraph and page number)

Chapter 1

Introduction, page 1

Purpose • 1–1, page 1

References • 1–2, page 1

Explanation of abbreviations and terms • 1–3, page 1

Responsibilities • 1–4, page 1

Chapter 2

Principles of Army Inspections, page 2

Inspection overview • 2–1, page 2

Principles of Army inspections • 2–2, page 2

Chapter 3

Army Inspections, page 3

Evaluation sources • 3–1, page 3

*This revision supercedes AR 1-201, dated 17 May 1993.

AR 1–201 • 12 January 2004 i

UNCLASSIFIED
Contents—Continued

Organizational Inspection Program • 3–2, page 4

Command inspections • 3–3, page 5

Staff inspections • 3–4, page 5

Inspector general inspections • 3–5, page 6

Appendixes

A. References, page 7

B. Sample Battalion OIP Memorandum and Associated Products, page 7

Table List

Table B–1: Standard ICI schedule, page 22

Table B–2: ICI inspection areas, page 23

Figure List

Figure 1–1: Inspections required by the Department of the Army, page 1

Figure B–1: Sample memorandum used to develop a battalion-level OIP, page 8

Figure B–1: Sample memorandum used to develop a battalion-level OIP—Continued, page 9

Figure B–1: Sample memorandum used to develop a battalion-level OIP—Continued, page 10

Figure B–1: Sample memorandum used to develop a battalion-level OIP—Continued, page 11

Figure B–1: Sample memorandum used to develop a battalion-level OIP—Continued, page 12

Figure B–1: Sample memorandum used to develop a battalion-level OIP—Continued, page 13

Figure B–1: Sample memorandum used to develop a battalion-level OIP—Continued, page 14

Figure B–1: Sample memorandum used to develop a battalion-level OIP—Continued, page 15

Figure B–1: Sample memorandum used to develop a battalion-level OIP—Continued, page 16

Figure B–1: Sample memorandum used to develop a battalion-level OIP—Continued, page 17

Figure B–1: Sample memorandum used to develop a battalion-level OIP—Continued, page 18

Figure B–2: Sample report format for a battalion-level inspector’s report, page 19

Figure B–2: Sample report format for a battalion-level inspector’s report—Continued, page 20

Figure B–2: Sample report format for a battalion-level inspector’s report—Continued, page 21

Glossary

ii AR 1–201 • 12 January 2004
Chapter 1

Introduction

1–1. Purpose

This regulation outlines responsibilities and prescribes policies for planning and conducting inspections in Army

organizations.

1–2. References

Required and related publications and prescribed and referenced forms are listed in appendix A.

1–3. Explanation of abbreviations and terms

Abbreviations and special terms used in this regulation are explained in the glossary.

1–4. Responsibilities

a. The Department of the Army Inspector General will—

(1) Be 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 Rules 313,

314, and 315, Manual for Courts-Martial (MCM), 2002.

(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 Rules 313, 314, and 315, MCM, 2002.

(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 Army Regulation (AR) 20–1 and this regulation.

b. Department of the Army Secretariat and the Army Staff (ARSTAF) will—

(1) Coordinate with the Department of the Army Inspector General Agency (DAIG) all regulatory policies that

mandate the conduct of any inspection.

(2) Annually review—and forward to DAIG by 30 September—a list of all regulatory inspection requirements by

proponent, frequency, and unit type (see figure 1–1).

Figure 1–1. Inspections required by the Department of the Army

c. Commander, Forces Command, will inspect the Army National Guard to ensure that those 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)).

d. Commanders, program managers, and directors from the battalion level up through the major army commands

(MACOM) (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.

(4) Schedule and post inspections and audits on long-range training calendars and ensure that inspections are

briefed, approved, and locked in 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 inspector generals (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.

e. Staff elements will—

AR 1–201 • 12 January 2004 1
(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 units 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 (para 2–2).

(8) Provide subject-matter experts to augment IG inspections as required.

f. IGs 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) Serve as the OIP Coordinator at the discretion of the commander.

(5) Organize and coordinate the commander’s Command Inspection Program if tasked by the commander but will

not lead or physically inspect as part of the command inspection effort (see AR 20–1, para 2–6a(1) and paragraph 6–3l

for IG duty restrictions regarding command inspections).

(6) Spot-check company-level initial command inspections throughout the command.

(7) Conduct inspections training as requested by commanders and staff agencies.

g. Individuals conducting inspections will—

(1) Report to commanders 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) Be technically qualified to inspect the subject matter at hand.

(3) Be prepared to provide recommendations to units or conduct teaching and training to help correct any problem

identified during an inspection.

(4) Record inspection results.

Chapter 2

Principles of Army Inspections

2–1. Inspection overview

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.

2–2. Principles of Army inspections

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.

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 that answers 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

2 AR 1–201 • 12 January 2004
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. To facilitate this process, subordinate command IGs will forward copies of their inspection

reports through IG channels to their MACOM 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 the ones 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. 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.

Chapter 3

Army Inspections

3–1. Evaluation sources

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.

(3) Strategic Readiness System.

(4) Installation status report.

(5) Monthly status report (TRADOC only).

(6) Emergency deployment readiness exercise.

(7) Command post exercises/field training exercises.

(8) Gunnery.

(9) Logistics evaluations.

(10) Joint training exercises.

(11) Internal review audits (part of the OIP).

AR 1–201 • 12 January 2004 3
(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).

b. Examples of external sources.

(1) MACOM inspections.

(2) DAIG inspections.

(3) General Accounting Office audits.

(4) IG, DOD inspections.

(5) U.S. Army Audit Agency audits.

(6) Operational readiness exercise.

3–2. Organizational Inspection Program

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, 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 B.

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 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 1–4b(8) and 6–9

through 6–11.

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 command. 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

4 AR 1–201 • 12 January 2004
reserve. Task force commanders must determine the level of unit and staff involvement in and the effectiveness of any

established OIP.

3–3. Command inspections

a. Command inspections. Command inspections ensure unit compliance with Army 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, 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 develop trends as necessary.

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 initial command inspection (ICI)

from his or her 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.

(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 (Department of the Army) Form 67–9–1 (Officer Evaluation Report Support Form). Commanders

will not use the results of ICIs to compare units. IGs may also request from subordinate commands the results of ICIs

(without unit attribution) for the purpose of analyzing trends.

d. Subsequent command inspections (SCIs). SCIs measure progress and reinforce the goals and standards established

during the initial command inspection. Commanders will conduct SCIs following all initial command inspections at a

frequency determined by the commander. These inspections are often focused inspections that only look at specific

areas and are not necessarily complete re-inspections of the entire unit.

3–4. Staff inspections

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 management

e. SAVs 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

AR 1–201 • 12 January 2004 5
at any level can request a SAV from the next higher staff echelon. SAVs can prepare staff sections for upcoming

inspections or train staff sections on new concepts, technologies, or operating techniques. SAVs do not produce reports

but instead provide feedback only to the staff section receiving the assistance.

3–5. Inspector general inspections

a. IG 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.

b. AR 20–1 governs the development and conduct of IG inspections.

c. IGs tailor inspections to meet the commander’s needs. IG inspections may also focus on units, functional areas, or

both.

d. IGs are exposed to a wider range of units than most other inspectors. IGs 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) Spread innovative ideas.

6 AR 1–201 • 12 January 2004
Appendix A

References

Section I

Required Publications

AR 20–1

Inspector General Activities and Procedures. (Cited in paras 1–4, 3–2, and 3–5)

FM 7–0

Training the Force. (Cited in paras 1–4 and 2–2 and appendix B.) (Available from http://155.217.58.58/atdls.htm.)

FM 7–1

Battle-Focused Training. (Cited in para 1–4 and appendix B.) (Available from http://155.217.58.58/atdls.htm.)

32 USC 105 (a) and (b)

National Guard Organization. (Cited in para 1–4.) (Available from http://www.gpoaccess.gov/uscode/index.html.)

Section II

Related Publications

A related publication is a source of additional information. The user does not have to read it to understand this

publication.

AR 11–2

Management Control

AR 25–400–2

The Army Records Information Management System (ARIMS)

AR 623–105

Officer Evaluation Reporting System

FM 101–5

Staff Organization and Operations. (Available from http://155.217.58.58/atdls.htm.)

Part III, Section III, MCM, 2002

Rule 313—Inspections and Inventories in the Armed Forces; Rule 314—Searches not requiring probable cause; Rule

315—Probable cause searches. (Available from http://www.apd.army.mil.)

The Inspections Guide

U.S. Army Inspector General Agency, Training Division. (Available from the U.S. Army Inspector General School

(SAIG–TR), 5500 21st Street, Suite 2305, Fort Belvoir, VA 22060–5935.)

Section III

Prescribed Forms

This section contains no entries.

Section IV

Referenced Forms

The following form is available on the Army Electronic Library CD–Rom and the APD Web site (www.apd.army.mil).

DA Form 67–9–1

Officer Evaluation Report Support Form

Appendix B

Sample Battalion OIP Memorandum and Associated Products

This appendix contains a suggested format of a memorandum used to develop a battalion-level OIP (figure B–1); a

suggested format for a battalion-level inspector’s report (figure B–2); a standard ICI schedule (table B–1); and a list of

ICI inspection areas (table B–2).

AR 1–201 • 12 January 2004 7
Figure B–1. Sample memorandum used to develop a battalion-level OIP

8 AR 1–201 • 12 January 2004
Figure B–1. Sample memorandum used to develop a battalion-level OIP—Continued

AR 1–201 • 12 January 2004 9
Figure B–1. Sample memorandum used to develop a battalion-level OIP—Continued

10 AR 1–201 • 12 January 2004
Figure B–1. Sample memorandum used to develop a battalion-level OIP—Continued

AR 1–201 • 12 January 2004 11
Figure B–1. Sample memorandum used to develop a battalion-level OIP—Continued

12 AR 1–201 • 12 January 2004
Figure B–1. Sample memorandum used to develop a battalion-level OIP—Continued

AR 1–201 • 12 January 2004 13
Figure B–1. Sample memorandum used to develop a battalion-level OIP—Continued

14 AR 1–201 • 12 January 2004
Figure B–1. Sample memorandum used to develop a battalion-level OIP—Continued

AR 1–201 • 12 January 2004 15
Figure B–1. Sample memorandum used to develop a battalion-level OIP—Continued

16 AR 1–201 • 12 January 2004
Figure B–1. Sample memorandum used to develop a battalion-level OIP—Continued

AR 1–201 • 12 January 2004 17
Figure B–1. Sample memorandum used to develop a battalion-level OIP—Continued

18 AR 1–201 • 12 January 2004
Figure B–2. Sample report format for a battalion-level inspector’s report

AR 1–201 • 12 January 2004 19
Figure B–2. Sample report format for a battalion-level inspector’s report—Continued

20 AR 1–201 • 12 January 2004
Figure B–2. Sample report format for a battalion-level inspector’s report—Continued

AR 1–201 • 12 January 2004 21
Table B–1

Standard ICI schedule

Time Event Who Location

Day one

0700–0730 Inspection battalion commander unit area Battalion commander (bn cdr)/unit cdr/

staff

Unit area

0730–0930 In-ranks breakfast Bn cdr/CSM/unit commanding officer

(CO)/first sergeant/platoon leaders/platoon sergeants

Unit area

0930–1200 1Phase I of ICI

Bn cdr walk-thru

Bn inspectors/unit guides Unit area

1200–1300 Lunch All Bn area

1300–1330 1Prep for Phase II All Bn area

1330–1630 1Phase 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 conf rm

1800–1830 Unit cdr informal out-briefing Bn CO/unit CO Bn conf rm

1830 End of day one

Day two

0700–0800 2Evaluate conduct of APFT S–3 evaluators/unit personnel Unit area

0800–0930 Personal Hygiene

Breakfast

All Bn area

0930–1200 Phase III of ICI 2Evaluate NBCBn inspectors/unit guides Unit area

1200–1300 Lunch All Bn area

1300–1330 Prep for phase IV All Bn area

1330–1630 Phase IV of ICI 2Evaluate CTTBn inspectors/unit guides Unit area

1630–1700 Re-group from inspection visits All Bn area

1700–1800 Staff meeting Bn XO/staff Bn conf rm

1800–1830 Unit cdr informal out-briefing Bn cdr/staff/unit CO Bn conf rm

No later than 1 week after the inspection visit

Formal out-briefing Bn cdr/staff/unit CO/leaders determined

by CO

Bn conf rm

Notes:

1 The term “phase” appears in the text to distinguish between AM or PM sessions of each day.

2 Unit commanders may designate specific platoons to participate in the special evaluation areas (APFT, NBC, and CTT) 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.

22 AR 1–201 • 12 January 2004
Table B–2

ICI inspection areas

Inspection area Bn staff proponent

Weight control S–1

Drug and Alcohol S–1

Equal Opportunity S–1

Family Care Plans S–1

Recognition/farewell to departing soldiers S–1

Awards S–1

Reenlistment REUP

Meal-card control S–1

NCOERs/OERs S–1

Promotions S–1

Enlisted reassignment S–1

Travel card administration S–1

Military sponsorship S–1

Timeliness of admin eliminations S–1

SIDPERS operations S–1

Use of enlisted personnel S–1

Finance administration S–1

Finance services S–1

General legal services S–1

Courts-martial S–1

Non-judicial punishment S–1

Enlisted separations S–1

Legal assistance and claims S–1

Suspension of favorable Personnel actions S–1

Medical services S–1

Public affairs S–1

Physical security S–2

Crime prevention S–2

Safety S–1

Information security S–2

Personnel security S–2

Computer security program S–2

Intelligence oversight S–2

Training and operations S–3

NBC program S–3

COMSEC CEO (S–6)

Financial management S–4

Supply management S–4

Dining facilities S–4

Maintenance management BMO

Movement planning S–3

AR 1–201 • 12 January 2004 23
Table B–2

ICI inspection areas—Continued

Inspection area Bn staff proponent

In-ranks inspection CSM

Billets CSM

Clothing and equipment CSM

Leadership CSM

Fire prevention S–1

Purchase card administration S–4

Environmental compliance S–4

Records management S–1

Physical training CDR

Notes:

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.

24 AR 1–201 • 12 January 2004
Glossary

Section I

Abbreviations

APFT

Army physical fitness test

AR

Army Regulation

ARSTAF

Department of the Army Staff

Bn

battalion

CEO

communications-electronics officer

CO

commanding officer

COMSEC

communications security

CPX

command post exercise

CSM

command sergeant major

CTT

common task training

DA

Department of the Army

DAIG

Department of the Army Inspector General

DOD

Department of Defense

ETS

expiration term of service

FM

field manual

HHC

headquarters and headquarters company

ICI

initial command inspection

IG

inspector general

MACOM

major army command

AR 1–201 • 12 January 2004 25
MCM

Manual for Courts-Martial

MOI

memorandum of instruction

NBC

nuclear, biological, and chemical

NCO

Noncommissioned officer

NCOER

noncommissioned officer evaluation report

NCOIC

noncommissioned officer in charge

OER

officer evaluation report

OIC

officer in charge

POC

point of contact

SCI

subsequent command inspection

SOP

standing operating procedure

TAG

The Adjutant General

TIG

The Inspector General

UCMJ

Uniform Code of Military Justice

XO

executive officer

Section II

Terms

audit

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.

command inspection

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.

26 AR 1–201 • 12 January 2004
followup

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.

IG inspection

An inspection focusing on systemic issues, functional areas, or units that identifies substandard performance, determines the magnitude of the deficiency, and seeks the root cause for the substandard performance or deficiency. IGs

focus principally on systemic issues that are widespread in nature and then develop recommended solutions or

improvements as appropriate. IG Inspections also teach systems, processes, and procedures; identify responsibility for

corrective actions; and spread innovative ideas.

inspection

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.

staff inspection

An inspection, other than a command or IG inspection, conducted by staff principals or members responsible for the

functional area being inspected.

Section III

Special Abbreviations and Terms

This publication uses the following special abbreviations, brevity codes, and acronyms not contained in AR 310–50.

BMO

battalion motor officer

OIP

Organizational Inspection Program

SAV

staff assistance visit

AR 1–201 • 12 January 2004 27
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