The commander will forward a consolidated, signed reply to this report to HQ CAP-USAF/IG NLT 90 working days following receipt of this report.

a. Replies are required to all paragraphs preceded by asterisks (two asterisks identify potential fraud, waste, and/or abuse findings). Since OPRs have not been identified in this report, the assessed organization will establish the responsible function and person and include that information in the reply. Replies should outline action(s) to correct causes of the identified discrepancy rather than relief from specific symptoms. Responses should provide sufficient detail to permit HQ CAP staff evaluation of the corrective action(s).

b. Progress reports will be submitted to HQ CAP-USAF/IG NLT 60 days after your initial reply and every 60 days thereafter until the item is closed.

c. Replies will be marked as follows at the lower margin: This is a PRIVILEGED DOCUMENT that cannot be released in whole or part to persons or agencies outside the Civil Air Patrol, nor can it be republished in whole or part in any publications not containing these statements, including Civil Air Patrol magazines and general use pamphlets, without the express approval of the Executive Director of the Civil Air Patrol.

• (Commendable): Col XXX developed long-range plans and written specific goals to correct problem areas, build on strengths, and move the wing forward.

• Carefully selected staff members based on previous experience, background, education, and strengths. Effectively used resources by appointing designated personnel to head special working groups or committees aimed at solving wing problems or making recommendations on important issues such as wing assets and retention.
• (Observation): Col XXX 's success in getting XXth Support Group Commander involvement and his other efforts to focus attention on the inadequate XX wing facilities have not resulted in any plan or commitment to relocate the wing in the near future. It is definitely time for the wing to elevate the problem through its Air Force advocates at the liaison region and/or national headquarters.

• (Commendable): Outstanding efforts to revitalize cadet participation and membership through recent implementation of XX glider program as means to provide real life experiences to its youth.

• (Commendable): Built exceptionally strong and effective relationships with state agencies, which resulted in XX wing's involvement in key events. Ties with GEMA and county agencies have long-term paid dividends for wing.

• XX wing secured permission to conduct NASAR course, which they offer, for a fraction of the cost/free to CAP members as well as state officials requiring the training. XX wing has built two efficient state training centers to date.

• (Commendable): Developed an AEO workshop for training senior members for the AE 215 track. A total of 8 215-T and 4 215-M ratings were earned.
• (Commendable): Wing level AE conference was developed and held during Nov 1997 to present the new AE program for the XXXX wing.
• (Commendable): Cadet AE seminars are held for cadet squadrons to review and test for the AE chapter on satellites.
• AE seminars are held in conjunction with the annual wing conference.
• AE is taught at each SLS, CLC and unit commanders’ course.
• (Commendable): Wing DAE developed a strong partnership with the director of cadet programs and the director of senior programs. The AE department provides the AE program content for the cadet program. Senior training weekends are supported by AE. Seminars held to aid senior members in completion of the AEPSM.
• (Commendable): All cadet flying handled through AE to maximize the learning experience. A strong partnership with operations to provide aircraft support has increased the number of opportunities for cadet flights. Wing DAE appointed a military airlift transportation officer. The efforts of this officer resulted in 12 military flights for cadets.
• Model rocketry program has been revitalized.
• AEO positions are 100 percent staffed.
• (Commendable): Developed AE field training exercises to combine camping, AE chapter study and orientation flights.
• Recruited an action officer to provide a forum for women’s issues to provide feedback about the issues that affect the delivery of the aerospace education program to female cadets.
• Developed external program that interfaces with the USAF, Robins AFB Museum and XXXX Tech.
• (Commendable): XXXX wing placed 1^st in the Southeast Region and 2^nd in the Nation for AE in 1997.
• Wing DAE has strong relationship with CAP region DAE.

• Maj has been in the director’s position for approximately one year and has developed some goals to improve cadet programs in the areas of retention, participation in cadet activities, and recruitment.
• Developed partnership with AE director and helped develop wing computer program to capture important demographic and participation trend data regarding XXXX wing cadets.
• Attempting to revitalize cadet advisory committee and involve group commanders by having two of the quarterly meetings at group level.
• Program takes advantage of local military installations. Approximately 130 cadets received airlift support and had opportunities to visit military units, participated in air refueling operations, tour towers and sims and visited museums.
• Making a real effort to ensure all cadets get opportunity to attend state encampment and get an orientation flight by the end of their first year in the program.
• (Commendable): Maj plans to go to squadrons which don’t get opportunities to participate in orientation flights and offer those cadets orientation flights on his own.
• (Commendable): Worked with wing staff to obtain five solo scholarships ($500 each) for one cadet from each group to get 30 hours of solo time in a fixed-wing aircraft. Secured $300 for XXXX wing cadets to defray the costs of attending the XXXX based glider encampment.
• Increasing program visibility and support through making presentations at CLC and during staff meetings.
• (Commendable): XXXX wing sponsored glider encampment used as model in writing national policy guidance for conducting non-powered flight encampments.

• Wing chaplain has established a wonderful rapport with wing commander who is supportive in recruiting new chaplains and MLOs for squadrons. Currently XXXX wing chaplain forces are slightly more than half-manned, with 24 chaplains serving 43 units. Over the past year, three new chaplains have been added to the roster. XXXX wing commander is also supportive in recruiting MLOs for each squadron. Currently, only two units have MLOs assigned.

• The counterdrug program is managed by a motivated, qualified member. Initiative and attention to detail are the hallmarks of this program.
• This wing has increased counterdrug mission hours from 50 hours in 1997 to 756 hours to date.
• Program diversification has resulted in an increase of marijuana eradication missions. This new requirement necessitated additional personnel to be trained as observers. The wing trained and qualified 24 observers. An increase of 400 percent as compared to previous years.
• Air photography of inaccessible areas has provided a valuable service to Law Enforcement Agencies (LEA). This mission required additional cameras that were purchased using counterdrug administrative funds.
• Counterdrug documentation is kept secured in a metal cabinet segregated from non-counterdrug files. This additional security ensures operations security for both CAP and LEAs.
• Counterdrug mission pilots attend flight clinics on a regular basis.
• (Commendable): CD personnel process all counterdrug reimbursement claims. Each claim is cross-checked for accuracy against other flight management files, including liaison officer verification of the flight release form 99. A claims work sheet is prepared that breaks out aircraft maintenance funds, counterdrug administrative funds, and fuel expenses. This method of tracking limits confusion in identifying funding sources within the overall finance system.
• (Commendable): CD aircrew members are reimbursed weekly from wing funds. This ensures the pool of available pilots is maximized while minimizing the impact on the personal finances of the members. The wing then submits claims to national headquarters for reimbursement.
• (Commendable): Regular meetings are conducted with the XXXX Bureau of Investigation (XBI), a major customer of the XXXX CD program ensures a free-flow of information. One result of these meetings is a monthly schedule, completed on the first of each month, outlining the XBI support needs. This schedule allows resource allocation for complete mission accomplishment.

• The emergency service director is an experienced and enthusiastic member with over twenty years’ service with CAP.
• Trained assistants have been assigned to perform selected functions for the director.
• Tight controls have been developed to reduce variance in training standards.
• (Commendable): All 101 cards are certified and issued by wing headquarters. This program ensures all certified ground teams are actually trained to the same standard and all documentation is available. SAR evaluations have increase to a consistent excellent rating. Another result is interchangeability of personnel between teams.
• (Commendable): Plans have been established to certify ground teams to NASAR standards.
• (Commendable): Emergency services were assigned room in the XXXX Emergency Management Services’ Emergency Operations Center. This affiliation allowed close coordination and access to other SAR type organizations.

• The finance officer and assistant were well qualified to perform their duties and between them had over 20 years CAP experience.
• Financial reports were detail, timely and professionally developed.
• The financial aspects of each directorate are shared with the director of each major area.
• Internal communication was evident and resulted in a coordinated effort in managing the wing’s finances.

• The right person to fill the position until a permanent IG can be named! Maj is eminently well qualified with 1 senior rating, 5 master ratings and 1 technical rating in key operational and leadership functions.

• Provided squadrons the Unit Assessment Guides recently distributed by HQ CAP-USAF/IG and assisted squadrons in setting up their own internal inspection processes as a way to keep pulse on the activities of the squadron and judge overall health of their squadrons.

• The director of logistics is very knowledgeable and dedicated. He has over 20 years logistics experience with CAP.

• The director of logistics keeps the wing commander informed on logistic issues on a recurring basis.
• Command support for logistic issues is evident.

• Aircraft maintenance personnel were highly motivated and well-qualified for the position. Their pride of the aircraft fleet was very obvious.

• (Commendable): A maintenance web site is being constructed which will contain all inspection data. This will greatly prevent over fly of inspections.
• (Commendable): Maintenance accounting was extremely detailed and provided useful data such as utilization rates and cost comparisons. The effort to optimize utilization rates is an emphasis item in this wing.

• Operations personnel were enthusiastic about the missions being accomplished by the XXXX wing. Not only were the missions being accomplished in an exceptional manner, but consideration to future challenges was very evident.
• A mountain flying clinic is scheduled for this fall to ensure aircrews are qualified for mountain missions.

• (Commendable): The wing's glider program is considered among the nations best. Used by National as a test bed for glider program development. Glider encampments are considered showcase events. Exceptional tow pilot training is being developed.
• (Commendable): A goal of two flight clinics per quarter is being pursued -- an ambitious, but achievable goal.

• (Commendable): A government liaison was appointed to request funding from the state. Efforts resulted in the wing being identified as a budget line under the XXXX Emergency Management Agency (XEMA). A permanent desk position was also established at the XEMA Emergency Operations Center.
• (Commendable): Last year, over 500 flight hours supported the Olympics. Airborne video imaging proved its worth by monitoring strategic targets thought to be vulnerable to terrorist attack.

• (Commendable): Developed and routinely updates detailed position notebook which contains all pertinent data, publications, logs, and action items associated with her responsibilities. This is an invaluable tool not only for her, but also for a wing staff member who might have to step in and complete a high priority action.

• (Commendable): Goes the extra mile to ensure all commanders and key staff understand the personnel program and their roles through training seminars conducted during unit commanders course, wing conferences, and CLC. Constantly solicits feedback and adjusts presentations accordingly.
• Created personnel training packages, distributed to trainees, which summarizes key personnel actions, provides important reference materials, and includes samples of most common personnel action requests to include CAPFs 120, recommendations for decoration, etc.

• (Commendable): Among the best-organized files, suspense tacking system and organization of materials seen to date.

• (Commendable): Participation in the FAA wings program is highly encouraged by the director of safety -- many of the pilots are very active in the program.
• (Commendable): A highly detailed safety management book contains all facets of the safety program in one easy to use reference. This product will greatly aid the continuity of the program.

• A close working relationship with the director of personnel has insured members with opportunities for training and promotion.
• (Commendable): Two new courses were developed and added to the XXXX wing training schedule. An ECI 13 CAP officer’s course and a unit commander’s course are now a regular part of the training program. The unit commander’s course is now required within one year of appointment as a new commander. A refresher course and a continuing education correspondence course are now offered to provide a strong effective leadership at the unit level.
• The STR is used to monitor training needs and requirements.
• SLS, CLC and the commander’s course are held twice a year at different locations within the state to increase attendance throughout the state.
• Due to the emphasis of the wing on training, 17 members attended region staff college and 5 attended national staff college in 1997.
• Cadet protection training and level 1 training are presented in squadrons for new senior members at the earliest opportunity.
• Awards are processed and presented in a timely manner.
• CAPF 45’s are maintained and monitored for accuracy and timeliness. Wing staff CAPF 45’s were current.
• ECI control logs and enrollment records are maintained in accordance to ECI guidelines.

• (Commendable): CAPF 38’s for the current year and the two previous years are maintained in a notebook.
• CAPF 2a’s appointing unit supply officers are current and kept in the unit supply folder.
• The wing survey/audit and corrective action report is kept in accordance with CAP regulations.
• An expendable property file is maintained. Expendable issues are recorded on a CAPF 37 and filed in the unit’s supply folder.
• CAPF 111’s are kept in a notebook with the CAPF 37.
• Expendable disposals are made in accordance with CAPM 67-1. Proper documentation is filed in expendable disposal folder.
• A supply folder has been established and is maintained for each unit. This folder contains the unit’s current copy of the S-3.
• Assets are transferred using CAPF 37 with the document number and transfer entered in property document register.
• Wing logistics and wing commander request a report of survey anytime there is a loss of non-expendable property.
• (Observation): Supply and equipment storage area is not adequate in size and convenience.
• Weather tightness and security are adequate for storage of supplies and equipment. Storage areas were well maintained and neat in appearance.
• Authorized DRMO screeners are appointed in accordance with CAPM 67-1. Wing commander and wing LO approve the personnel for this assignment.

• The wing has assigned a drug demand reduction administrator.
• A plan of action has been developed.
• The wing has plans to commit some funding to the program.

CAP National Commander
CAP National Vice-Commander
CAP National IG
XXXX Wing Commander
XXXX LO
HQ CAP Staff
CAP Wings
CAP LO
CAP Regions
HQ CAP-USAF/IG
CAP-USAF Liaison Regions

Total

Please send requests for address changes/distribution requirements to:

HQ CAP-USAF/IG
105 S. Hansell St
Maxwell AFB AL 365112-6332

Comm (334) 953-4286 DSN 493-4286 FAX ext 1220

FOR OFFICIAL USE ONLY

OPR: CAP NHQ/ET
Last Revised 03/07/00