(SES) Ms. JOYCEMORROW ROI 12-006 (Investigation Report for Preliminary Analysis DIG 12-0009) DEPARTHENT OF THE ARIIY . omca on:-isms:-ecron earem rcimeon wast-micron nc map-1m FEE 4 2013 US ARMY INSPECTOR GENERAL AGENCY REPORT OF INVESTIGATION (Case 12-D06) NAMESIPOSITIONS: Ms. Joyce Morrow. Senior Executive Service (SE3). Administrative Assistant to the Secretary of the Anny (AASA), Pentagon. Washington, DC - SUBSTANTIATED ALLEGA11ON AND CONCLUSION: Ms. Morrow misused govemmont resources. The preponderance of the evidence established that Ms. Morrow routinely used her immediate staff (Executive Assistants (EAS). X03. and Assistant X05 during oflicial work hours to conduct personal errands for her.' On several occasions. Ms. Morrow also requested her stafi to perform personal errands for her family members and her pet. To comply with Ms. requests and expectations, her subordinates improperly used government resources (fax. telephone, computer, and official time) to perform the unofficial tasks. SUBSTANTIATED ALLEGATION AND CONCLUSION: Ms. Morrow failed to foster a healthy organizational climate. The preponderance of the evidence established that Ms. Morrow produced high quality work products and achieved a level of excellence required in getting Department of the Army (DA) policy or signatures from Secretary of the Army (SA). To achieve such level of perfection. all witnesses testified that Ms. Morrow andlor her staff often worked very late hours. These late hours and the way Ms. Morrow went about achieving this level of perfection took a toll on employees. Witness testimony indicated that Ms. Morrow did not foster a healthy workplace environment that facilitated cooperation and teamwork. or supported constructive resolution of conflicts. i FOR OFFICIAL use orrvr. is PROHBITED EXCEPT ASAUTHORIZED or 20.1. SAIG-IN (ROI 12-006) . BACKGROUND: 1. Ms. Morrow began serving as the AASA in March 2006. As the AASA, she oversees four iield operating agencies with an authorized staff of about 3.000 personnel (1,331 civilians, 153 military, and 1,495 contractors) and an organizational budget totaling nearly $1 billion. From May 2009 to January 2011, she also served as the Acting Deputy Under Secretary of the Army (DUSA). 2- On 14 October 2011, DAIG received notification of an allegation against Ms. Monow from an anonymous complainant. The complainant alleged that Ms. Morrow required her personal staff to get lunch for her on a daily basis and required subordinates to purchase oofiee and tea for her at their own personal expense. The complainant further alleged that Ms. Morrow constantly beilttied and talked down to her staff both in private and in public forums; she required civilian members of her staff to constantly change their required day off to preclude them taking annual or sick leave; she treated several of her African American AXOs with less respect than their rank deserved and with racial I [(b)(7J(Cl 1 DIG 12-00009, approved 3 February 2012. determined the allegations tiltat FOR OFFICIAL USE ONLY. DISSEMINATI I3 PROHIBTTED EXCEPT BY 20-1. 2 SAIG-IN (ROI 12-006) I The all atlons that Ms. Morrow misused government resources, . 1 required further I investigation. 4. On 15 February 2012, the.'SA directed an investigation by DAIG. During the course of the investigation, the evidence established the afigatlon that 'on 18 March 2012. SA approved the expansion ofthe investigation to include the new allegation. 5. On 27' March and 4 April 2012, DAIG provided Ms. Morrow with a summary of comments regarding the allegations that she misused ggvemrnent resources. failed to treat subordinates with di n' and respect. 1 on 1 May 2012, Ms. Morrow provided a written response to those comments and submitted to a follow-on interview that was conducted on 15 May 2012. 6. During the course of the investigation. the allegations that I jand that l(bl(7)(Cl lwere chan ed to "Ms. Morrow failed to foster a healthy organizational clirnate"I"?"7"?' I The allegations were changed to better reflect the alleged impropriety. SYNOPSIS: SUBSTANHATED ills. Morrow misused govemment resources. 1. An anonymous complainant alleged Ms. Morrow routinely required members of her staff to get her lunch and to purchase coffee and tea for her at their personal expense. 2. Department of Defense (DOD) 5500.07-R, Joint Ethics Regulation (JER), dated 30 August 1993 (through Change 7 dated 17 November 2011). states in paragraph that because of the potential for significant cost to the federal government, and the potential for abuse, DOD employees, such as secretaries. clerks. and military aides. could not be used to support unofficial activities of another DOD employee orfor any other non-Federal purposes. --. 1 . 3. Title 5, Code of Federal Regulations (CFR). Standards of Ethical Conduct for Employees of the Executive Branch, dated 1 January 2011, states in paragraph an employee will not enoourage. direct, coerce, or request a subordinate r=on OFFICJAL use ONLY. orsseumrl on is PROHIBITED EXCEPT AS AUTHORIZED 3 20-1. 3 J0 I . SAIG-IN (ROI 12-006) to use ofiicial time to perform activities other than those required in the performance of official duties or authorized in accordance with law or regulation. Paragraph 2635.704(a) states that an employee has a duty to protect and conserve govemment property and shall not use such property, or allow its' use, for other than authorized purposes. . A 4. Email evidence and testimony established that as a part oftfteir required duties. Ms. Morrowrequested her EAs, X05, and Axos to perform personal errands for her on a regular basis during official wori<_hours. - a. Fourteen witnesses who were current or fonner members of Ms. Morrow's immediate staff testified that she requested her EAs, X09, and Axos to get her lunch on a regular basis. The evidence established that the military personnel and the EA not .on ot lunch for Ms. Morrow. but. on occasion, they also got lunch for Eight of the nine former xoe and AXOS testified that they believed that getting Ms. Morrow's lunch was a part of their normal tasks' and did not mind rforrnin such duties. I - However. Ms. Morrow's EA, believed that the practice of getting Ms. Monow's lunch was "a ve." b. testified that the military staff were cted to get Ms. Mor_row's lunch on a daily basis. but when they were not available. expected to do so. Ms. Monow requiredo have lunch on her desk at a certain time. In seine cases, Ms. Monow hadtravef from opposite floors and oonidors within the Pentagon to get specific meal items from different locations within the Pentagon. Ms. Morrow often provided detailed Instructions on how she wanted her meals prepared. The staff knew that when getting Ms. Morrow's iced tea, she wanted it In a Styrofoam cup with a lid. a straw and no ice. if the tea was in the wrong cup, Ms. Monow would refuse to drink it. believed this practice was abusive. c. In late September that should i b)(7i(C) not have the military staff getting Ms. Morrow's lunch. testified that evidently mentioned it to Ms. Morrowywho stopped having people do such errands. but Ms. Monow also treated libimici |"co|der' in the office. As a result. Me. Morrow barely spoke to (bi E~mall evidence further established that in addition to getting Ms. Morrow's lunch. was also asked to reconcile medical documents for Ms. Morrow's mother. fax documents to "Closets by Design" for Ms. Morrow's closet redesign. fax documents to '*1-800-dogmeds" for Ms. Morrow's pet, make reservations for a personal trip for Ms. Morrow and her husband. and cancel hair appointments for. both Ms. Morrow and her husband. - d. coroner (COL) former in AASA. testified that Ms. Morrow asked to take 14 pairs of shoes to the Pentagon shoe repair shop to get them fixed. roe OFFICIAL use ONLY. rs PROHIBITED EXCEPT - AS AUTHORIZED BY -1. 4 .. ..- 1 . SAIG-IN (ROI 12-cos) . info 1 as s. Morrow thatasnot hired to do such errands, buldid it anyway; 1 Cotestified that "it was like you were in a Prisoner of War Campwhat Ms. Morrow wanted. she would ridicule you and treat you "more Later. Ms. Morrow asked 0 take her shoes to the repair shop to have them polished. coL indicated that Ms. Morrovis shoes had to be done a certain 'way or Ms. Momow was not going to pay for them. COLfurther testified that everyone was afraid to say anything because they did not want to deal with Ms. Morrow; 5. in a written statement, Ms. Morrow indicated that she did not recall details regarding the Pentagon shoe repair shop. She recalled taking shoes to the shoe repair shop on one occasion. . She believed that she went in person to see what services they offered, the cost, and to pay for the service. She believed that it was possible that a staff member offered to walk with her. Ms. Monow further stated that the demands of the lob did not afford her time to take a lunch break. She did not want to leave her office to get lunch - especially when she was dual-hatted or working a special project. She stated that some days she would not eat; other days (but not every day) she allowed her staff (military AXOs, or on occasion the X09 and EA) to call in and pick up a lunch order for her at the Anny Executive Dining Facility. She stated in retrospect, she regretted "allowing" her staff to help her in that way. 6. In a DAIG interview, Ms. Morrow was asked to clarify her statement. Ms. Morrow testified she did not recall any ethics briefing that specifically addressed the use of her immediate staff. She did have members of her staff get her lunch. but she thought that they were doing so when they were getting lunch for themselves. She recalled bringing a large bag of shoes into the Pentagon, but she did notrecallanyone taking her shoes to the repair shop for her. She further testified that she did not recall anyone ordering dog medication for her ailing pet. making personal hair appointments travel arrangements for her and her husband, or faxing documents for her closet redesign. She did recall seeking a medical malpractice suit as a result of her mothers hip surgery. She testified that she possibly had Management Analyst, assist her late one evening to organize some documents as-e result of that action. Ms. Morrow further acknowledged that she did have her closets redesigned and did have an ailing dog that . has since passed away. - 7. The preponderance of evidence established that Ms. Monow requested members of her staff to perform unofficial activities for her for non-official purposes. These included getting her lunches, beverages, and personal amends for her, her family. and pet. The evidence established that Ms. Morrow did not require employees to pay for the meal items and tasks they performed on her behalf. All witnesses testified that they were reimbursed by Ms. Morrow for the items they purchased for her. Although Ms. Morrow stated that she 'allowed' her staff to get her lunches and could not recall specifics of any pemonal amends, the preponderance of evidence revealed several Instances of her subordinates perfonning such tasks. Further, documentary evidence included e-mails from her documenting specific instances noted above. Ms. Morrow's roe on-rcuu. use ONLY. rs PROHIBITED EXCEPT AS av 2o-1. . 5 i 12-cos) improper use of her stall to perfomt personal errands was unofficial and not authorized i . by regulation. . A . - . ALLEGATION: Ms. mom failed to foster a healthy organizational climate. 1. An anonymous complainant alleged that Ms. Monow constantly belittied and talked down to her staff in private and in public forums. 2.. Anny Regulation (AR) 600-10-0, Almy Leadership, dated 8 March 2007, states in paragraph 2-1 that aleader will foster a healthy command climate and will treat subordinates with dignity, respect. faimess, and consistency. A leader will also build cohesive teams and empower subordinates. and build discipline while inspiring motivation. confidence, enthusiasm, and 'trust In subordinates. 3. The Guide To SES Qualifications, dated June 2010, states in paragraph 2 that "Leading People' is an Executive Core Qualification (ECQ) necessary for success as an This ECQ involves the ability to lead people toward meeting the organization's vision, mission, and goals. Inherent to this ECO is the ability to provide an inclusive workplace that fosters the development of others, facilitates cooperation and teamwork, and supports constructive resolution of conflicts. 4. A total of 24 witnesses were interviewed; 6 were current and 16 were fomter members of Ms. Morrow's staff, and 2 were witnesses who worked on the Army staff and had lmowledge of the process in which the military personnel were selected for positions within AASA. The evidence established thatwitness assessments regarding Ms. Morrow's treatment varied. The employees who no longer work for Ms. Monow generally had a more unfavorable assessment of their treatment and the climate of the organization compared to the ones who currently work for her. a. Of the 22 current and former employees intenriewed, 16 (2 current and 14 former employees) indicated that Ms. Morrow failed to foster a healthy organtionai climate. Witness testimony indicated Ms. Morrow was a perfectionist and the level of perfection she required had negative repercussions -- undermined morale, created tension, and contributed to significant disruption_and a lack of continuity as numerous subordinates left the organization as a resutl of her management style. Four witnesses, including SE53, testified Ms. Morrow created a "toxic" andlor "hostile" environment. Witness - testimony indicated that Ms. Morrow berated employees in front of other members of the oflice, would often talk about employees to other employees or make negative comments about employees' work so that the employee and others could hear her negative assessment of them. Four witnesses characterized Ms. Morrow's treatment of them as 'mental' andlor 'verbal abuse." . AS AUTHORIZED BY A 20-1. . FOR OFFICIAL USE ONLY. DISSEH |hlA7|% IS PROHIBITED EXCEPT 6 SAIG-IN (ROI 12-Q06) and 87D and B70 and testified the command climate under Ms. Monrovia leadership when she was dual- hatted as the Acting DUSA was absolutely "horrible," "conosive," and "toxic" Ms. Morrow was a "tenible leader." The members of the DUSA staff were "absolutely miserable." He testified that Ms. Morrow was "an abusive leader.' He was "absolutely appalled" and embarrassed to be in the room to hear the way Ms. Morrow spoke to one of her X08. He believed that she treated the military X05 with "visible contempt." He indicated that Ms. Mon'ow's relationship with him was fairly professional, butthere were times when 'she started to go down that route even with him." when asked would you work for her again he replied, "Not in my worst day." [fiend BTD and B70 and BTD I testified that AASA became-a 'higher producing' organization under Ms. Morrow. However, he testified that there was not a sense of urgency in meeting suspenses. The stem' often waited until Ms. Morrow went on leave to get things signed by him in order to get actions moved. He testified that Ms. Morrow had very high standards and produced. "top-notch" products. If anything was not top-notch, the staff's reaction to Ms. Morrow's remonstration could be anything from anger to tears. It could be a little embarrassing if other people were around and some might feel demeaned. it was obvious who Ms. Morrow liked and disliked. Her demeanor would change and the disliked person probably could not get a piece of correspondence through her. Ms. Morrow was an 'initial impression-type person." Once she formed an initial impression, it could be lasting. Her favorite word was "crap." She would say that "this is a piece of crap' and ive the action back. when asked whether Ms. Monow was fair and consistent. testifisd that 'she was consistent.' He testified that she was fair if you were meeting her standards, but her standards would not be his standards. If you were not meeting her standards. the person would be moved. He did not believe that she was lair and consistent with the military personnel. Ms. Morrow did not want a military person in there. He testified that her treatment of the staff would not be anything that he would do. He believed that people would say the climate was unhealthy because of the late hours and the scrutiny. When asked whether she treated subordinates with dignity and respect, he replied, 'Probably not always.' if you were not in her inner circle or were disliked by her. she would not honor requests to speak to her or callers were placed on indefinite hold. She created competition in the office by having two people work the same action or by taking someones action and giving it to someone else to work. He believed that she did that because of her auditor background -- if two people came up with the same answer, then it must be good. At the end of the day, whatever went to the Secretary was perfect. The Secretary did not see what went on behind the scenes. f3 see and I370 arm 4 AASA, 57? 37" testified that Ms. llaiorrow established a toxic leadership environment. Ms. Morrow wouldtalk about one subordinate to another and would state that someone was incompetent, stupid, or not getting something right. FOR OFFICIAL USE ONLY. DISSEHI TION I3 PROHIBITED EXCEPT AS AUTHORIZED 8 AR 21}-1. . SAIG-IN (ROI 12-006) - would not address her concems with the person; instead Ms. Monow would - justavold the person. She never heard Ms. Morrow give constructive criticism; she . - . would lustcompiain about the staff to others or ignore the person whom she did not believe met or could meet her standards. She testified that under Ms. Monow, there was 'no compassionate leadership. no empowering leadership." Ms. Morrow did not communicate with her staff, she did not inspire or motivate; it was leadership through - fear. Ms. Morrow avoided people or her interaction was abrupt and curt. Ms. Morrow . was not fair and consistent. and at times, Ms. Morrow did not treat people with dignity and respect. She definitely would not work for Ms. Monow again. . (4) JAASA. that Ms. Morrow was not a good leader of people. She wouldbe 'a good leader of an organization without people.' Ms. Morrow's leadership style was autocratic, demanding, and insensitive. She had very little patience for someone being ill or having a death in the family. She had little of the normal human compassion required of a leader. Ms. Morrow was harder on the military personnel than the civilians, and she was certainly harder on some of the Colonels. Ms. Morrow was a perfectionist, but the level of perfection was not productive in how Ms. Monow treated her employees. "It was not physical abuse, but it was certainly mental abuse.' Ms. Morrow olten said that people were incompetent and stupid, but she did not say those things in public. In a close group environment, she would talk about staff members. if Ms. Monow disliked someone, she would say in a harsh tone: "What do you want? What is this? This is stupid!" If Ms. Morrow disliked a person, other people who were well liked would have to put their name on the disliked person's actions to get the action through Ms. Morrow. The sneers, looks, and mistreatment of individuals were uncomfortable to witness, and she did not want to go back to work for Ms. Morrow so she retired. She chose not to have a retirement ceremony because she knew that, when Ms. Morrow had to speak in public, the AASA staffwould be there until midnight as Ms. Morrow constantly rewrote her speech. She did not want to put her coworkers through that, so she chose to just walk out the door. (5) Meter (MAJ) former AXO. testified the environment under Ms. Morrow was very toxic. The climate reflected leadership through fear. There were veiled threats, and people were scared. Ms. Morrow was overly critical of people and would say things behind their backs. . Ms. Monow would not address an individual directly; instead she would call the X0 Into the office and criticize the individuals' work so that everyone in the office could hear Ms. Morrow's criticism of the person. She would not look at staff actions from people whom she disliked. The staff would fitter paperwork through the people whom Ms. Morrow liked to get the action through her. The most unprofessional thing Ms. Morrow would do was to stop speaking to a person. No matter what needed to get done, she would stop talking to people. it felt like a kind of punishment. Staff actions would come to a "screeching halt" when Ms. Monow was having difficuities with the X0. Ms. Morrow respected certain military personnel, but she believed that Ms. Morrow was FOR OFFICIAL use ONLY. orssarrmn ms ASAUTHORIZED av 2o-1. 3 .. . . SAIG-IN 12-DOB) inexperienced with the military and could oniyrelate to them with her civilian experience. Ms. Morrow was not a leader, she was just a manager of people and she did that well. leader would teach. coach. mentor. and influence people to do what you want and not lead them through fear." It was a very tense climate. if Ms. Morrow was in uniform, she would be defined as a toxic leader. It was an emotional rollercoaster. EWC) She could-not wait to leave the organization. gs) coLlW"?l 7 retired, former xo. AASA. |(bW?l |-testlfied Efljattempted to protect the staff by insulating them from Ms. Morrow. Ms. Morrow would talk about employees in front of other employees. Ms. Morrow used "stupid" and "lazy" a lot. After 30 days in the job, she told the Director of the Anny Staff (DAS) to either retire or to movebecause could not work for Ms. Morrow. Ms. Morrow, gave impression that she had no regard for Soldiers or anyone in uniform Ms. Morrow was neither a leader nor a manager. Ms. Morrow had passlveleggressive tendencies. Ms. Monow was extremely condescending in how she talked to people, and she was not afraid to call people out in a public forum and tell them how stupid the were. Mill" Twent back to the DAS and asked him to move ow or retirmmediate . Ha complied and COL was transferred out of AASA. COLteslified that - uid never work for Ms, Morrow again. (7) COL former Acting xo, fl testified Ms. Morrow's leadership style was 'totally dreadful.' Ms. Morrow belitiled her by calling her a liar and stating she did not believe anything she said. When she defended her integrity, Ms. Morrows response was, 'Yeah, right.' After working for Ms. Monow, "it felt like you had "You questioned yourself." She was supposed to be there for approximately six months as an acting X0, but after four months she asked the DAS to move her because she did not want to be subjected to the way Ms. Morrow treated people. it was a very unpleasant atmosphere. People did not want' to work for Ms. Monow. Ms. Morrow was not a professional person. At times Ms. Morrow was out of control. and she did not trust her staff. Ms. Momow had a demeanor that was very unpleasant. She would make comments about people after they would leave the room. She talked about everyone. She beiittled people through her demeanor and mannerisms. Ms. Monow would tell her staff that they did not know what they were doing. Ms. continually said rude things, typically in an open forum. Everyone knewpthe kind of person Ms. Morrow was, but no one was willing do anything about it. No one should ever be treated the way Ms. Morrow treated her. it was mental and verbal abuse. She would never work for Ms. Morrow again. (3) COLformer xo, testified that Ms. Monow was one of the most dedicated and loyal bosses he ever had. when expressing anger, she was often direct. but sometlrnesshe would not talk to a person. It was obvious when Ms. Monow was not talking to a person. she was not FOR OFFICIAL USE ONLY. IS PROHIBITED EXCEPT AS AUTHORIZED BY 20-1. 9 . 1 a happy with that person's performance.1 He never recalled her yelling or being abusive". A . . Nottaiklng to a person was her way of showing her displeasure. Because of the "silent - treatment" he received; he did not enjoy going to work towards the end of his :2 . . assignment in AASA. Ms. Morrow would bypass him and work actions with the AXO. . He would not work directly for Ms. Morrow again because of the long hours. (9) COLfom1er xo. 7 testified Ms. Monow did not always treat people with dignity and respect. If something - was presented to her that wasn't exactly the way she wanted it, she would speak in a -. - manner that was demeaning to the individual as opposed to taking a more understanding approach or providing constructive feedback. She would display her anger by stating, '[Y]ou are worthless- . . .[H]ow could this happen. . . .[Y]ou didn't do what you were supposed to do." She would state these things when otten the problem or issue was not within that person's control. She believed that sometimes Ms. Morrow realized that she was being more direct than she should be and would apologize. She did not believe that Ms. Morrow thought that military personnel were as competent as her civilian staff. Ms. Morrow did not realize military personnel held the same kind of degrees and experiences that most civilians had at that level. Ms. Morrow was brutal in what she would say to the AXO. She could be very direct and sometimes hurtful. She thought about filing a complaint. not only for the woric hours (she felt that they were unreasonable -- there was no way she could have sustained the hours for two to three years, especially if she had a family). but because of the we that Ms. Morrow snapped at people -- it was demeaning. it was in the delivery. COL tated that Ms. Monow made a person feel like a "piece of crap." The staff was extremely frustrated. However, COL believed that the number of jobs Ms. Monow was holding down might have contributed to the way she treated people, but she also believed that met was no excuse. She did not think Ms. Monow was a good leader. She believed she was a good manager. She did not think Ms. Monow worked well with people at all. She would not work for Ms. Morrow again. (1 o) COL retired, former xo. AASA. testified his plan was to serve as X0 for two to three years as his last assignment. but decided to retire eari after one year. Ms. Morrow was the worst leader he had in his l>Acron_vms Administrative Assistant I Administrative Assistant to the Secretary of the Army Army Regulation Assistant Secretary of the Army Manpower Reserve Affairs . Assistant X03 Code of Federal Regulations Colonel Captain Command Sergeant Major Chief Warrant Officer 4 Department of the Army . Department .of the Anny Inspector General Agency Director of Anny Staff Department of Defense Directive Defense'Travei System Deputy Under Secretary of the Army Executive Assistant Executive Core Qualifications Equal Employment Opportunity Equai Opportunity Fair Labor Standards Act Joint Ethics Regulation Lieutenant Colonel Major North Atiantio Treaty Organization Office of the Administrative Assistant Offioe of the Administrative Assistant to the Secretary of the Army Preliminary inquiry Post Traumatic Stress Disorder Required day off Secretary of the Anny Senior Executive Service Sergeant Major Temporary duty Executive Officer FOR OFFICIAL use ONLY. Is EXCEPT AS AUTHORIZED av A\2o-1. 24 . SAIG-IN (ROI 12-O06) ROI Listing GS-14, AASA (bwxc) MAJ and former RXU. ARA- _Campbel|, James, L., LTG, retired, former DAS |(b1m(c) AASA, . MSA i MAJ. and former AXO. AASA Condon, SE8, former Special Assistant to the Under Secretary of the Army GS-15, AASA GS-11. Acting Axo I and former xo. AASA and former AXO. AASA I CW4 I GS-11. AASA I . I and former X0, AASA O'Keefe. Gerald, SES, Deputy AASA COL . 1 and former X0, AASA . Randon, Diane. SE8, Director, Installation Services. and fonner Director of Resources and Programs, AASA . QOL Eaxvucr 0) FOR OFFICIAL USE ONLY. DISSEHINA IS PROHIBITED EXCEPT AS AUTHORED BY 20-1. 25 SAIG-IN (ROI 12-0-OB) T. GS-1V5, AASA 1 msa, 1 AASA 1 and form?r Acting xo, AASA COL, former Aciing X0, AASA WSGMI AASA I COL, fonner X0. AASA Stubblefield. Larry, SES, Deputy Assistant Secretary of the Army for Diversity and Leadership at ASA and former Deputy. AASA. AASA COL,1'ormerXO. AASA FOR OFFEIAL USE ONLY. A8 AUTHORIED AR 20-1. 26 IS PROHIBITED EXCEPT (ROI 12-006) LIST OF EXHIBITS EXHIBIT ITEM A Directive, Expanded Investigation, and Legal Reviews Standards: B-1 The Guide To SE8 Qualifications," dated June 2010 B-2 Title 29 USC 201 B-3 Title-'5 CFR 551.401 . B-4 DOD Financial Management Regulation, DOD 7000.14--R. Volume 8, dated June 2010 6 Documents: C-1 Biographicai summary, Ms. Morrow C-2 Organizational chart, duty descriptions - C-3 OAASA Front Office Organizational Chart C-4 E-malls regarding personal errands required of C-5 Memorandum, dated 16 January 2012. subject: Realignment of SES Positions with enclosure, memorandum, dated '8 September 2008. subject: Restoration of SES Position for US lnfonnation Technology Agency C-6 oally be from oo C-7 E-mail, dated 27 March 2012. subject: Official Matter, with attachment (witness oomments) from DAIG to Ms. Monow C-8 E-mail, dated 2 April 2012. subject: Witness Comments Part 2, from DAIG to Ms. Monow I 4 C-9 E--mail, dated 1 May 2012' so bject; Witness Comments Part 2, with attachment (response to witness comments) from Ms. Monow to DAIG C-10 List of X05 from March 2006 to present C-11 E-mall. dated 11 July 2012, subject: Morrow C-12 Position Descriptions: Manaement Analyst Supervisor Management Analyst Supervisor Management Analyst and Management and Program.Analyst C-13 DIG 12-0009, approved 3 February 2012 Testimony: D-1 Ms. Morrow FOIA: N0. D-2 Folk NO D-3 I FOIA: No D-4 I FOIA: NO D-5 I FOIA: a NO D-6 FOIA: YES AS AUTHORIZED BY 20-1. run orncw. use ouvr. IS rnomemso EXCEPT 27 SAIG-IN (ROI 12-006) D-T . A FOIA: NO -D-8 Mr. Stubblefield FOIA: YES D-9 FOIA: No 0-10 FOIA: NO . D-11 FOIA: YES D-12 FOIA: YES D-13 FOIA: N0 D-14 FOIA: NO D-1 5 FOIA: NO D-16 CW4 . FOIA: YES D-17 OIA: N0 D-18 FOIA: NO 13-19 FOIA: NO D-20 CSM FOIA: YES D-21 Mr. O'Keefe FOIA: No 0-22 FOIA: NO 13-23 FOIA: NO D-24 COL - FOIA: N0 D-25 LTCI FOIA: YES D-26 LTG James Campbell (R), fonner DAS FOIA: N0 D-27 COLIWKCJ I NO D-28 Ms. Condon FOIA: YES Notifications: E--1 . Morrow sub'ectb (awe) son on-1cm. use omnr. DISSEMINA on IS PROHIBITED EXCEPT AS AUTHORIZED BY 20-1. 28