ACASS - Intervention Strategies

Considerations

CSA

Our unit adequately trains aircrews to safely conduct all flights.

Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Develop a weekly qualification tracker to maximize training and eliminate “gun decking.”
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then, review the process for qualification to make sure you are teaching the right skills.
Hard schedule training.
Ensure that scheduled training is provided per the weekly training schedule, or rescheduled immediately if events require a slide.
Schedule periodic EP flights.
Conduct Stan checks on NATOPS instructors to ensure robust NATOPS check flights.
If necessary, schedule training flights that focus on strictly core skills training.
Reiterate to aircrew and the entire squadron that there is NO pressure to make sorties in the training environment. Combat readiness comes from continuous good training with up jets, rather than individual sorties.
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Do not push personnel beyond their own perception of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks.
Increase focus on training at Det sites.
Establish a "standardization cadre" of experienced flight instructors specific to aircrew needs.
Implement a formal training plan.
Invest the time (in training) now. It'll cost you, but less than later.
Review the list/matrix of relevant Issue Papers on this website.

CSA

My unit provides adequate recognition for exceptional safety acts.

Ensure your unit has an effective safety awards program.
Survey respondents often perceive that Safety Pros awards are too infrequent despite monthly awards in their squadrons. Ensure when reading the citations that it is understood these awards are for being a Safety Pro.
Ensure safety recognition programs (e.g., safety pro, individual/group actions/etc.) are utilized and advertised.
Reinvigorate the safety award process to "catch personnel in the act of using solid ORM."
Direct more command attention at those who do right than those who do wrong.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Publish a Safety Gram with recognition for personnel accomplishments/acts.
Submit a hometown news release and/or letter to family for significant safety acts.
Recognize a Safety Pro of the Month with a parking spot as a reward.
Recognize government civilian and contract employee safety achievements, if warranted.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Ensure your unit has a safety climate that encourages reporting safety issues.
Review the list/matrix of relevant Issue Papers on this website.
Establish a unit-level Maintenance Marine or Risk Manager of the Quarter program to emphasize proper maintenance and a just reporting culture.
Implement a "BZ" whiteboard in a common area in which anyone can give recognition to other personnel.
Implement an online method (e.g., via QR Code) in which anyone can give recognition to other personnel.

CSA

Safety decisions are made at the proper levels by the most qualified personnel.

Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Involve the officers and senior NCOs on appropriate issues.
Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices.
Integrate the ORM process into planning and executing operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
Ensure your unit has a safety climate that encourages reporting safety issues.
Review the list/matrix of relevant Issue Papers on this website.

CSA

SOPs and safety rules are enforced in my unit.

The CO should enforce a "by the book" philosophy.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Check to see if your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Monitor aggressive personnel who think rules aren't necessary.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Establish, communicate (make visible), and enforce performance standards in your command.
Review the list/matrix of relevant Issue Papers on this website.
Conduct unit-wide reviews of SOPS and publish/enforce changes effectively.

CSA

Personnel must possess the appropriate experience/skills to earn qualifications in my unit.

Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then, review the process for qualification to make sure you are teaching the right skills.
Develop a weekly qualification tracker to maximize training and eliminate "gun decking."
Establish, communicate (make visible), and enforce performance standards in your unit.
Set the bar extremely high. Personnel only reach as high as the unit stated goals.
Have officers/senior NCO leadership personally monitor training sessions to ensure quality.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Monitor turnover in personnel; conduct 6 month forecast/track personnel moves.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Conduct Stan checks on the NATOPS instructors to ensure robust NATOPS check flights.
Institute XO to JO leadership development sessions to include topics such as flight hour and qualification milestones.
Establish a "standardization cadre" of experienced flight instructors specific to aircrew needs. Plan ahead to prevent rushed qualifications for detachments/deployments.
Unearned qualifications to meet professional timelines (e.g., HAC) ultimately water down the qualification process, reduce morale, and burden Operations with “selective” scheduling, as well as, create unnecessary hazards..
Review the list/matrix of relevant Issue Papers on this website.

CSA

Unit members, from the top down, incorporate Risk Management (RM) into daily activities.

Integrate the ORM process into planning and executing operations.
Assign, educate, and employ ORM instructors in your unit.
Train personnel to properly use ORM for their high-risk activities.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Request ORM training from higher headquarters (e.g., Naval Safety Command).
Use real life, practical examples of CRM and ORM for training, vice repetitive overviews of the seven skills and ORM steps. The goal is safe operations, not memorization.
Reinvigorate the safety award process to "catch personnel in the act of using solid ORM and CRM.
Conduct small group discussions on how to keep safety briefs impactful and review unit processes to ensure the entire audience receives the benefit of ORM training.
Do not push personnel beyond their own perception of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks.
Challenge the supervisors to be more proactive with their subordinates and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Are ORM Worksheets in your command being "gamed" by personnel to keep go/no-go decisions at their level?
Address any misperceptions of “getting the X at all costs” with pilots, aircrew, tactics instructors, and Department Heads.
Review the list/matrix of relevant Issue Papers on this website.
Aggressivel monitor weather conditions to ensure personnel are not at risk at work or during travel.
Ensure Officers and SNCOs address safety, sleep plans, and improve communication to inculcate a culture of risk assessment and mitigation.

CSA

Effective communication exists within my unit.

Assistant Operations Officer reviews the Plan of the Week (POW) with each work center each Monday after the FOD walk.
Offer a "Retribution Free" discussion period for personnel to allow discussions with leadership.
“True Confessions” and other methods of sharing experiences are invaluable methods to promulgate safety information, incorporate lessons learned, further communication in other avenues, and improve camaraderie and morale.
Have each department provide updates to an in-house calendar to track future events and post relevant information.
Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
In order to open the lines of communication, hold quarters at least once every 2 weeks and hold all khaki meetings (E-7 - O-5) every Monday. Use this time to let everyone know "the big picture" and ensure that the entire chain of command knows what you are doing and why.
Have frequent Captain's Calls (by department or paygrade) to personally get the word to the troops and enhance communication flow. Engage the khaki leadership and share the information from your survey(s). Discuss command culture, communication, and standardization required to sustain long term production. The leaders of the squadron will then speak with one voice.
Having an open door policy on safety related issues will greatly improve communication within the unit.
COs/Department leaders can conduct a quarterly breakfast with the SNCOs to open up lines of communication between each other.
Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
All large organizations have communication challenges. Find solutions for the bottlenecks and shortfalls.
CO concludes formations by asking personnel if anyone has heard any rumors, vice the more standard, "Does anyone have any questions for me?" . . . . Gets better results.
Communication is key across all pay grades. Ensure it happens.
Ensure all communication vehicles are used (e.g., face-to-face, POD, Quarters, publications, social media, etc.). Too often, vehicles to communicate are overlooked.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Do not allow poor communication due to too much reliance on one-way emails.
Don't expect people to remember what you said two weeks ago. If it's important, publish it or restate it often.
Provide a "state of the squadron" address. It will help you find out where you are and communicate it to your subordinates.
Discuss survey results and interventions with personnel to develop optimal solutions and increase survey process "buy in."
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Ensure intervention options are clearly communicated.
Publish a newsletter that outlines upcoming events for the next month. Email to everyone in the unit and post throughout the unit.
Establish a tiger team to look at how to improve communication across the organization.
Hold "Town Hall" meetings (Officers/SNCOs, NCOs, and junior Marines) to address positive and negative survey results to allow the Marines to become part of the solution to weak areas.
Brief survey specifics at an All Hands Call and discuss root causes and possible solutions. Then conduct a detailed review with an Assessments Working Group to generate a comprehensive long-term plan of resolution.
Incorporate SNCO and Enlisted meetings with Senior Enlisted in order to improve communication.
Review the list/matrix of relevant Issue Papers on this website.
Involve command in proper messaging, extinguishing disinformation, and explaining the "whys".
Publish a monthly operations calendar to ensure all hands understand expected goals and events.
Hold Monday training for all personnel to discuss Plan of the Week and upcoming events. Triad walkthroughs for verification.
Assign specific personnel to ensure TAD personnel are informed of upcoming command events.
Hold formations to pass the word after FOD walkdown and/or during liberty brief (to also reach night crews) .
Provide a weekly Dashboard of priorities, 90-day outlook, long-term projects, and upcoming taskers.
Post a Plan of the Week to include major events
Ensure leadership at all levels considers the unintended consequences of cutting corners by telling personnel to get something "done now."

CSA

My unit keeps me well informed regarding important safety information.

Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication.
Maintain relevant hazard reports, notices, etc. in ready rooms and lounges to increase awareness/discussion.
Increase emphasis on aviation and ground safety at AOMs and quarters.
Encourage safety reps to use every morning meeting and evening pass down to address trends and "stay on message." They need to routinely visit all work centers and production divisions.
Have monthly section ground safety meetings.
Don't beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
Reach out to counterparts in similar units for lessons learned and common concerns.
Ensure intervention options are clearly communicated.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
“True Confessions” and other methods of sharing experiences are invaluable methods to promulgate safety information, incorporate lessons learned, further communication in other avenues, and improve camaraderie and morale.
Regularly publicize (through multiple venues) the names of the command safety representatives.
Hold "Town Hall" meetings (Officers/SNCOs, NCOs, and junior Marines) to address positive and negative survey results to allow the Marines to become part of the solution to weak areas.
Brief survey specifics at an All Hands Call and discuss root causes and possible solutions. Then conduct a detailed review with an Assessments Working Group to generate a comprehensive long-term plan of resolution.
Review the list/matrix of relevant Issue Papers on this website.

CSA

Our Human Factors Councils/Boards are effective at improving safety.

Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Protect the confidential personal information passed between leaders/supervisors at the HFC. Otherwise, personnel will be reluctant to bring their issues forward.
Institute Human Factors Councils for ALL HANDS, not just aircrew.
HFBs are a benefit to the individual and the entire command. Don't hold off using them wisely.
Include junior personnel in Human Factors Councils. They will provide additional perspectives on climate issues, while learning that the Human Factors Council/Board process is a helpful and proactive safety tool (vice a means of punishment).
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.)
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Instill a climate that issues can be presented at the HFC without fear of retribution.
Review personnel jackets for drug/alcohol histories.
Increase the number of Human Factors Councils (HFCs) completed on deployed detachments.
Monitor aggressive aircrew who think rules aren't necessary.
Beware of and monitor fatigue levels of your personnel.
Integrate the ORM process into identifying/managing high risk personnel.
Review the list/matrix of relevant Issue Papers on this website.

CSA

Our flight surgeon is effective at helping to identify/manage high-risk personnel.

Discuss survey results with flight surgeon (or local medical hierarchy) to garner increased flight surgeon presence within squadron spaces and at Human Factors Councils/Boards.
Flight surgeon shortfalls/issues may need to be referred to the head flight surgeon for resolution.
Use survey results as a “lessons learned” opportunity for newly assigned flight surgeons on how he/she can be better integrated with the squadron.
Increase involvement of flight surgeon in day-to-day operations.
Review personnel jackets for drug/alcohol histories.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Institute Human Factors Councils for ALL HANDS, not just aircrew.
Increase the number of Human Factors Councils (HFCs) completed on deployed detachments.
Reach out to counterparts in similar units for lessons learned and common concerns.
Monitor aggressive aircrew who think rules aren't necessary.
Beware of and monitor fatigue levels of your personnel.
Integrate the ORM process into identifying/managing high risk personnel.
Review the list/matrix of relevant Issue Papers on this website.

CSA

Aircrew in my unit are able to maintain flight proficiency/currency standards.

Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then, review the process for qualification to make sure you are teaching the right skills.
The safety department, in concert with operations, can provide some new measures (left seat versus right seat, # of landings/flight hour, # of approaches/flight hour, etc.) beyond simple currency requirements to aid in righting the schedule and matching aircrew.
Institute a process to more fairly distribute monthly flight hours for aircrew.
Encourage aircrew to add instrument approaches, touch & go’s, autorotations, etc. at the end of scheduled flights to gain proficiency, while reducing the need to schedule separate events to cover the “basics.”
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Establish a "standardization cadre" of experienced flight instructors specific to nuggets' needs.
Be aware of the consequences of training with fewer resources.
Implement a formal training plan.
Incorporate mentorship at every level.
Monitor turnover in personnel.
Review the list/matrix of relevant Issue Papers on this website.

CSA

NATOPS tests/check rides are conducted as intended, to honestly assess qualifications.

Conduct Stan checks on the NATOPS instructors to ensure robust NATOPS check flights.
Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Leaders set the example.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Ensure your junior officers are leading at their level.
Establish, communicate (make visible), and enforce performance standards in your command.
Establish a "standardization cadre" of experienced flight instructors specific to nuggets' needs.
Implement a formal training plan.
Review the list/matrix of relevant Issue Papers on this website.

CSA

Our Crew Resource Management (CRM) program is helping to improve mission performance and safety.

Use real life, practical examples of CRM and ORM for training, vice repetitive overviews of the seven skills and ORM steps. The goal is safe operations, not memorization.
Leaders set the example.
Conduct bi-weekly (every two weeks) all-aircrew meetings to discuss issues such as CRM, standards, and the latest on HAZREPS and mishap reports.
Reinvigorate the safety award process to "catch personnel in the act of using solid ORM and CRM.
Check in the box safety training damages a unit's safety climate and culture. Conduct all training, surveys, etc. with a realistic goal to provide/obtain useful information or impart a skill.
Reach out to counterparts in similar units for lessons learned and common concerns.
Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Direct more command attention at those who do right than those who do wrong.
Monitor aggressive aircrew who think rules aren't necessary.
Establish, communicate (make visible), and enforce performance standards in your command.
Implement a formal training plan.
Be aware of improper perceptions by your personnel.
Review the list/matrix of relevant Issue Papers on this website.
Focus pilot and aircrew ground training on crew coordination.

CSA

My unit has a reputation for high-quality performance.

Outstanding command leadership teams are "brilliant on the basics."
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Focus on what you are doing correctly.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
Reach out to counterparts in similar units for lessons learned and common concerns.
Establish, communicate (make visible), and enforce performance standards in your command.
Set the bar extremely high. Sailors only reach as high as the command's stated goals.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Review the list/matrix of relevant Issue Papers on this website.

CSA

Violations of SOPs, flying regulations, or general flight discipline are rare.

Challenge established SOPs to ensure they are current and still relevant.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Leaders set the example.
Realize that subordinates watch their leaders/supervisors regarding what is and is not acceptable behaviors.
Establish, communicate (make visible), and enforce performance standards in your command.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Ensure your junior officers are leading at their level.
[The CO should] Reinforce "by the book" using the book (e.g., discussing "crew rest" with the crew rest instruction in hand).
Monitor aggressive aircrew who think rules aren't necessary.
Hold non-performers accountable and counsel those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Direct more command attention at those who do right than those who do wrong.
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Offer a monthly "Retribution Free" discussion period for flight crew and maintainers to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Review the list/matrix of relevant Issue Papers on this website.

CSA

Training is conducted as scheduled.

Hard schedule training.
Leadership should establish priorities (at all levels) and live by them.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Formalize maintenance training (not just OJT).
Supervisors personally monitor training sessions to ensure quality.
Invest the time (in training) now. It'll cost you, but less than later.
Have QA provide a 15-30 minute training session to a different maintenance work center each day following FOD walk down.
Review the list/matrix of relevant Issue Papers on this website.
Conduct training to optimize hands on evolutions during the week, vice last event before Friday liberty.
Mainteanance Training - Establish a weekly "MX trng" block on the flight schedule (applicable to shifts). Continue as long as enlisted leaders provide relevant, useful training.

CSA

Individuals are comfortable approaching their supervisor about personal issues/illness.

Central to good leadership is maintaining strong and vibrant two-way conversations with ALL personnel.
Communication is key across all military/artisan levels. Ensure it happens.
Trust, built through human contact/engagement, is the fundamental building block of our command and control structure and our ability to achieve mission success.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Be aware of inaccurate perceptions by your personnel.
Engage your personnel and attempt to discover their issues and concerns.
Leaders/Supervisors should take appropriate action on subordinates’ issues, so it does not appear that they are ignoring their concerns.
Review the list/matrix of relevant Issue Papers on this website.

CSA

Individuals in my unit are comfortable reporting safety violations, unsafe behaviors, or hazardous conditions.

Self-reporting does not work if the only outcome is repercussions.
Personnel should expect positive reinforcement for reporting issues, not fear repercussions.
Lead by example and admit your own mistakes/issues. This will encourage others to come forward without fear of reprisal.
Leaders/supervisors should take appropriate action on subordinates’ issues, so it does not appear that they are ignoring their concerns.
Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
Direct more command attention at those who do right than those who do wrong.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Publish a Safety Gram with recognition for personnel accomplishments/acts.
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Be aware of improper perceptions by your personnel.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
A strong "Anymouse" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Ensure your unit has an effective safety awards program.
Ensure your unit has a safety climate that encourages reporting safety issues.
Regularly publicize (through multiple venues) the names of the command safety representatives.
Review the list/matrix of relevant Issue Papers on this website.
Encourage future safety reporting by thanking personnel for open and honest survey feedback that helps identifiy issues and trends.

CSA

All members of my unit have the authority to halt unsafe activities until the hazards/risks are addressed.

Empower ALL personnel to halt unsafe activities until hazards/risks are addressed.
Involve the officers and senior enlisted personnel on appropriate issues.
Challenge the enlisted leadership to be more proactive with their personnel and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the NCO/Petty Officer level by empowering them to make decisions regarding safety practices.
Integrate the ORM process into planning and executing operations.
Ensure members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety PO/NCO.
Ensure your unit has a safety climate that encourages reporting safety issues.
Review the list/matrix of relevant Issue Papers on this website.

CSA

Our Safety Department is well-respected.

Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication.
In an effort to enhance the status of the Safety Dept., add an experienced junior officer to the Safety team. It sends a poor message when you have a brand new LTJG or LT assigned to Safety as his first job, when he doesn't know much about the squadron.
Encourage safety reps to use every morning meeting and evening pass down to address trends and "stay on message." They need to routinely visit all work centers and production divisions.
Assign and advertise the names of safety reps at the shop floor level.
Have an active safety council that meets regularly to address safety issues.
Increase emphasis on aviation and ground safety at AOMs and quarters.
Don't be the "Safety Guy." Motivate and inspire peers towards safer habits through example and timely information, not inspections and policing of individual actions.
Don't beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
Check in the box safety training damages a unit's safety climate and culture. Conduct all training, surveys, etc. with a realistic goal to provide/obtain useful information or impart a skill.
Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels.
Use real life, practical examples of CRM and ORM for training, vice repetitive overviews of the seven skills and ORM steps. The goal is safe operations, not memorization.
Maximize safety program "buy-in" by quickly responding to individuals' concerns/ suggestions/ recommendations and by using group-developed solutions (e.g., by work center or "tiger team").
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Have the Safety office next to the CO's and XO's offices to place emphasis on the unit's safety program and emphasize the relationship between the CO/XO and the Safety Officer/ASO.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
Ensure your unit has a safety climate that encourages reporting safety issues.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Review the list/matrix of relevant Issue Papers on this website.
Safety Dept visibility - Survey results often reveal that safety personnel are not known or visible. Use formations, command board photos, and other communication means to resolve.

CSA

Our safety pauses are effective.

Conduct a Safety Standdown focused on unit survey results, mishap/hazard reports, incident reports, recent "near misses," etc. , and utilize audience participation (via large or small group) to further clarify hazards, identify trends, and develop workable solutions. The group's synergy will help to identify previously overlooked factors, and the group-developed interventions will have greater acceptance/compliance.
Plan Safety Standdowns well in advance to address key issues and heighten awareness. Maintain an updated list of speakers and topics to ensure "short notice" standdowns (e.g., following a mishap or other recent incident) are professional and worthwhile.
Encourage, praise, and professionally respond to safety concerns raised in any forum (e.g., Safety Standdowns, Human Factor Councils, Safety Councils/Committees, "True Confessions," etc.). Ridicule, arguments, retribution, or inaction will stifle any further safety communication and greatly increase the risk that hazards will remain hidden until it's too late.
Get Safety Standdowns out of the classroom/auditorium. Supervisor facilitated activities, hands-on training, small group discussions, etc. may be more beneficial.
Implement a grass roots safety campaign to give junior Marines the opportunity to shape the safety messages vice the usual safety "stand-arounds".
Have a seminar-based safety day to get at the root of the problems.
Reach out to counterparts in similar units for lessons learned and common concerns.
Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations.
Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Review the list/matrix of relevant Issue Papers on this website.

CSA

Unit members do not cut corners to accomplish their job/mission.

The CO frequently reinforces the fact that cutting corners is not tolerated in this organization. The CO ensures department heads and senior supervisory personnel understand that this is the only acceptable policy.
Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Address any misperceptions of “getting the X at all costs” with pilots, aircrew, tactics instructors, and Department Heads.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time. Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Beware of an environment where "work-arounds" are "the way we do things here."
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Monitor supervisors who think it's okay to cut corners.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Beware of and monitor fatigue levels of your personnel.
Monitor and be aware of perceived mission creep.
Establish, communicate (make visible), and enforce performance standards in your command.
Involve the officers and senior NCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.
Ensure leadership at all levels considers the unintended consequences of cutting corners by telling personnel to get something "done now."
Impress on all personnel the "costs of cutting corners" and accountability.

CSA

Crew rest standards are enforced in my unit.

For aircrew that have a late flight and a subsequent flight the following day, place a note on the flight schedule directing the earliest time that individual can report to work (using a 10-hour standard to allow for transit and 8-hour crew-rest).
[The CO should] Reinforce "by the book" using the book (e.g., discussing "crew rest" with the crew rest instruction in hand).
The Safety Department should provide training to all aircrew on what OPNAVINST 3710 states with regard to crew rest. Additionally, have the Safety Department review all flight schedules to QA aircrew scheduling.
Ensure all personnel understand the crew rest requirements and command policy on any waivers.
Establish clear guidance for detachment OICs to ensure crew rest standards are followed in their often more demanding operational environment.
Ensure personnel and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
Although we often “do more with less,” always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
If possible, reduce extraneous tasking and challenge unreasonable requests.
Encourage personnel to live near their place of work. Long work days combined with excessive commutes leads to fatigued workers and drivers.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Leaders set the example.
Tighten crew rest/crew day adherence through advanced scheduling.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Ensure scheduling provides adequate time for rest and adjustments in circadian rhythms.
For mission-critical events, always schedule a standby crew to eliminate fatigue/crew rest issues associated with the inevitable operational or equipment delays.
Monitor aggressive aircrew who think rules aren't necessary.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Commuting/road travel highlighted as an area of concern? Evaluate policies on rest and travel, ensuring accommodation available for extended and/or late-night events.
Review the list/matrix of relevant Issue Papers on this website.
Crew rest - Publish the daily flight schedule earlier to reduce impact on crew rest.

CSA

Aircrew work effectively as a team.

Use real life, practical examples of CRM and ORM for training, vice repetitive overviews of the seven skills and ORM steps. The goal is safe operations, not memorization.
Leaders set the example.
Outstanding command leadership teams are "brilliant on the basics."
Conduct bi-weekly (every two weeks) all aircrew meetings to discuss issues such as CRM, standards, and the latest on HAZREPS and mishap reports.
Reinvigorate the safety award process to "catch personnel in the act of using solid ORM and CRM.
Direct more command attention at those who do right than those who do wrong.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

CSA

Morale in my unit is high.

Safety climate survey results revealed that unit morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Unit leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
Ensure junior officers visit a different work center/shop at least once a month to increase their knowledge, unit camaraderie, and enlisted/officer morale.
CO or XO visiting the workspaces and just talking to the junior Marines and getting to know them would greatly increase not only morale, but also let the Marines know that their command cares about them and listens to them.
Improve morale within the SNCO/officer ranks by increasing their authority and control of their sections/departments (e.g., liberty/leave approval, planning, training, etc.).
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Institute morale building incentives like "shop/platoon/company of the month."
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Share all relevant information. Playing “I’ve got a secret” hurts productivity and morale.
Assign teams/tasks across departmental boundaries to reduce departmental rivalries (e.g., OPS versus Maintenance) and build camaraderie.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Plan ahead and share plans/timelines with personnel to improve productivity and morale
Focus on what you are doing correctly.
COs who prioritize the betterment of their command over the betterment of their careers have the most "operationally excellent" squadrons.
Incorporate mentorship at every level.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Review the list/matrix of relevant Issue Papers on this website.
Explaining "why" alleviates many concerns that reduce morale.
Ensure Marines understand the importance of the unit's mission and their own purpose and role in achieving it.
Actively engage Marines in morale enhancing events outside of working hours to get Marines out of the barracks on weekends.

CSA

My unit has adequate resources (e.g., tools, equipment, publications, etc.) to perform its current tasks.

Many hardships are outside your unit's control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Identify the shops that do not have adequate tools to do their job and prioritize ordering/replacements.
If possible, reduce extraneous tasking and challenge unreasonable requests.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Be aware of collateral mission creep.
Leadership should establish unit priorities (at all levels) and live by them.
Unfavorable respondent comments to this survey item often reveal a misunderstanding of the various funding allocations and unit priorities. Consider a short training session with all personnel to answer their concerns.
Implement a push-logistics model for supplying companies/departments with necessary consumable supplies based upon average usage rates.
Seek out the agencies responsible for providing support, equipment, and consumables to have sufficient replacements on hand prior to needing them.
Review the list/matrix of relevant Issue Papers on this website.
Use survey results on identified hazards to lobby for resources.
Assess and procure seasonal equipment and supplies early in order to take advantage of restrictive timelines.
Procure sufficient PPE (e.g., earplugs, gloves, goggles) to prevent workarounds when not available.
Utilize station personnel and hygienists to assess spaces are safe and in proper working order.
Ensurve flight briefing spaces have adequate computers, publications, etc. to increase functionality.

CSA

My unit has enough experienced personnel to perform its current tasks.

Many hardships are outside your unit’s control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
If possible, reduce extraneous tasking and challenge unreasonable requests.
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of military occupational specialties (MOSs).
Use survey results to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Ensure work shifts are adequately manned for workloads (e.g., night check often has more demands with less people than day shift).
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Be aware of collateral mission creep.
Monitor turnover in personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish unit priorities (at all levels) and live by them.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Review the list/matrix of relevant Issue Papers on this website.

CSA

I have adequate time to prepare for and brief my flights.

Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Beware of an environment where "work-arounds" are "the way we do things here."
If possible, reduce extraneous tasking and challenge unreasonable requests.
If necessary, reduce op tempo / mission complexity to focus on strictly core skills training and adjust flight ops to avoid pilots having to fly - land - brief - fly again.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Ensure personnel and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
Periodically review collateral duties to ensure fair and equitable distributions of workloads. Don't overburden (punish) the unit's hardest working and most effective personnel while allowing (rewarding) non-performers with lighter workloads.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Tighten crew rest/crew day adherence through advanced scheduling.
Beware of and monitor fatigue levels of your personnel.
Leaders should implement ORM processes into their operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Be aware of collateral mission creep.
Review the list/matrix of relevant Issue Papers on this website.

CSA

I am provided the right number of flight hours to fly safely.

Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
If necessary, reduce op tempo / mission complexity to focus on strictly core skills training and adjust flight ops to avoid pilots having to fly - land - brief - fly again.
Many hardships are outside your unit's control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
Leadership should establish unit priorities (at all levels) and live by them.
Implement a formal training plan.
Set aside a "dialogue period" with aircrew/maintainers and discusses pertinent issues, such as: individual flight time, training requirements, the latest rumors, etc.
The distribution of flight hours should consider who may need additional hours for safety, confidence, and proficiency . . . everyone does not need the same hours each month.
Be aware of the consequences of training with fewer resources.
Review the list/matrix of relevant Issue Papers on this website.

CSA

Leaders/Supervisors in my unit emphasize safe maintenance in achieving flight schedule goals.

Require maintenance and operations officers to meet and agree on the supportability of the schedule. Also have them take a harder look into attainable weekly goals.
Have Ops brief the weekly plan at the Maintenance Meeting the day following its signing (an effort to ensure that maintainers are given as much info on what is coming the following week).
The Maintenance Officer should hold a weekly "maintenance management meeting" for all maintenance khaki to ensure the MO's word is getting out and major issues are discussed.
Leadership should establish unit priorities (at all levels) and live by them.
Avoid flying during dedicated maintenance training.
Reiterate to aircrew and the entire squadron that there is NO pressure to make sorties in the training environment. Combat readiness comes from continuous good training with up jets, rather than individual sorties.
Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Monitor supervisors who think it's okay to cut corners.
Integrate the ORM process into planning and executing operations.
Review the list/matrix of relevant Issue Papers on this website.

CSA

Leaders/Supervisors in my unit care about my quality of life.

Survey results show that unit morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Unit leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
Personnel often want to be more involved and/or become mentors. These personnel are a "solution" to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Involve the officers and senior NCOs on appropriate issues.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Ensure your subordinate commanders, leaders, and/or supervisors secure their people as early as possible when and where they can on a daily basis.
Guard against daily last minute tasking with short suspense dates for your personnel, especially after they have been inactive for hours prior to that tasking.
Often the current condition of the BEQs/BOQs and the command's involvement in fixing those conditions have the utmost impact on personnel's quality of life.
Ensure BEQs/BOQs are inspected regularly and any issues are readily corrected (e.g., mold, pests, damaged washers/dryers, plumbing, lighting, etc.)
Create an innovation working group to address physical issues within the housing and workspace infrastructure to improve quality of life.
Get involved, along with base personnel, to address facility issues (e.g., hot water, broken locks/doors, broken washers/dryers, HVAC, etc.) and get a weekly brief on the progress.
Along with family-oriented events, don’t forget to also have events for the single personnel in the unit (e.g., ski trips, sporting events, etc.).
Request station personnel and environmental hygienist’s assistance to inspect and ensure spaces are in good working order.
Modify the daily maintenance briefs and crew day to better fit the squadron requirements, while balancing the quality of life for the Marines.
Review the list/matrix of relevant Issue Papers on this website.
Monitor/encourage personnnel on balancing workload in high OPTEMPO environment.
Mitigate "burnout" through the use of Special Liberty, etc. after high OPTEMPO periods.
Change watch hour rotatations and implement more flexible work options (when/where applicable).
Actively engage Marines in morale enhancing events outside of working hours to get Marines out of the barracks on weekends.
Hold a Barracks Beautifcation Day to clean common areas and support other self-help projects.

CSA

Leaders/Supervisors in my unit set a good example for following standards.

Establish, communicate (make visible), and enforce performance standards in your command.
Realize that subordinates watch their leaders/supervisors regarding what is and is not acceptable behaviors.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Outstanding command leadership teams are "brilliant on the basics."
The CO should frequently reinforce that cutting corners is not tolerated. Ensure department heads and senior supervisory personnel understand that this is the only acceptable policy.
Monitor supervisors who think it's okay to cut corners.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Check to see if your junior officers are leading at their level.
Review the list/matrix of relevant Issue Papers on this website.
Leader stds - Increase oversight and mentoring of subordinate leaders to ensure basic leadership standards are upheld.

CSA

Leaders/Supervisors know who the high-risk members are in my unit.

Discuss survey results with flight surgeon (or local medical hierarchy) to garner increased flight surgeon presence within squadron spaces and at Human Factors Councils/Boards.
Review personnel jackets for drug/alcohol histories.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Increase the number of Human Factors Councils (HFCs) completed on deployed detachments.
Monitor aggressive aircrew who think rules aren't necessary.
Be aware of improper perceptions by your personnel.
Beware of and monitor fatigue levels of your personnel.
Integrate the ORM process into identifying/managing high risk personnel.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.)
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Include junior personnel in Human Factors Councils. They will provide additional perspectives on climate issues, while learning that the Human Factors Council/Board process is a helpful and proactive safety tool (vice a means of punishment).
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Review the list/matrix of relevant Issue Papers on this website.

CSA

My unit's privately owned vehicle (POV) / private motor vehicle (PMV) program is working well to reduce POV/PMV incidents.

Review the CMC Safety Division PMV Safety Program Resources at http://www.safety.marines.mil/Resources.
Review the National Highway Traffic Safety Administration Traffic Safety resources at http://www.nhtsa.gov.
Conduct safety vehicle inspections before driving extended distances.
Implement additional rest and driving restriction measures, especially during periods of inclement weather and extended work days.
Review pre-holiday vehicle inspection checklists and personal ORM plans.
Encourage personnel to live near their place of work. Long work days combined with excessive commutes leads to fatigued workers and drivers.
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, formations, publications, social media, etc.). Too often, vehicles to communicate are overlooked.
Don't expect people to remember what you said two weeks ago. If it's important, publish it or restate it often.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Despite laws/regulations, personnel continue to use cell phones. Emphasize the benefits of calling before driving, using a hands-free device, or asking passengers take important calls.
Do not text and drive. Hazards are too easily missed, vehicle control is hindered, and reaction time is severely impaired.
COs/Safety Officers should conduct periodic seatbelt and cell phone checks of personnel arriving/departing unit parking areas to emphasize commands' commitment to standards and safety of personnel.
Promptly notify personnel of impending hazardous weather conditions to reduce commuting mishaps.
Adjust base working hours to avoid highest levels of local commuter traffic.
Review the list/matrix of relevant Issue Papers on this website.

CSA

My unit's motorcycle safety program is working well to reduce motorcycle incidents.

Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org.
Review the National Highway Traffic Safety Administration motorcycle resources at http://www.nhtsa.gov/Safety/Motorcycles.
Spend more time getting to know your riders habits, concerns, and equipment shortfalls through very interactive senior rider and motorcycle mentors.
Have a dedicated motorcycle safety officer who is a motorcycle rider. This collateral duty is separate from the formal ground safety officer to allow him to be a true SME on the subject.
Have an actual motorcycle rider (preferably senior) be in charge of the program.
Establish a mentorship program for riders in my command.
Conduct motorcycle PPE training (its use on and off base) and repercussions of getting caught without it.
Screen new check-ins to ensure they are attending the mandatory riders courses.
Include ATV and dirt bike riders into your motorcycle club.
Schedule rides on the Plan of the Day/Flight Schedule to ensure more active and transparent participation in the program.
Personnel often want to be more involved and/or become mentors. These personnel are a "solution" to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Integrate the ORM process into identifying/managing high risk personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Communication/Marketing of base motorcycle programs is essential. Many motorcyclists are unaware of courses, mentorship programs, regulations, etc.
Encourage prospective motorcyclists to take the base courses BEFORE purchasing a motorcycle. They will be a safer rider from the moment they leave the showroom (or they may even forego the purchase altogether based upon their course experience).
All motorcyclists are NOT the same. Older, more experienced touring motorcycle riders have significantly different habits and risks than young, inexperienced sport bike or dirt bike riders. Tailor motorcycle training and safety programs accordingly.
Work with base safety to improve courses and offer your most experienced riders as mentors/instructors.
Base motorcycle courses are often insufficiently held or overbooked. Allow your riders to attend when they obtain a quota.
Schedule course quotas for your personnel and/or arrange a special class with the base to ensure all of your riders are trained.
Assist "motorcycle-only" owners in finding car pools/alternative transportation during inclement weather.
Carefully plan group rides to prevent excessive separations at traffic lights. Trailing riders often speed to catch up with group, greatly increasing their risk.
Group rides, though beneficial for morale, may increase the risk of injury/accident to motorcyclists riding in close proximity to each other. Use ORM to evaluate the benefits and risks associated with the skill level of your riders.
Have unit or base safety rep follow behind group rides with a duty truck to act as a safety observer, carry a first aid kit, and assist motorcyclists with any equipment failures.
Have motorcyclists share incident and accident stories during training and club meetings. This form of "ready room" discussion promotes mentorship, camaraderie, and risk management to avoid similar events.
Concentrate your motorcycle safety program efforts on new and inexperienced riders who have never had accidents because they are more likely to take risks.
Purchase a unit first aid kit that can be carried in a motorcycle saddle bag during group rides.
Programs that are supportive of motorcyclists (e.g., clubs, track days, group rides, specialized courses) will bring your motorcyclists "out of hiding" and improve operator safety.
Expert stunt shows, etc. are a mixed blessing. Without a strong message, they may encourage rather than discourage risk-taking behavior.
Have a guest speaker with a bad motorcycle accident story, preferably one in which PPE saved their life.
Encourage Navy Exchange/PX/local stores to offer high quality/low cost PPE.
Ensure riders have recent first aid training.
Invite contractors and government civilians to attend unit motorcycle activities.
Add a training segment for unit automobile drivers on motorcycle visibility, separation distances, and safely sharing the road.
Have all riders write Next of Kin notification letters. Aside from a stark reminder to riders of the risk involved, it gives the CO something else to tell surviving family members other than that the parent was current in his/her training.
Periodically invite the Motorcycle Program manager to staff meetings to brief who has completed all the necessary training and who has not.
Review the list/matrix of relevant Issue Papers on this website.
Reinvigorate the Motorcycle program by assigning strong leaders and updating current rider data.
Smaller units/organizations with limited riders can participate with higher/adjacent/base motorcycle programs.
COs should attend Motorcycle Program meetings to emphasize its importance, even if COs are not riders.
Ensure all unit riders have current license and adequate insurance at Motorcycle Program meetings and/or group rides.
Assign a Motorcycle Program Coordinator who can uphold standards and expectations for safety, training, and mentorship.

CSA

My unit's drinking and driving policies are working well to reduce DUI events.

Use data gathered from the drinking and driving (D&D) survey to assess potential unit alcohol issues.
Your "consumption of alcohol" plan (e.g., designated driver, taxi numbers, Uber/Lyft, bus schedule, etc.) has to be in place before a night on the town.
Talk about DUI awareness more, and have your DUI personnel share some of their stories.
Began a peer alcohol awareness group to target at risk personnel.
Issue Arrive Alive cards (or comparable taxi/designated driver program/Uber/Lyft info) and hold a formation for all personnel to hold up and show - to include yourself. The message is that is non-attribution to use and enables the CO/unit to help the person, vice being forced into a purely reactive situation if something bad happens. This will also help foster a sense of family where personnel look out for each other.
Use a duty vehicle, if necessary. Too many Marines are at risk of drinking and driving.
Similar to port call efforts, work with the base special services to offer tours, classes, special events, etc., along with transportation, so junior personnel have a variety of low-cost, non-alcohol related activities.
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety NCO.
Advise all personnel to have a plan (e.g., designated driver, taxi numbers, bus schedule, etc.) before a night on the town.
Food and coffee do not remove the effects of alcohol . . . you just become a more alert drunk. Have medical, law enforcement, or safety reps clear the confusion.
Eliminate alcohol at unit functions. It sends a mixed message on Drinking and Driving program efforts.
Offer incentives for DUI incident reduction (e.g., time off for three months without a DUI incident). Incentives/time off for consecutive days without DUIs/ARIs increases the likelihood that peers/supervisors will be more assertive in controlling the issue.
Punish the individual, not the command, for DUI offences.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, formations, publications, social media, etc.). Too often, vehicles to communicate are overlooked.
Don't expect people to remember what you said two weeks ago. If it's important, publish it or restate it often.
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Establish, communicate (make visible), and enforce performance standards in your command.
Officers and SNCOs set the standard for alcohol use at home and deployed.
Have NCO-led, small group discussions to address the concerns over substance abuse. The desired outcome is a list of bottom-up recommendations that will more effectively address the issue.
Ensure the legal ramifications of alcohol abuse are understood; then focus on physical, mental, and emotional effects of alcohol.
Volunteer designated driver programs are highly effective. Volunteers can be further enticed with a point system to earn a duty-free day, a day off, or other benefit.
Review the list/matrix of relevant Issue Papers on this website.
Work with base security to allow/escort taxis, etc. inside the gate, possibly even to barracks areas.
Focus alcohold-free command functions on camaraderie and taking care of each other. Alcohol sends a mixed message.
Incentivize alcohol-free milestones (e.g. time off, etc.)

CSA

My unit's off-duty and recreational activity safety program is working well to reduce injuries.

Leaders/Supervisors should be aware of their personnel's off-duty activities.
Do not use scare tactics. Educate your personnel on the hazards and ORM.
Train personnel to properly use ORM for their high-risk activities.
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Page 13 entries, Line of Duty briefs, etc. are not just for motorcycle riders. Personnel who conduct any high risk activity should be aware of the consequences of their actions.
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
Encourage alcohol-free activities.
Similar to port call efforts, work with the base special services to offer tours, classes, special events, etc., along with transportation, so junior personnel have a variety of low-cost, non-alcohol related activities.
Continue to place flyers, bulletins, notices, etc. concerning OD&R activities on bulletin boards and information racks for easy access near lounges or other gathering spots. Emails and Web pages are too often ignored or ineffective.
Have field meet PME's by rank (i.e., NCO's, SNCO's, officers) and have personnel participate in the activities with SME's observing and teaching the rights/wrongs.
Review the list/matrix of relevant Issue Papers on this website.

CSA

My unit's Substance Abuse Rehabilitation Program (SARP) is working well to address the risks of drug and alcohol abuse.

The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
Leadership should be aware of individuals' off duty life.
Ensure that drug screening dates are not predictable.
Self-reporting does not work if the only outcome is repercussions.
If the unit has gone years without a drug incident, ensure the unit is testing like it should.
If drug/alcohol abuse is suspected, add appropriate probing survey items to online surveys.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Review personnel jackets for drug/alcohol histories.
Incorporate mentorship at every level.
Discuss alcohol/drug use during one-on-one mentoring/counseling sessions.
Integrate the ORM process into identifying/managing high risk personnel.
Reach out to counterparts in similar units for lessons learned and common concerns.
Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Establish, communicate (make visible), and enforce performance standards in your command.
Ensure the legal ramifications of alcohol abuse are understood; then focus on physical, mental, and emotional effects of alcohol.
Have NCO-led, small group discussions to address the concerns over substance abuse. The desired outcome is a list of bottom-up recommendations that will more effectively address the issue.
Review the list/matrix of relevant Issue Papers on this website.
Work with base security to allow/escort taxis, etc. inside the gate, possibly even to barracks areas.
Focus alcohold-free command functions on camaraderie and taking care of each other. Alcohol sends a mixed message.
Incentivize alcohol-free milestones (e.g. time off, etc.)
Conduct more aggressive drug testing with regular, unannouced barracks health and comfort inspections.

MCAS

Our unit adequately trains maintainers to safely conduct their jobs.

Each work center conducts 30 minutes of shop training after every FOD walk.
Hard schedule training.
Ensure that scheduled training is provided per the weekly training schedule, or rescheduled immediately if events require a slide.
Formalize maintenance training (not just OJT to work gripes).
Officers/CPO leadership personally monitor training sessions to ensure quality.
Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Develop a weekly qualification tracker to maximize training and eliminate “gun decking.”
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
We changed our Maintenance training attitude. Moving away from flying on training days to a dedicated day to train.
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Do not push personnel beyond their own perception of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks.
Increase focus on training at Det sites.
Invest the time (in training) now. It'll cost you, but less than later.
QA shop provides a 15-30 minute training session to a different maintenance work center each day following FOD walk down.
Review the list/matrix of relevant Issue Papers on this website.

MCAS

My unit provides adequate recognition for exceptional safety acts.

Ensure your unit has an effective safety awards program.
Survey respondents often perceive that Safety Pros awards are too infrequent despite monthly awards in their squadrons. Ensure when reading the citations that it is understood these awards are for being a Safety Pro.
Ensure safety recognition programs (e.g., safety pro, individual/group actions/etc.) are utilized and advertised.
Reinvigorate the safety award process to "catch personnel in the act of using solid ORM."
Direct more command attention at those who do right than those who do wrong.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Publish a Safety Gram with recognition for personnel accomplishments/acts.
Submit a hometown news release and/or letter to family for significant safety acts.
Recognize a Safety Pro of the Month with a parking spot as a reward.
Recognize government civilian and contract employee safety achievements, if warranted.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Ensure your unit has a safety climate that encourages reporting safety issues.
Review the list/matrix of relevant Issue Papers on this website.
Establish a unit-level Maintenance Marine or Risk Manager of the Quarter program to emphasize proper maintenance and a just reporting culture.
Implement a "BZ" whiteboard in a common area in which anyone can give recognition to other personnel.
Implement an online method (e.g., via QR Code) in which anyone can give recognition to other personnel.

MCAS

Safety decisions are made at the proper levels by the most qualified personnel.

Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices.
Integrate the ORM process into planning and executing operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
Ensure your unit has a safety climate that encourages reporting safety issues.
Involve the officers and senior NCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

MCAS

SOPs and safety rules are enforced in my unit.

The CO should enforce a "by the book" philosophy.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Check to see if your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Monitor aggressive personnel who think rules aren't necessary.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Establish, communicate (make visible), and enforce performance standards in your command.
Review the list/matrix of relevant Issue Papers on this website.
Conduct unit-wide reviews of SOPS and publish/enforce changes effectively.

MCAS

Personnel must possess the appropriate experience or skills to earn qualifications in my unit.

Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Develop a weekly qualification tracker to maximize training and eliminate "gun decking."
Establish, communicate (make visible), and enforce performance standards in your unit.
Set the bar extremely high. Personnel only reach as high as the unit stated goals.
Officers/Senior NCO leadership personally monitors training sessions to ensure quality.
Monitor turnover in personnel; conduct six-month forecast/track personnel moves.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Review the list/matrix of relevant Issue Papers on this website.

MCAS

Unit members, from the top down, incorporate Risk Management (RM) into daily activities.

Integrate the ORM process into planning and executing operations.
Assign, educate, and employ ORM instructors in your unit.
Train personnel to properly use ORM for their high-risk activities.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Request ORM training from higher headquarters (e.g., Naval Safety Command).
Use real life, practical examples of CRM and ORM for training, vice repetitive overviews of the seven skills and ORM steps. The goal is safe operations, not memorization.
We reinvigorated the safety award process to "catch personnel in the act of using solid ORM and CRM.
We did some small group discussions on how to keep safety briefs impactful and have relooked unit processes to ensure the entire audience receives the benefit of ORM training.
Do not push personnel beyond their own perception of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks.
I am challenging the Chiefs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Are ORM Worksheets in your command being "gamed" by personnel to keep go/no-go decisions at their level?
Review the list/matrix of relevant Issue Papers on this website.
Aggressivel monitor weather conditions to ensure personnel are not at risk at work or during travel.
Ensure Officers and SNCOs address safety, sleep plans, and improve communication to inculcate a culture of risk assessment and mitigation.

MCAS

My unit makes good use of special staff (e.g., legal, chaplain, medical, etc.) to assist high-risk personnel.

Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Review personnel jackets for drug/alcohol histories.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk personnel.
Integrate the ORM process into identifying/managing high risk personnel.
Monitor aggressive personnel who think rules aren't necessary.
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Ensure your unit Safety Officer and Safety Petty Officer/NCO are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety Petty Officer/NCO.
Review the list/matrix of relevant Issue Papers on this website.
Increase awareness on suicide prevention through fliers, standowns, Chaplain briefings at formations, etc.

MCAS

Effective communication exists within my unit.

Assistant Operations Officer reviews the Plan of the Week (POW) with each work center each Monday after the FOD walk.
Offer a "Retribution Free" discussion period for personnel to allow discussions with leadership.
“True Confessions” and other methods of sharing experiences are invaluable methods to promulgate safety information, incorporate lessons learned, further communication in other avenues, and improve camaraderie and morale.
Have each department provide updates to an in-house calendar to track future events and post relevant information.
Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
In order to open the lines of communication, hold quarters at least once every 2 weeks and hold all khaki meetings (E-7 - O-5) every Monday. Use this time to let everyone know "the big picture" and ensure that the entire chain of command knows what you are doing and why.
Have frequent Captain's Calls (by department or paygrade) to personally get the word to the troops and enhance communication flow. Engage the khaki leadership and share the information from your survey(s). Discuss command culture, communication, and standardization required to sustain long term production. The leaders of the squadron will then speak with one voice.
Having an open door policy on safety related issues will greatly improve communication within the unit.
COs/Department leaders can conduct a quarterly breakfast with the SNCOs to open up lines of communication between each other.
Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
All large organizations have communication challenges. Find solutions for the bottlenecks and shortfalls.
CO concludes formations by asking personnel if anyone has heard any rumors, vice the more standard, "Does anyone have any questions for me?" . . . . Gets better results.
Communication is key across all pay grades. Ensure it happens.
Ensure all communication vehicles are used (e.g., face-to-face, POD, Quarters, publications, social media, etc.). Too often, vehicles to communicate are overlooked.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Do not allow poor communication due to too much reliance on one-way emails.
Don't expect people to remember what you said two weeks ago. If it's important, publish it or restate it often.
Provide a "state of the squadron" address. It will help you find out where you are and communicate it to your subordinates.
Discuss survey results and interventions with personnel to develop optimal solutions and increase survey process "buy in."
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Ensure intervention options are clearly communicated.
Publish a newsletter that outlines upcoming events for the next month. Email to everyone in the unit and post throughout the unit.
Establish a tiger team to look at how to improve communication across the organization.
Hold "Town Hall" meetings (Officers/SNCOs, NCOs, and junior Marines) to address positive and negative survey results to allow the Marines to become part of the solution to weak areas.
Brief survey specifics at an All Hands Call and discuss root causes and possible solutions. Then conduct a detailed review with an Assessments Working Group to generate a comprehensive long-term plan of resolution.
Incorporate SNCO and Enlisted meetings with Senior Enlisted in order to improve communication.
Review the list/matrix of relevant Issue Papers on this website.
Involve command in proper messaging, extinguishing disinformation, and explaining the "whys".
Publish a monthly operations calendar to ensure all hands understand expected goals and events.
Hold Monday training for all personnel to discuss Plan of the Week and upcoming events. Triad walkthroughs for verification.
Assign specific personnel to ensure TAD personnel are informed of upcoming command events.
Hold formations to pass the word after FOD walkdown and/or during liberty brief (to also reach night crews) .
Provide a weekly Dashboard of priorities, 90-day outlook, long-term projects, and upcoming taskers.
Post a Plan of the Week to include major events
Ensure leadership at all levels considers the unintended consequences of cutting corners by telling personnel to get something "done now."

MCAS

My unit keeps me well informed regarding important safety information.

Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication.
Maintain relevant hazard reports, notices, etc. in ready rooms and lounges to increase awareness/discussion.
Increase emphasis on aviation and ground safety at AOMs and quarters.
Encourage safety reps to use every morning meeting and evening pass down to address trends and "stay on message." They need to routinely visit all work centers and production divisions.
Have monthly section ground safety meetings.
Don't beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
Reach out to counterparts in similar units for lessons learned and common concerns.
Ensure intervention options are clearly communicated.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
“True Confessions” and other methods of sharing experiences are invaluable methods to promulgate safety information, incorporate lessons learned, further communication in other avenues, and improve camaraderie and morale.
Regularly publicize (through multiple venues) the names of the command safety representatives.
Hold "Town Hall" meetings (Officers/SNCOs, NCOs, and junior Marines) to address positive and negative survey results to allow the Marines to become part of the solution to weak areas.
Brief survey specifics at an All Hands Call and discuss root causes and possible solutions. Then conduct a detailed review with an Assessments Working Group to generate a comprehensive long-term plan of resolution.
Review the list/matrix of relevant Issue Papers on this website.

MCAS

Our Maintenance Department conducts effective pass-downs between shifts.

Focus renewed attention on maintenance shift turnover.
We adjusted our day/night crew schedules to permit more of an overlap to get better pass downs.
All "major" maintenance evolutions (e.g., aircraft moves, engine wash, dynamic component change, etc.) are briefed prior to execution, including maintenance control, QA, LPO/LCPO.
Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
All large organizations have communication challenges. Find solutions for the bottlenecks and shortfalls.
Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Communication is key across all pay grades. Ensure it happens.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
Review the list/matrix of relevant Issue Papers on this website.

MCAS

Tool Control is closely monitored.

I now have two very sharp PO1's assigned to the tool room, and we have made it a focus area for Maintenance training on every MMP.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Establish, communicate (make visible), and enforce performance standards in your command.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Involve the officers and senior NCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

MCAS

Safety POs/NCOs are effective at promoting safety.

Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication.
Encourage safety reps to use every morning meeting and evening pass down to address trends and "stay on message." Get out and visit the diverse work centers and production divisions.
We have now assigned and advertised the names of safety reps at the company and shop floor level. We have an active safety council that meets regularly to address safety issues.
Increase emphasis on aviation and ground safety at AOMs and quarters.
Don't be the "Safety Guy." Motivate and inspire peers towards safer habits through example and timely information, not inspections and policing of individual actions.
Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels.
Maintain relevant hazard reports, notices, etc. in ready rooms and lounges to increase awareness/discussion.
Don't beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
Reach out to counterparts in similar units for lessons learned and common concerns.
Ensure intervention options are clearly communicated.
Ensure your unit Safety Officers and Safety NCOs are visible members of your command.
Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
Ensure your unit has a safety climate that encourages reporting safety issues.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Use CSA/MCAS to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Regularly publicize (through multiple venues) the names of the command safety representatives.
Review the list/matrix of relevant Issue Papers on this website.
Safety Dept visibility - Survey results often reveal that safety personnel are not known or visible. Use formations, command board photos, and other communication means to resolve.

MCAS

CDIs/QARs routinely monitor maintenance evolutions.

All "major" maintenance evolutions (e.g., aircraft moves, engine wash, dynamic component change, etc.) are briefed prior to execution, including maintenance control, QA, LPO/LCPO.
We are looking very hard at the process for designating CDIs and how we recognize and reward those individuals.
Direct more command attention at those who do right than those who do wrong.
Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Periodically review collateral duties to ensure fair and equitable distributions of workloads. Don't overburden (punish) the unit's hardest working and most effective personnel while allowing (rewarding) non-performers with lighter workloads.
Establish, communicate (make visible), and enforce performance standards in your command.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Review the list/matrix of relevant Issue Papers on this website.

MCAS

Maintenance records are accurately maintained.

Establish, communicate (make visible), and enforce performance standards in your unit.
Leadership should establish unit priorities (at all levels) and live by them.
COs /Supervisors at all levels must periodically reinforce emphasis on procedures.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Ensure your junior officers are leading at their level.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Review the list/matrix of relevant Issue Papers on this website.

MCAS

Required publications are current and used in my unit.

Beware of an environment where "work-arounds" are "the way we do things here."
Involve the officers and senior NCOs on appropriate issues.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the list/matrix of relevant Issue Papers on this website.

MCAS

Our Maintenance Department has a reputation for high-quality maintenance.

Outstanding command leadership teams are "brilliant on the basics."
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Focus on what you are doing correctly.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
Reach out to counterparts in similar units for lessons learned and common concerns.
Establish, communicate (make visible), and enforce performance standards in your command.
Set the bar extremely high. Sailors only reach as high as the command's stated goals.
Formalize maintenance training (not just OJT to work gripes). Officers/CPO leadership personally monitor training sessions to ensure quality.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Review the list/matrix of relevant Issue Papers on this website.

MCAS

Violations of SOP, NAMP, or other procedures are rare.

Challenge established SOPs to ensure they are current and still relevant.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Leaders set the example.
Establish, communicate (make visible), and enforce performance standards in your command.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Ensure your junior officers are leading at their level.
Monitor supervisors who think it's okay to cut corners.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Direct more command attention at those who do right than those who do wrong.
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Offer a monthly "Retribution Free" discussion period for flight crew and maintainers to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Review the list/matrix of relevant Issue Papers on this website.
Conduct training to optimize hands on evolutions during the week, vice last event before Friday liberty.

MCAS

Training is conducted as scheduled.

Hard schedule training.
Leadership should establish priorities (at all levels) and live by them.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Formalize maintenance training (not just OJT).
Supervisors personally monitor training sessions to ensure quality.
Invest the time (in training) now. It'll cost you, but less than later.
Have QA provide a 15-30 minute training session to a different maintenance work center each day following FOD walk down.
Review the list/matrix of relevant Issue Papers on this website.
Conduct training to optimize hands on evolutions during the week, vice last event before Friday liberty.
Mainteanance Training - Establish a weekly "MX trng" block on the flight schedule (applicable to shifts). Continue as long as enlisted leaders provide relevant, useful training.

MCAS

Individuals are comfortable approaching their supervisor about personal issues/illness.

Central to good leadership is maintaining strong and vibrant two-way conversations with ALL personnel.
Communication is key across all military/artisan levels. Ensure it happens.
Trust, built through human contact/engagement, is the fundamental building block of our command and control structure and our ability to achieve mission success.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Be aware of inaccurate perceptions by your personnel.
Engage your personnel and attempt to discover their issues and concerns.
Leaders/Supervisors should take appropriate action on subordinates’ issues, so it does not appear that they are ignoring their concerns.
Review the list/matrix of relevant Issue Papers on this website.

MCAS

Individuals in my unit are comfortable reporting safety violations, unsafe behaviors, or hazardous conditions.

Self-reporting does not work if the only outcome is repercussions.
Personnel should expect positive reinforcement for reporting issues, not fear repercussions.
Lead by example and admit your own mistakes/issues. This will encourage others to come forward without fear of reprisal.
Leaders/supervisors should take appropriate action on subordinates’ issues, so it does not appear that they are ignoring their concerns.
Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
Direct more command attention at those who do right than those who do wrong.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Publish a Safety Gram with recognition for personnel accomplishments/acts.
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Be aware of improper perceptions by your personnel.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
A strong "Anymouse" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Ensure your unit has an effective safety awards program.
Ensure your unit has a safety climate that encourages reporting safety issues.
Regularly publicize (through multiple venues) the names of the command safety representatives.
Review the list/matrix of relevant Issue Papers on this website.
Encourage future safety reporting by thanking personnel for open and honest survey feedback that helps identifiy issues and trends.

MCAS

All members of my unit have the authority to halt unsafe activities until the hazards/risks are addressed.

Empower ALL personnel to halt unsafe activities until hazards/risks are addressed.
Involve the officers and senior enlisted personnel on appropriate issues.
Challenge the enlisted leadership to be more proactive with their personnel and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the NCO/Petty Officer level by empowering them to make decisions regarding safety practices.
Integrate the ORM process into planning and executing operations.
Ensure members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety PO/NCO.
Ensure your unit has a safety climate that encourages reporting safety issues.
Review the list/matrix of relevant Issue Papers on this website.

MCAS

QAR and CDI billets are desirable assignments in our unit.

Reinforce the power of QA personnel.
Implement a QA outstanding performer award. It will improve maintainer interactions with QA, while providing appropriate recognition for quality workmanship.
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Direct more command attention at those who do right than those who do wrong.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Be aware of improper perceptions by your personnel.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Involve the officers and senior NCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.
Conduct focus group with E6 and below to discuss ways to change perceptions.

MCAS

QA is well respected.

I have made some changes within the QA division to make it a stronger and more independent division within the Maintenance Department.
Reinforce the power of QA personnel.
Implement a QA outstanding performer award. It will improve maintainer interactions with QA, while providing appropriate recognition for quality workmanship.
Be aware of improper perceptions by your personnel.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Involve the officers and senior NCOs on appropriate issues.
Check to see if your junior officers are leading at their level.
Review the list/matrix of relevant Issue Papers on this website.

MCAS

Our Safety Department is well-respected.

Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication.
In an effort to enhance the status of the Safety Dept., add an experienced junior officer to the Safety team. It sends a poor message when you have a brand new LTJG or LT assigned to Safety as his first job, when he doesn't know much about the squadron.
Encourage safety reps to use every morning meeting and evening pass down to address trends and "stay on message." They need to routinely visit all work centers and production divisions.
Assign and advertise the names of safety reps at the shop floor level.
Have an active safety council that meets regularly to address safety issues.
Increase emphasis on aviation and ground safety at AOMs and quarters.
Don't be the "Safety Guy." Motivate and inspire peers towards safer habits through example and timely information, not inspections and policing of individual actions.
Don't beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
Check in the box safety training damages a unit's safety climate and culture. Conduct all training, surveys, etc. with a realistic goal to provide/obtain useful information or impart a skill.
Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels.
Use real life, practical examples of CRM and ORM for training, vice repetitive overviews of the seven skills and ORM steps. The goal is safe operations, not memorization.
Maximize safety program "buy-in" by quickly responding to individuals' concerns/ suggestions/ recommendations and by using group-developed solutions (e.g., by work center or "tiger team").
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Have the Safety office next to the CO's and XO's offices to place emphasis on the unit's safety program and emphasize the relationship between the CO/XO and the Safety Officer/ASO.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
Ensure your unit has a safety climate that encourages reporting safety issues.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Review the list/matrix of relevant Issue Papers on this website.
Safety Dept visibility - Survey results often reveal that safety personnel are not known or visible. Use formations, command board photos, and other communication means to resolve.

MCAS

Our safety pauses are effective.

Conduct a Safety Standdown focused on unit survey results, mishap/hazard reports, incident reports, recent "near misses," etc. , and utilize audience participation (via large or small group) to further clarify hazards, identify trends, and develop workable solutions. The group's synergy will help to identify previously overlooked factors, and the group-developed interventions will have greater acceptance/compliance.
Plan Safety Standdowns well in advance to address key issues and heighten awareness. Maintain an updated list of speakers and topics to ensure "short notice" standdowns (e.g., following a mishap or other recent incident) are professional and worthwhile.
Encourage, praise, and professionally respond to safety concerns raised in any forum (e.g., Safety Standdowns, Human Factor Councils, Safety Councils/Committees, "True Confessions," etc.). Ridicule, arguments, retribution, or inaction will stifle any further safety communication and greatly increase the risk that hazards will remain hidden until it's too late.
Get Safety Standdowns out of the classroom/auditorium. Supervisor facilitated activities, hands-on training, small group discussions, etc. may be more beneficial.
Implement a grass roots safety campaign to give junior personnel the opportunity to shape the safety messages vice the usual safety "stand-arounds."
Review Appendix A (Good Safety Standdown Ideas) and Appendix B (Safety Standdown Tips) of Issue Paper #98.
Seminar based safety day to get at the root of the problems.
Reach out to counterparts in similar units for lessons learned and common concerns.
Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations.
Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Include contractors into squadron operational pauses/standdowns.
Review the list/matrix of relevant Issue Papers on this website.

MCAS

Unit members do not cut corners to accomplish their job/mission.

The CO frequently reinforces the fact that cutting corners is not tolerated in this organization. The CO ensures department heads and senior supervisory personnel understand that this is the only acceptable policy.
Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Address any misperceptions of “getting the X at all costs” with pilots, aircrew, tactics instructors, and Department Heads.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time. Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Beware of an environment where "work-arounds" are "the way we do things here."
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Monitor supervisors who think it's okay to cut corners.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Beware of and monitor fatigue levels of your personnel.
Monitor and be aware of perceived mission creep.
Establish, communicate (make visible), and enforce performance standards in your command.
Involve the officers and senior NCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.
Ensure leadership at all levels considers the unintended consequences of cutting corners by telling personnel to get something "done now."
Impress on all personnel the "costs of cutting corners" and accountability.

MCAS

Members of my unit are provided the opportunity to obtain sufficient rest to do their jobs safely.

Beware of and monitor fatigue levels of your personnel.
Implemented new rules on shift work going to duty in order to avoid excessively tired folks driving home.
We are now tracking days off for each Marine in the Squadron to ensure that each person receives adequate time away from work.
We created a "weekend" shift to cover weekends rather than calling in duty sections every weekend.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Educate your personnel to recognize fatigue "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.)
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Encourage personnel to live near their place of work. Long work days combined with excessive commutes leads to fatigued workers and drivers.
Avoid recalls/holdovers of night check personnel for non-mission critical tasks (e.g., awards ceremonies, inspections, musters, etc.) to avoid driving fatigued.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Establish More stringent control of work hours, especially for the maintenance departments.
Commuting/road travel highlighted as an area of concern? Evaluate policies on rest and travel, ensuring accommodation available for extended and/or late-night events.
Review the list/matrix of relevant Issue Papers on this website.
Seek additional means to reduce fatigue, including Duty Recovery.

MCAS

Maintainers work effectively as a team.

All "major" maintenance evolutions (e.g., aircraft moves, engine wash, dynamic component change, etc.) are briefed prior to execution, including maintenance control, QA, LPO/LCPO.
Similar to a detachment concept, squadrons can assign personnel to permanent teams for particular aircraft or pieces of equipment (e.g., teams could be assigned two aircraft each within a squadron). The healthy competition between the teams will improve morale, productivity, and aircraft/equipment availability.
Leaders set the example.
Outstanding command leadership teams are "brilliant on the basics."
Direct more command attention at those who do right than those who do wrong.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Establish a CRM curriculum for maintainers based on what aircrew are taught.
Review the list/matrix of relevant Issue Papers on this website.
Establish a CRM curriculum for maintainers based on aircrew model.

MCAS

Morale in my unit is high.

Safety climate survey results revealed that unit morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Unit leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
Ensure junior officers visit a different work center/shop at least once a month to increase their knowledge, unit camaraderie, and enlisted/officer morale.
CO or XO visiting the workspaces and just talking to the junior Marines and getting to know them would greatly increase not only morale, but also let the Marines know that their command cares about them and listens to them.
Improve morale within the SNCO/officer ranks by increasing their authority and control of their sections/departments (e.g., liberty/leave approval, planning, training, etc.).
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Institute morale building incentives like "shop/platoon/company of the month."
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Share all relevant information. Playing “I’ve got a secret” hurts productivity and morale.
Assign teams/tasks across departmental boundaries to reduce departmental rivalries (e.g., OPS versus Maintenance) and build camaraderie.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Plan ahead and share plans/timelines with personnel to improve productivity and morale
Focus on what you are doing correctly.
COs who prioritize the betterment of their command over the betterment of their careers have the most "operationally excellent" squadrons.
Incorporate mentorship at every level.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Review the list/matrix of relevant Issue Papers on this website.
Explaining "why" alleviates many concerns that reduce morale.
Ensure Marines understand the importance of the unit's mission and their own purpose and role in achieving it.
Actively engage Marines in morale enhancing events outside of working hours to get Marines out of the barracks on weekends.

MCAS

My unit has adequate resources (e.g., tools, equipment, publications, etc.) to perform its current tasks.

Many hardships are outside your unit's control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Identify the shops that do not have adequate tools to do their job and prioritize ordering/replacements.
If possible, reduce extraneous tasking and challenge unreasonable requests.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Be aware of collateral mission creep.
Leadership should establish unit priorities (at all levels) and live by them.
Unfavorable respondent comments to this survey item often reveal a misunderstanding of the various funding allocations and unit priorities. Consider a short training session with all personnel to answer their concerns.
Implement a push-logistics model for supplying companies/departments with necessary consumable supplies based upon average usage rates.
Seek out the agencies responsible for providing support, equipment, and consumables to have sufficient replacements on hand prior to needing them.
Review the list/matrix of relevant Issue Papers on this website.
Use survey results on identified hazards to lobby for resources.
Assess and procure seasonal equipment and supplies early in order to take advantage of restrictive timelines.
Procure sufficient PPE (e.g., earplugs, gloves, goggles) to prevent workarounds when not available.
Utilize station personnel and hygienists to assess spaces are safe and in proper working order.
Ensurve flight briefing spaces have adequate computers, publications, etc. to increase functionality.

MCAS

Parts are sufficiently available to meet maintenance demands.

Beware of an environment where "work-arounds" are "the way we do things here."
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Involve the officers and senior NCOs on appropriate issues.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Integrate the ORM process into planning and executing operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the list/matrix of relevant Issue Papers on this website.

MCAS

Day crew has sufficient staffing for their workload.

Many hardships are outside your unit’s control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
I have required my maintenance and operations officers to meet and agree on the supportability of the schedule. Also, I have asked them to give a harder look into attainable weekly goals.
My AMO is reviewing in detail our manning documents and working w/ BUPERS through ONR to recode some critical billets that need to be filled by qualified NEC Sailors.
Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of military occupational specialties (MOSs).
Use CSA/MCAS to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Ensure work shifts are adequately manned for workloads (e.g., night check often has more demands with less people than day shift).
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Be aware of collateral mission creep.
Monitor turnover in personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish unit priorities (at all levels) and live by them.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Review the list/matrix of relevant Issue Papers on this website.
Created policy to ensure night check works no more hours than day check (even if both extended) to ensure "fairness."

MCAS

Night crew has sufficient staffing for their workload.

Many hardships are outside your unit’s control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
I have required my maintenance and operations officers to meet and agree on the supportability of the schedule. Also, I have asked them to give a harder look into attainable weekly goals.
My AMO is reviewing in detail our manning documents and working w/ BUPERS through ONR to recode some critical billets that need to be filled by qualified NEC Sailors.
Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of military occupational specialties (MOSs).
Use CSA/MCAS to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Ensure work shifts are adequately manned for workloads (e.g., night check often has more demands with less people than day shift).
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Be aware of collateral mission creep.
Monitor turnover in personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish unit priorities (at all levels) and live by them.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Review the list/matrix of relevant Issue Papers on this website.

MCAS

Night crew has sufficient supervisors for their workload.

Our senior maintenance leadership E-6 and above were predominantly on day shift. Now there is a balance between days and nights.
Many hardships are outside your unit’s control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
I have required my maintenance and operations officers to meet and agree on the supportability of the schedule. Also, I have asked them to give a harder look into attainable weekly goals.
My AMO is reviewing in detail our manning documents and working w/ BUPERS through ONR to recode some critical billets that need to be filled by qualified NEC Sailors.
Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of military occupational specialties (MOSs).
Use CSA/MCAS to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Ensure work shifts are adequately manned for workloads (e.g., night check often has more demands with less people than day shift).
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Be aware of collateral mission creep.
Monitor turnover in personnel.
Involve the officers and senior NCOs on appropriate issues.
Leadership should establish unit priorities (at all levels) and live by them.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Review the list/matrix of relevant Issue Papers on this website.

MCAS

Leaders/Supervisors in my unit emphasize safe maintenance in achieving flight schedule goals.

Require maintenance and operations officers to meet and agree on the supportability of the schedule. Also have them take a harder look into attainable weekly goals.
Have Ops brief the weekly plan at the Maintenance Meeting the day following its signing (an effort to ensure that maintainers are given as much info on what is coming the following week).
The Maintenance Officer should hold a weekly "maintenance management meeting" for all maintenance khaki to ensure the MO's word is getting out and major issues are discussed.
Leadership should establish unit priorities (at all levels) and live by them.
Avoid flying during dedicated maintenance training.
Reiterate to aircrew and the entire squadron that there is NO pressure to make sorties in the training environment. Combat readiness comes from continuous good training with up jets, rather than individual sorties.
Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Monitor supervisors who think it's okay to cut corners.
Integrate the ORM process into planning and executing operations.
Review the list/matrix of relevant Issue Papers on this website.

MCAS

Leaders/Supervisors in my unit set a good example for following standards.

Establish, communicate (make visible), and enforce performance standards in your command.
Realize that subordinates watch their leaders/supervisors regarding what is and is not acceptable behaviors.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Outstanding command leadership teams are "brilliant on the basics."
The CO should frequently reinforce that cutting corners is not tolerated. Ensure department heads and senior supervisory personnel understand that this is the only acceptable policy.
Monitor supervisors who think it's okay to cut corners.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Check to see if your junior officers are leading at their level.
Review the list/matrix of relevant Issue Papers on this website.
Leader stds - Increase oversight and mentoring of subordinate leaders to ensure basic leadership standards are upheld.

MCAS

Leaders/Supervisors in my unit care about my quality of life.

Survey results show that unit morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Unit leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
Personnel often want to be more involved and/or become mentors. These personnel are a "solution" to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Involve the officers and senior NCOs on appropriate issues.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Ensure your subordinate commanders, leaders, and/or supervisors secure their people as early as possible when and where they can on a daily basis.
Guard against daily last minute tasking with short suspense dates for your personnel, especially after they have been inactive for hours prior to that tasking.
Often the current condition of the BEQs/BOQs and the command's involvement in fixing those conditions have the utmost impact on personnel's quality of life.
Ensure BEQs/BOQs are inspected regularly and any issues are readily corrected (e.g., mold, pests, damaged washers/dryers, plumbing, lighting, etc.)
Create an innovation working group to address physical issues within the housing and workspace infrastructure to improve quality of life.
Get involved, along with base personnel, to address facility issues (e.g., hot water, broken locks/doors, broken washers/dryers, HVAC, etc.) and get a weekly brief on the progress.
Along with family-oriented events, don’t forget to also have events for the single personnel in the unit (e.g., ski trips, sporting events, etc.).
Request station personnel and environmental hygienist’s assistance to inspect and ensure spaces are in good working order.
Modify the daily maintenance briefs and crew day to better fit the squadron requirements, while balancing the quality of life for the Marines.
Review the list/matrix of relevant Issue Papers on this website.
Monitor/encourage personnnel on balancing workload in high OPTEMPO environment.
Mitigate "burnout" through the use of Special Liberty, etc. after high OPTEMPO periods.
Change watch hour rotatations and implement more flexible work options (when/where applicable).
Actively engage Marines in morale enhancing events outside of working hours to get Marines out of the barracks on weekends.
Hold a Barracks Beautifcation Day to clean common areas and support other self-help projects.

MCAS

Leaders/Supervisors know who the high-risk members are in my unit.

Discuss survey results with flight surgeon (or local medical hierarchy) to garner increased flight surgeon presence within squadron spaces and at Human Factors Councils/Boards.
Review personnel jackets for drug/alcohol histories.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Increase the number of Human Factors Councils (HFCs) completed on deployed detachments.
Monitor aggressive aircrew who think rules aren't necessary.
Be aware of improper perceptions by your personnel.
Beware of and monitor fatigue levels of your personnel.
Integrate the ORM process into identifying/managing high risk personnel.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.)
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Include junior personnel in Human Factors Councils. They will provide additional perspectives on climate issues, while learning that the Human Factors Council/Board process is a helpful and proactive safety tool (vice a means of punishment).
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Review the list/matrix of relevant Issue Papers on this website.

MCAS

Work center supervisors coordinate their actions with other work centers.

All "major" maintenance evolutions (e.g., aircraft moves, engine wash, dynamic component change, etc.) are briefed prior to execution, including maintenance control, QA, LPO/LCPO.
Leaders set the example.
Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
All large organizations have communication challenges. Find solutions for the bottlenecks and shortfalls.
Communication is key across all pay grades. Ensure it happens.
The Maintenance Officer holds a weekly "maintenance management meeting" for all maintenance khaki to ensure the MO's word is getting out and major issues are discussed.
Involve the officers and senior NCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

MCAS

Maintenance Control is effective at managing maintenance activities.

All "major" maintenance evolutions (e.g., aircraft moves, engine wash, dynamic component change, etc.) are briefed prior to execution, including maintenance control, QA, LPO/LCPO.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day’s schedule.
Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Ensure work shifts are adequately manned for workloads (e.g., night check often has more demands with less people than day shift).
Do not allow poor communication due to too much reliance on one-way emails.
Focus renewed attention on maintenance shift turnover.
Don't micromanage. Leadership growth and accountability requires that we provide our junior personnel with opportunities to lead.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
Reach out to counterparts in similar units for lessons learned and common concerns.
Similar to a detachment concept, large organizations can assign personnel to permanent teams for particular aircraft or pieces of equipment (e.g., six teams could be assigned two aircraft each within a squadron). The healthy competition between the teams will improve morale, productivity, and aircraft/equipment availability.
Involve the officers and senior NCOs on appropriate issues.
Monitor and be aware of perceived mission creep.
Use CSA/MCAS to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Review the list/matrix of relevant Issue Papers on this website.

MCAS

My unit's privately owned vehicle (POV) / private motor vehicle (PMV) program is working well to reduce POV/PMV incidents.

Review the CMC Safety Division PMV Safety Program Resources at http://www.safety.marines.mil/Resources.
Review the National Highway Traffic Safety Administration Traffic Safety resources at http://www.nhtsa.gov.
Conduct safety vehicle inspections before driving extended distances.
Implement additional rest and driving restriction measures, especially during periods of inclement weather and extended work days.
Review pre-holiday vehicle inspection checklists and personal ORM plans.
Encourage personnel to live near their place of work. Long work days combined with excessive commutes leads to fatigued workers and drivers.
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, formations, publications, social media, etc.). Too often, vehicles to communicate are overlooked.
Don't expect people to remember what you said two weeks ago. If it's important, publish it or restate it often.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Despite laws/regulations, personnel continue to use cell phones. Emphasize the benefits of calling before driving, using a hands-free device, or asking passengers take important calls.
Do not text and drive. Hazards are too easily missed, vehicle control is hindered, and reaction time is severely impaired.
COs/Safety Officers should conduct periodic seatbelt and cell phone checks of personnel arriving/departing unit parking areas to emphasize commands' commitment to standards and safety of personnel.
Promptly notify personnel of impending hazardous weather conditions to reduce commuting mishaps.
Adjust base working hours to avoid highest levels of local commuter traffic.
Review the list/matrix of relevant Issue Papers on this website.

MCAS

My unit's motorcycle safety program is working well to reduce motorcycle incidents.

Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org.
Review the National Highway Traffic Safety Administration motorcycle resources at http://www.nhtsa.gov/Safety/Motorcycles.
Spend more time getting to know your riders habits, concerns, and equipment shortfalls through very interactive senior rider and motorcycle mentors.
Have a dedicated motorcycle safety officer who is a motorcycle rider. This collateral duty is separate from the formal ground safety officer to allow him to be a true SME on the subject.
Have an actual motorcycle rider (preferably senior) be in charge of the program.
Establish a mentorship program for riders in my command.
Conduct motorcycle PPE training (its use on and off base) and repercussions of getting caught without it.
Screen new check-ins to ensure they are attending the mandatory riders courses.
Include ATV and dirt bike riders into your motorcycle club.
Schedule rides on the Plan of the Day/Flight Schedule to ensure more active and transparent participation in the program.
Personnel often want to be more involved and/or become mentors. These personnel are a "solution" to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Integrate the ORM process into identifying/managing high risk personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Communication/Marketing of base motorcycle programs is essential. Many motorcyclists are unaware of courses, mentorship programs, regulations, etc.
Encourage prospective motorcyclists to take the base courses BEFORE purchasing a motorcycle. They will be a safer rider from the moment they leave the showroom (or they may even forego the purchase altogether based upon their course experience).
All motorcyclists are NOT the same. Older, more experienced touring motorcycle riders have significantly different habits and risks than young, inexperienced sport bike or dirt bike riders. Tailor motorcycle training and safety programs accordingly.
Work with base safety to improve courses and offer your most experienced riders as mentors/instructors.
Base motorcycle courses are often insufficiently held or overbooked. Allow your riders to attend when they obtain a quota.
Schedule course quotas for your personnel and/or arrange a special class with the base to ensure all of your riders are trained.
Assist "motorcycle-only" owners in finding car pools/alternative transportation during inclement weather.
Carefully plan group rides to prevent excessive separations at traffic lights. Trailing riders often speed to catch up with group, greatly increasing their risk.
Group rides, though beneficial for morale, may increase the risk of injury/accident to motorcyclists riding in close proximity to each other. Use ORM to evaluate the benefits and risks associated with the skill level of your riders.
Have unit or base safety rep follow behind group rides with a duty truck to act as a safety observer, carry a first aid kit, and assist motorcyclists with any equipment failures.
Have motorcyclists share incident and accident stories during training and club meetings. This form of "ready room" discussion promotes mentorship, camaraderie, and risk management to avoid similar events.
Concentrate your motorcycle safety program efforts on new and inexperienced riders who have never had accidents because they are more likely to take risks.
Purchase a unit first aid kit that can be carried in a motorcycle saddle bag during group rides.
Programs that are supportive of motorcyclists (e.g., clubs, track days, group rides, specialized courses) will bring your motorcyclists "out of hiding" and improve operator safety.
Expert stunt shows, etc. are a mixed blessing. Without a strong message, they may encourage rather than discourage risk-taking behavior.
Have a guest speaker with a bad motorcycle accident story, preferably one in which PPE saved their life.
Encourage Navy Exchange/PX/local stores to offer high quality/low cost PPE.
Ensure riders have recent first aid training.
Invite contractors and government civilians to attend unit motorcycle activities.
Add a training segment for unit automobile drivers on motorcycle visibility, separation distances, and safely sharing the road.
Have all riders write Next of Kin notification letters. Aside from a stark reminder to riders of the risk involved, it gives the CO something else to tell surviving family members other than that the parent was current in his/her training.
Periodically invite the Motorcycle Program manager to staff meetings to brief who has completed all the necessary training and who has not.
Review the list/matrix of relevant Issue Papers on this website.
Reinvigorate the Motorcycle program by assigning strong leaders and updating current rider data.
Smaller units/organizations with limited riders can participate with higher/adjacent/base motorcycle programs.
COs should attend Motorcycle Program meetings to emphasize its importance, even if COs are not riders.
Ensure all unit riders have current license and adequate insurance at Motorcycle Program meetings and/or group rides.
Assign a Motorcycle Program Coordinator who can uphold standards and expectations for safety, training, and mentorship.

MCAS

My unit's drinking and driving policies are working well to reduce DUI events.

Use data gathered from the drinking and driving (D&D) survey to assess potential unit alcohol issues.
Your "consumption of alcohol" plan (e.g., designated driver, taxi numbers, Uber/Lyft, bus schedule, etc.) has to be in place before a night on the town.
Talk about DUI awareness more, and have your DUI personnel share some of their stories.
Began a peer alcohol awareness group to target at risk personnel.
Issue Arrive Alive cards (or comparable taxi/designated driver program/Uber/Lyft info) and hold a formation for all personnel to hold up and show - to include yourself. The message is that is non-attribution to use and enables the CO/unit to help the person, vice being forced into a purely reactive situation if something bad happens. This will also help foster a sense of family where personnel look out for each other.
Use a duty vehicle, if necessary. Too many Marines are at risk of drinking and driving.
Similar to port call efforts, work with the base special services to offer tours, classes, special events, etc., along with transportation, so junior personnel have a variety of low-cost, non-alcohol related activities.
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety NCO.
Advise all personnel to have a plan (e.g., designated driver, taxi numbers, bus schedule, etc.) before a night on the town.
Food and coffee do not remove the effects of alcohol . . . you just become a more alert drunk. Have medical, law enforcement, or safety reps clear the confusion.
Eliminate alcohol at unit functions. It sends a mixed message on Drinking and Driving program efforts.
Offer incentives for DUI incident reduction (e.g., time off for three months without a DUI incident). Incentives/time off for consecutive days without DUIs/ARIs increases the likelihood that peers/supervisors will be more assertive in controlling the issue.
Punish the individual, not the command, for DUI offences.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, formations, publications, social media, etc.). Too often, vehicles to communicate are overlooked.
Don't expect people to remember what you said two weeks ago. If it's important, publish it or restate it often.
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Establish, communicate (make visible), and enforce performance standards in your command.
Officers and SNCOs set the standard for alcohol use at home and deployed.
Have NCO-led, small group discussions to address the concerns over substance abuse. The desired outcome is a list of bottom-up recommendations that will more effectively address the issue.
Ensure the legal ramifications of alcohol abuse are understood; then focus on physical, mental, and emotional effects of alcohol.
Volunteer designated driver programs are highly effective. Volunteers can be further enticed with a point system to earn a duty-free day, a day off, or other benefit.
Review the list/matrix of relevant Issue Papers on this website.
Work with base security to allow/escort taxis, etc. inside the gate, possibly even to barracks areas.
Focus alcohold-free command functions on camaraderie and taking care of each other. Alcohol sends a mixed message.
Incentivize alcohol-free milestones (e.g. time off, etc.)

MCAS

My unit's off-duty and recreational activity safety program is working well to reduce injuries.

Leaders/Supervisors should be aware of their personnel's off-duty activities.
Do not use scare tactics. Educate your personnel on the hazards and ORM.
Train personnel to properly use ORM for their high-risk activities.
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Page 13 entries, Line of Duty briefs, etc. are not just for motorcycle riders. Personnel who conduct any high risk activity should be aware of the consequences of their actions.
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
Encourage alcohol-free activities.
Similar to port call efforts, work with the base special services to offer tours, classes, special events, etc., along with transportation, so junior personnel have a variety of low-cost, non-alcohol related activities.
Continue to place flyers, bulletins, notices, etc. concerning OD&R activities on bulletin boards and information racks for easy access near lounges or other gathering spots. Emails and Web pages are too often ignored or ineffective.
Have field meet PME's by rank (i.e., NCO's, SNCO's, officers) and have personnel participate in the activities with SME's observing and teaching the rights/wrongs.
Review the list/matrix of relevant Issue Papers on this website.

MCAS

My unit's Substance Abuse Rehabilitation Program (SARP) is working well to address the risks of drug and alcohol abuse.

The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
Leadership should be aware of individuals' off duty life.
Ensure that drug screening dates are not predictable.
Self-reporting does not work if the only outcome is repercussions.
If the unit has gone years without a drug incident, ensure the unit is testing like it should.
If drug/alcohol abuse is suspected, add appropriate probing survey items to online surveys.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Review personnel jackets for drug/alcohol histories.
Incorporate mentorship at every level.
Discuss alcohol/drug use during one-on-one mentoring/counseling sessions.
Integrate the ORM process into identifying/managing high risk personnel.
Reach out to counterparts in similar units for lessons learned and common concerns.
Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Establish, communicate (make visible), and enforce performance standards in your command.
Ensure the legal ramifications of alcohol abuse are understood; then focus on physical, mental, and emotional effects of alcohol.
Have NCO-led, small group discussions to address the concerns over substance abuse. The desired outcome is a list of bottom-up recommendations that will more effectively address the issue.
Review the list/matrix of relevant Issue Papers on this website.
Work with base security to allow/escort taxis, etc. inside the gate, possibly even to barracks areas.
Focus alcohold-free command functions on camaraderie and taking care of each other. Alcohol sends a mixed message.
Incentivize alcohol-free milestones (e.g. time off, etc.)
Conduct more aggressive drug testing with regular, unannouced barracks health and comfort inspections.

ASPA

Our unit adequately trains personnel to safely conduct their jobs.

Hard schedule training.
Ensure that scheduled training is provided per the weekly training schedule, or rescheduled immediately if events require a slide.
Officers/CPO leadership personally monitor training sessions to ensure quality.
Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Develop a weekly qualification tracker to maximize training and eliminate “gun decking.”
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Do not push personnel beyond their own perception of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks.
Increase focus on training at Det sites.
Invest the time (in training) now. It'll cost you, but less than later.
Review the list/matrix of relevant Issue Papers on this website.

ASPA

My unit provides adequate recognition for exceptional safety acts.

Ensure your unit has an effective safety awards program.
Survey respondents often perceive that Safety Pros awards are too infrequent despite monthly awards in their squadrons. Ensure when reading the citations that it is understood these awards are for being a Safety Pro.
Ensure safety recognition programs (e.g., safety pro, individual/group actions/etc.) are utilized and advertised.
Reinvigorate the safety award process to "catch personnel in the act of using solid ORM."
Direct more command attention at those who do right than those who do wrong.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Publish a Safety Gram with recognition for personnel accomplishments/acts.
Submit a hometown news release and/or letter to family for significant safety acts.
Recognize a Safety Pro of the Month with a parking spot as a reward.
Recognize government civilian and contract employee safety achievements, if warranted.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Ensure your unit has a safety climate that encourages reporting safety issues.
Review the list/matrix of relevant Issue Papers on this website.
Establish a unit-level Maintenance Marine or Risk Manager of the Quarter program to emphasize proper maintenance and a just reporting culture.
Implement a "BZ" whiteboard in a common area in which anyone can give recognition to other personnel.
Implement an online method (e.g., via QR Code) in which anyone can give recognition to other personnel.

ASPA

SOPs and safety rules are enforced in my unit.

The CO should enforce a "by the book" philosophy.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Check to see if your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Monitor aggressive personnel who think rules aren't necessary.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Establish, communicate (make visible), and enforce performance standards in your command.
Review the list/matrix of relevant Issue Papers on this website.
Conduct unit-wide reviews of SOPS and publish/enforce changes effectively.

ASPA

Personnel must possess the appropriate experience or skills to earn qualifications in my unit.

Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Develop a weekly qualification tracker to maximize training and eliminate "gun decking."
Establish, communicate (make visible), and enforce performance standards in your unit.
Set the bar extremely high. Personnel only reach as high as the unit stated goals.
Officers/Senior NCO leadership personally monitors training sessions to ensure quality.
Monitor turnover in personnel; conduct six-month forecast/track personnel moves.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Review the list/matrix of relevant Issue Papers on this website.

ASPA

Unit members, from the top down, incorporate Risk Management (RM) into daily activities.

Integrate the ORM process into planning and executing operations.
Assign, educate, and employ ORM instructors in your unit.
Train personnel to properly use ORM for their high-risk activities.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Request ORM training from higher headquarters (e.g., Naval Safety Command).
Use real life, practical examples of CRM and ORM for training, vice repetitive overviews of the seven skills and ORM steps. The goal is safe operations, not memorization.
Reinvigorate the safety award process to "catch personnel in the act of using solid ORM and CRM.
Conduct small group discussions on how to keep safety briefs impactful and review unit processes to ensure the entire audience receives the benefit of ORM training.
Do not push personnel beyond their own perception of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks.
Challenge the supervisors to be more proactive with their subordinates and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Are ORM Worksheets in your command being "gamed" by personnel to keep go/no-go decisions at their level?
Address any misperceptions of “getting the X at all costs” with pilots, aircrew, tactics instructors, and Department Heads.
Review the list/matrix of relevant Issue Papers on this website.
Aggressivel monitor weather conditions to ensure personnel are not at risk at work or during travel.
Ensure Officers and SNCOs address safety, sleep plans, and improve communication to inculcate a culture of risk assessment and mitigation.

ASPA

My unit makes good use of special staff (e.g., legal, chaplain, medical, etc.) to assist high-risk personnel.

Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Review personnel jackets for drug/alcohol histories.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk personnel.
Integrate the ORM process into identifying/managing high risk personnel.
Monitor aggressive personnel who think rules aren't necessary.
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Ensure your unit Safety Officer and Safety Petty Officer/NCO are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety Petty Officer/NCO.
Review the list/matrix of relevant Issue Papers on this website.
Increase awareness on suicide prevention through fliers, standowns, Chaplain briefings at formations, etc.

ASPA

Effective communication exists within my unit.

Assistant Operations Officer reviews the Plan of the Week (POW) with each work center each Monday after the FOD walk.
Offer a "Retribution Free" discussion period for personnel to allow discussions with leadership.
“True Confessions” and other methods of sharing experiences are invaluable methods to promulgate safety information, incorporate lessons learned, further communication in other avenues, and improve camaraderie and morale.
Have each department provide updates to an in-house calendar to track future events and post relevant information.
Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
In order to open the lines of communication, hold quarters at least once every 2 weeks and hold all khaki meetings (E-7 - O-5) every Monday. Use this time to let everyone know "the big picture" and ensure that the entire chain of command knows what you are doing and why.
Have frequent Captain's Calls (by department or paygrade) to personally get the word to the troops and enhance communication flow. Engage the khaki leadership and share the information from your survey(s). Discuss command culture, communication, and standardization required to sustain long term production. The leaders of the squadron will then speak with one voice.
Having an open door policy on safety related issues will greatly improve communication within the unit.
COs/Department leaders can conduct a quarterly breakfast with the SNCOs to open up lines of communication between each other.
Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
All large organizations have communication challenges. Find solutions for the bottlenecks and shortfalls.
CO concludes formations by asking personnel if anyone has heard any rumors, vice the more standard, "Does anyone have any questions for me?" . . . . Gets better results.
Communication is key across all pay grades. Ensure it happens.
Ensure all communication vehicles are used (e.g., face-to-face, POD, Quarters, publications, social media, etc.). Too often, vehicles to communicate are overlooked.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Do not allow poor communication due to too much reliance on one-way emails.
Don't expect people to remember what you said two weeks ago. If it's important, publish it or restate it often.
Provide a "state of the squadron" address. It will help you find out where you are and communicate it to your subordinates.
Discuss survey results and interventions with personnel to develop optimal solutions and increase survey process "buy in."
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Ensure intervention options are clearly communicated.
Publish a newsletter that outlines upcoming events for the next month. Email to everyone in the unit and post throughout the unit.
Establish a tiger team to look at how to improve communication across the organization.
Hold "Town Hall" meetings (Officers/SNCOs, NCOs, and junior Marines) to address positive and negative survey results to allow the Marines to become part of the solution to weak areas.
Brief survey specifics at an All Hands Call and discuss root causes and possible solutions. Then conduct a detailed review with an Assessments Working Group to generate a comprehensive long-term plan of resolution.
Incorporate SNCO and Enlisted meetings with Senior Enlisted in order to improve communication.
Review the list/matrix of relevant Issue Papers on this website.
Involve command in proper messaging, extinguishing disinformation, and explaining the "whys".
Publish a monthly operations calendar to ensure all hands understand expected goals and events.
Hold Monday training for all personnel to discuss Plan of the Week and upcoming events. Triad walkthroughs for verification.
Assign specific personnel to ensure TAD personnel are informed of upcoming command events.
Hold formations to pass the word after FOD walkdown and/or during liberty brief (to also reach night crews) .
Provide a weekly Dashboard of priorities, 90-day outlook, long-term projects, and upcoming taskers.
Post a Plan of the Week to include major events
Ensure leadership at all levels considers the unintended consequences of cutting corners by telling personnel to get something "done now."

ASPA

My unit keeps me well informed regarding important safety information.

Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication.
Maintain relevant hazard reports, notices, etc. in ready rooms and lounges to increase awareness/discussion.
Increase emphasis on aviation and ground safety at AOMs and quarters.
Encourage safety reps to use every morning meeting and evening pass down to address trends and "stay on message." They need to routinely visit all work centers and production divisions.
Have monthly section ground safety meetings.
Don't beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
Reach out to counterparts in similar units for lessons learned and common concerns.
Ensure intervention options are clearly communicated.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
“True Confessions” and other methods of sharing experiences are invaluable methods to promulgate safety information, incorporate lessons learned, further communication in other avenues, and improve camaraderie and morale.
Regularly publicize (through multiple venues) the names of the command safety representatives.
Hold "Town Hall" meetings (Officers/SNCOs, NCOs, and junior Marines) to address positive and negative survey results to allow the Marines to become part of the solution to weak areas.
Brief survey specifics at an All Hands Call and discuss root causes and possible solutions. Then conduct a detailed review with an Assessments Working Group to generate a comprehensive long-term plan of resolution.
Review the list/matrix of relevant Issue Papers on this website.

ASPA

Required publications are current and used in my unit.

Beware of an environment where "work-arounds" are "the way we do things here."
Involve the officers and senior NCOs on appropriate issues.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the list/matrix of relevant Issue Papers on this website.

ASPA

My unit has a reputation for high-quality performance.

Outstanding command leadership teams are "brilliant on the basics."
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Focus on what you are doing correctly.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
Reach out to counterparts in similar units for lessons learned and common concerns.
Establish, communicate (make visible), and enforce performance standards in your command.
Set the bar extremely high. Sailors only reach as high as the command's stated goals.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Review the list/matrix of relevant Issue Papers on this website.

ASPA

Training is conducted as scheduled.

Hard schedule training.
Leadership should establish priorities (at all levels) and live by them.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Formalize maintenance training (not just OJT).
Supervisors personally monitor training sessions to ensure quality.
Invest the time (in training) now. It'll cost you, but less than later.
Have QA provide a 15-30 minute training session to a different maintenance work center each day following FOD walk down.
Review the list/matrix of relevant Issue Papers on this website.
Conduct training to optimize hands on evolutions during the week, vice last event before Friday liberty.
Mainteanance Training - Establish a weekly "MX trng" block on the flight schedule (applicable to shifts). Continue as long as enlisted leaders provide relevant, useful training.

ASPA

Individuals are comfortable approaching their supervisor about personal issues/illness.

Central to good leadership is maintaining strong and vibrant two-way conversations with ALL personnel.
Communication is key across all military/artisan levels. Ensure it happens.
Trust, built through human contact/engagement, is the fundamental building block of our command and control structure and our ability to achieve mission success.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Be aware of inaccurate perceptions by your personnel.
Engage your personnel and attempt to discover their issues and concerns.
Leaders/Supervisors should take appropriate action on subordinates’ issues, so it does not appear that they are ignoring their concerns.
Review the list/matrix of relevant Issue Papers on this website.

ASPA

Individuals in my unit are comfortable reporting safety violations, unsafe behaviors, or hazardous conditions.

Self-reporting does not work if the only outcome is repercussions.
Personnel should expect positive reinforcement for reporting issues, not fear repercussions.
Lead by example and admit your own mistakes/issues. This will encourage others to come forward without fear of reprisal.
Leaders/supervisors should take appropriate action on subordinates’ issues, so it does not appear that they are ignoring their concerns.
Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
Direct more command attention at those who do right than those who do wrong.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Publish a Safety Gram with recognition for personnel accomplishments/acts.
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Be aware of improper perceptions by your personnel.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
A strong "Anymouse" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Ensure your unit has an effective safety awards program.
Ensure your unit has a safety climate that encourages reporting safety issues.
Regularly publicize (through multiple venues) the names of the command safety representatives.
Review the list/matrix of relevant Issue Papers on this website.
Encourage future safety reporting by thanking personnel for open and honest survey feedback that helps identifiy issues and trends.

ASPA

All members of my unit have the authority to halt unsafe activities until the hazards/risks are addressed.

Empower ALL personnel to halt unsafe activities until hazards/risks are addressed.
Involve the officers and senior enlisted personnel on appropriate issues.
Challenge the enlisted leadership to be more proactive with their personnel and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the NCO/Petty Officer level by empowering them to make decisions regarding safety practices.
Integrate the ORM process into planning and executing operations.
Ensure members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety PO/NCO.
Ensure your unit has a safety climate that encourages reporting safety issues.
Review the list/matrix of relevant Issue Papers on this website.

ASPA

Our Safety Department is well respected.

Include artisans in safety programs. This will help increase all avenues of teamwork while demonstrating genuine concern for the safety of all FRC personnel.
Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst artisans and peers will greatly improve safety programs, teamwork, and communication.
Encourage safety reps to use every morning meeting and evening pass down to address trends and "stay on message." They should get out and visit all military and artisan work centers.
We have now assigned and advertised the names of safety reps at the company and shop floor level. We have an active safety council that meets regularly to address safety issues.
Increase emphasis on aviation and ground safety at meetings and other assemblies.
Don't be the "Safety Guy." Motivate and inspire ALL personnel towards safer habits through example and timely information, not inspections and policing of individual actions.
Don't beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
Check in the box safety training damages a FRC's safety climate and culture. Conduct all training, surveys, etc. with a realistic goal to provide/obtain useful information or impart a skill.
Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels.
Maximize safety program "buy-in" by quickly responding to individuals' concerns/ suggestions/ recommendations and by using group-developed solutions (e.g., by work center or "tiger team").
Develop a formal safety training plan that covers the next year and is coordinated with department heads/artisan leaders.
Routinely encourage your artisan leaders to work with your Safety Department personnel.
Ensure your artisans have a safety climate that encourages reporting safety issues.
Provide recognition/incentives to ALL personnel for safety achievements.
Ensure your safety representatives maintain visibility with artisans.
Review the list/matrix of relevant Issue Papers on this website.

ASPA

Our safety pauses are effective.

Conduct a Safety Standdown focused on unit survey results, mishap/hazard reports, incident reports, recent "near misses," etc. , and utilize audience participation (via large or small group) to further clarify hazards, identify trends, and develop workable solutions. The group's synergy will help to identify previously overlooked factors, and the group-developed interventions will have greater acceptance/compliance.
Plan Safety Standdowns well in advance to address key issues and heighten awareness. Maintain an updated list of speakers and topics to ensure "short notice" standdowns (e.g., following a mishap or other recent incident) are professional and worthwhile.
Encourage, praise, and professionally respond to safety concerns raised in any forum (e.g., Safety Standdowns, Human Factor Councils, Safety Councils/Committees, "True Confessions," etc.). Ridicule, arguments, retribution, or inaction will stifle any further safety communication and greatly increase the risk that hazards will remain hidden until it's too late.
Get Safety Standdowns out of the classroom/auditorium. Supervisor facilitated activities, hands-on training, small group discussions, etc. may be more beneficial.
Implement a grass roots safety campaign to give junior personnel the opportunity to shape the safety messages vice the usual safety "stand-arounds."
Review Appendix A (Good Safety Standdown Ideas) and Appendix B (Safety Standdown Tips) of Issue Paper #98.
Seminar based safety day to get at the root of the problems.
Reach out to counterparts in similar units for lessons learned and common concerns.
Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations.
Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Review the list/matrix of relevant Issue Papers on this website.

ASPA

Unit members do not cut corners to accomplish their job/mission.

The CO frequently reinforces the fact that cutting corners is not tolerated in this organization. The CO ensures department heads and senior supervisory personnel understand that this is the only acceptable policy.
Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Address any misperceptions of “getting the X at all costs” with pilots, aircrew, tactics instructors, and Department Heads.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time. Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Beware of an environment where "work-arounds" are "the way we do things here."
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Monitor supervisors who think it's okay to cut corners.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Beware of and monitor fatigue levels of your personnel.
Monitor and be aware of perceived mission creep.
Establish, communicate (make visible), and enforce performance standards in your command.
Involve the officers and senior NCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.
Ensure leadership at all levels considers the unintended consequences of cutting corners by telling personnel to get something "done now."
Impress on all personnel the "costs of cutting corners" and accountability.

ASPA

Members of my unit are provided the opportunity to obtain sufficient rest to do their jobs safely.

Beware of and monitor fatigue levels of your personnel.
Implemented new rules on shift work going to duty in order to avoid excessively tired folks driving home.
We are now tracking days off for each Marine in the Squadron to ensure that each person receives adequate time away from work.
We created a "weekend" shift to cover weekends rather than calling in duty sections every weekend.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Educate your personnel to recognize fatigue "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.)
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Encourage personnel to live near their place of work. Long work days combined with excessive commutes leads to fatigued workers and drivers.
Avoid recalls/holdovers of night check personnel for non-mission critical tasks (e.g., awards ceremonies, inspections, musters, etc.) to avoid driving fatigued.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Establish More stringent control of work hours, especially for the maintenance departments.
Commuting/road travel highlighted as an area of concern? Evaluate policies on rest and travel, ensuring accommodation available for extended and/or late-night events.
Review the list/matrix of relevant Issue Papers on this website.
Seek additional means to reduce fatigue, including Duty Recovery.

ASPA

Members of my unit work well together.

Plan ahead and share plans/timelines with personnel to improve productivity and morale
Leaders set the example.
Outstanding command leadership teams are "brilliant on the basics."
Direct more command attention at those who do right than those who do wrong.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Assign teams/tasks across departmental boundaries to reduce departmental rivalries (e.g., OPS versus Maintenance) and build camaraderie.
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

ASPA

Morale in my unit is high.

Safety climate survey results revealed that unit morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Unit leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
Ensure junior officers visit a different work center/shop at least once a month to increase their knowledge, unit camaraderie, and enlisted/officer morale.
CO or XO visiting the workspaces and just talking to the junior Marines and getting to know them would greatly increase not only morale, but also let the Marines know that their command cares about them and listens to them.
Improve morale within the SNCO/officer ranks by increasing their authority and control of their sections/departments (e.g., liberty/leave approval, planning, training, etc.).
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Institute morale building incentives like "shop/platoon/company of the month."
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Share all relevant information. Playing “I’ve got a secret” hurts productivity and morale.
Assign teams/tasks across departmental boundaries to reduce departmental rivalries (e.g., OPS versus Maintenance) and build camaraderie.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Plan ahead and share plans/timelines with personnel to improve productivity and morale
Focus on what you are doing correctly.
COs who prioritize the betterment of their command over the betterment of their careers have the most "operationally excellent" squadrons.
Incorporate mentorship at every level.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Review the list/matrix of relevant Issue Papers on this website.
Explaining "why" alleviates many concerns that reduce morale.
Ensure Marines understand the importance of the unit's mission and their own purpose and role in achieving it.
Actively engage Marines in morale enhancing events outside of working hours to get Marines out of the barracks on weekends.

ASPA

My unit has adequate resources (e.g., tools, equipment, publications, etc.) to perform its current tasks.

Many hardships are outside your unit's control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Identify the shops that do not have adequate tools to do their job and prioritize ordering/replacements.
If possible, reduce extraneous tasking and challenge unreasonable requests.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Be aware of collateral mission creep.
Leadership should establish unit priorities (at all levels) and live by them.
Unfavorable respondent comments to this survey item often reveal a misunderstanding of the various funding allocations and unit priorities. Consider a short training session with all personnel to answer their concerns.
Implement a push-logistics model for supplying companies/departments with necessary consumable supplies based upon average usage rates.
Seek out the agencies responsible for providing support, equipment, and consumables to have sufficient replacements on hand prior to needing them.
Review the list/matrix of relevant Issue Papers on this website.
Use survey results on identified hazards to lobby for resources.
Assess and procure seasonal equipment and supplies early in order to take advantage of restrictive timelines.
Procure sufficient PPE (e.g., earplugs, gloves, goggles) to prevent workarounds when not available.
Utilize station personnel and hygienists to assess spaces are safe and in proper working order.
Ensurve flight briefing spaces have adequate computers, publications, etc. to increase functionality.

ASPA

My unit has enough experienced personnel to perform its current tasks.

Many hardships are outside your unit’s control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
If possible, reduce extraneous tasking and challenge unreasonable requests.
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of military occupational specialties (MOSs).
Use survey results to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Ensure work shifts are adequately manned for workloads (e.g., night check often has more demands with less people than day shift).
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Be aware of collateral mission creep.
Monitor turnover in personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish unit priorities (at all levels) and live by them.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Review the list/matrix of relevant Issue Papers on this website.

ASPA

Leaders/Supervisors in my unit set a good example for following standards.

Establish, communicate (make visible), and enforce performance standards in your command.
Realize that subordinates watch their leaders/supervisors regarding what is and is not acceptable behaviors.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Outstanding command leadership teams are "brilliant on the basics."
The CO should frequently reinforce that cutting corners is not tolerated. Ensure department heads and senior supervisory personnel understand that this is the only acceptable policy.
Monitor supervisors who think it's okay to cut corners.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Check to see if your junior officers are leading at their level.
Review the list/matrix of relevant Issue Papers on this website.
Leader stds - Increase oversight and mentoring of subordinate leaders to ensure basic leadership standards are upheld.

ASPA

Leaders/Supervisors in my unit care about my quality of life.

Survey results show that unit morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Unit leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
Personnel often want to be more involved and/or become mentors. These personnel are a "solution" to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Involve the officers and senior NCOs on appropriate issues.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Ensure your subordinate commanders, leaders, and/or supervisors secure their people as early as possible when and where they can on a daily basis.
Guard against daily last minute tasking with short suspense dates for your personnel, especially after they have been inactive for hours prior to that tasking.
Often the current condition of the BEQs/BOQs and the command's involvement in fixing those conditions have the utmost impact on personnel's quality of life.
Ensure BEQs/BOQs are inspected regularly and any issues are readily corrected (e.g., mold, pests, damaged washers/dryers, plumbing, lighting, etc.)
Create an innovation working group to address physical issues within the housing and workspace infrastructure to improve quality of life.
Get involved, along with base personnel, to address facility issues (e.g., hot water, broken locks/doors, broken washers/dryers, HVAC, etc.) and get a weekly brief on the progress.
Along with family-oriented events, don’t forget to also have events for the single personnel in the unit (e.g., ski trips, sporting events, etc.).
Request station personnel and environmental hygienist’s assistance to inspect and ensure spaces are in good working order.
Modify the daily maintenance briefs and crew day to better fit the squadron requirements, while balancing the quality of life for the Marines.
Review the list/matrix of relevant Issue Papers on this website.
Monitor/encourage personnnel on balancing workload in high OPTEMPO environment.
Mitigate "burnout" through the use of Special Liberty, etc. after high OPTEMPO periods.
Change watch hour rotatations and implement more flexible work options (when/where applicable).
Actively engage Marines in morale enhancing events outside of working hours to get Marines out of the barracks on weekends.
Hold a Barracks Beautifcation Day to clean common areas and support other self-help projects.

ASPA

Leaders/Supervisors know who the high-risk members are in my unit.

Discuss survey results with flight surgeon (or local medical hierarchy) to garner increased flight surgeon presence within squadron spaces and at Human Factors Councils/Boards.
Review personnel jackets for drug/alcohol histories.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Increase the number of Human Factors Councils (HFCs) completed on deployed detachments.
Monitor aggressive aircrew who think rules aren't necessary.
Be aware of improper perceptions by your personnel.
Beware of and monitor fatigue levels of your personnel.
Integrate the ORM process into identifying/managing high risk personnel.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.)
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Include junior personnel in Human Factors Councils. They will provide additional perspectives on climate issues, while learning that the Human Factors Council/Board process is a helpful and proactive safety tool (vice a means of punishment).
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Review the list/matrix of relevant Issue Papers on this website.

ASPA

My unit's privately owned vehicle (POV) / private motor vehicle (PMV) program is working well to reduce POV/PMV incidents.

Review the CMC Safety Division PMV Safety Program Resources at http://www.safety.marines.mil/Resources.
Review the National Highway Traffic Safety Administration Traffic Safety resources at http://www.nhtsa.gov.
Conduct safety vehicle inspections before driving extended distances.
Implement additional rest and driving restriction measures, especially during periods of inclement weather and extended work days.
Review pre-holiday vehicle inspection checklists and personal ORM plans.
Encourage personnel to live near their place of work. Long work days combined with excessive commutes leads to fatigued workers and drivers.
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, formations, publications, social media, etc.). Too often, vehicles to communicate are overlooked.
Don't expect people to remember what you said two weeks ago. If it's important, publish it or restate it often.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Despite laws/regulations, personnel continue to use cell phones. Emphasize the benefits of calling before driving, using a hands-free device, or asking passengers take important calls.
Do not text and drive. Hazards are too easily missed, vehicle control is hindered, and reaction time is severely impaired.
COs/Safety Officers should conduct periodic seatbelt and cell phone checks of personnel arriving/departing unit parking areas to emphasize commands' commitment to standards and safety of personnel.
Promptly notify personnel of impending hazardous weather conditions to reduce commuting mishaps.
Adjust base working hours to avoid highest levels of local commuter traffic.
Review the list/matrix of relevant Issue Papers on this website.

ASPA

My unit's motorcycle safety program is working well to reduce motorcycle incidents.

Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org.
Review the National Highway Traffic Safety Administration motorcycle resources at http://www.nhtsa.gov/Safety/Motorcycles.
Spend more time getting to know your riders habits, concerns, and equipment shortfalls through very interactive senior rider and motorcycle mentors.
Have a dedicated motorcycle safety officer who is a motorcycle rider. This collateral duty is separate from the formal ground safety officer to allow him to be a true SME on the subject.
Have an actual motorcycle rider (preferably senior) be in charge of the program.
Establish a mentorship program for riders in my command.
Conduct motorcycle PPE training (its use on and off base) and repercussions of getting caught without it.
Screen new check-ins to ensure they are attending the mandatory riders courses.
Include ATV and dirt bike riders into your motorcycle club.
Schedule rides on the Plan of the Day/Flight Schedule to ensure more active and transparent participation in the program.
Personnel often want to be more involved and/or become mentors. These personnel are a "solution" to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Integrate the ORM process into identifying/managing high risk personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Communication/Marketing of base motorcycle programs is essential. Many motorcyclists are unaware of courses, mentorship programs, regulations, etc.
Encourage prospective motorcyclists to take the base courses BEFORE purchasing a motorcycle. They will be a safer rider from the moment they leave the showroom (or they may even forego the purchase altogether based upon their course experience).
All motorcyclists are NOT the same. Older, more experienced touring motorcycle riders have significantly different habits and risks than young, inexperienced sport bike or dirt bike riders. Tailor motorcycle training and safety programs accordingly.
Work with base safety to improve courses and offer your most experienced riders as mentors/instructors.
Base motorcycle courses are often insufficiently held or overbooked. Allow your riders to attend when they obtain a quota.
Schedule course quotas for your personnel and/or arrange a special class with the base to ensure all of your riders are trained.
Assist "motorcycle-only" owners in finding car pools/alternative transportation during inclement weather.
Carefully plan group rides to prevent excessive separations at traffic lights. Trailing riders often speed to catch up with group, greatly increasing their risk.
Group rides, though beneficial for morale, may increase the risk of injury/accident to motorcyclists riding in close proximity to each other. Use ORM to evaluate the benefits and risks associated with the skill level of your riders.
Have unit or base safety rep follow behind group rides with a duty truck to act as a safety observer, carry a first aid kit, and assist motorcyclists with any equipment failures.
Have motorcyclists share incident and accident stories during training and club meetings. This form of "ready room" discussion promotes mentorship, camaraderie, and risk management to avoid similar events.
Concentrate your motorcycle safety program efforts on new and inexperienced riders who have never had accidents because they are more likely to take risks.
Purchase a unit first aid kit that can be carried in a motorcycle saddle bag during group rides.
Programs that are supportive of motorcyclists (e.g., clubs, track days, group rides, specialized courses) will bring your motorcyclists "out of hiding" and improve operator safety.
Expert stunt shows, etc. are a mixed blessing. Without a strong message, they may encourage rather than discourage risk-taking behavior.
Have a guest speaker with a bad motorcycle accident story, preferably one in which PPE saved their life.
Encourage Navy Exchange/PX/local stores to offer high quality/low cost PPE.
Ensure riders have recent first aid training.
Invite contractors and government civilians to attend unit motorcycle activities.
Add a training segment for unit automobile drivers on motorcycle visibility, separation distances, and safely sharing the road.
Have all riders write Next of Kin notification letters. Aside from a stark reminder to riders of the risk involved, it gives the CO something else to tell surviving family members other than that the parent was current in his/her training.
Periodically invite the Motorcycle Program manager to staff meetings to brief who has completed all the necessary training and who has not.
Review the list/matrix of relevant Issue Papers on this website.
Reinvigorate the Motorcycle program by assigning strong leaders and updating current rider data.
Smaller units/organizations with limited riders can participate with higher/adjacent/base motorcycle programs.
COs should attend Motorcycle Program meetings to emphasize its importance, even if COs are not riders.
Ensure all unit riders have current license and adequate insurance at Motorcycle Program meetings and/or group rides.
Assign a Motorcycle Program Coordinator who can uphold standards and expectations for safety, training, and mentorship.

ASPA

My unit's drinking and driving policies are working well to reduce DUI events.

Use data gathered from the drinking and driving (D&D) survey to assess potential unit alcohol issues.
Your "consumption of alcohol" plan (e.g., designated driver, taxi numbers, Uber/Lyft, bus schedule, etc.) has to be in place before a night on the town.
Talk about DUI awareness more, and have your DUI personnel share some of their stories.
Began a peer alcohol awareness group to target at risk personnel.
Issue Arrive Alive cards (or comparable taxi/designated driver program/Uber/Lyft info) and hold a formation for all personnel to hold up and show - to include yourself. The message is that is non-attribution to use and enables the CO/unit to help the person, vice being forced into a purely reactive situation if something bad happens. This will also help foster a sense of family where personnel look out for each other.
Use a duty vehicle, if necessary. Too many Marines are at risk of drinking and driving.
Similar to port call efforts, work with the base special services to offer tours, classes, special events, etc., along with transportation, so junior personnel have a variety of low-cost, non-alcohol related activities.
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety NCO.
Advise all personnel to have a plan (e.g., designated driver, taxi numbers, bus schedule, etc.) before a night on the town.
Food and coffee do not remove the effects of alcohol . . . you just become a more alert drunk. Have medical, law enforcement, or safety reps clear the confusion.
Eliminate alcohol at unit functions. It sends a mixed message on Drinking and Driving program efforts.
Offer incentives for DUI incident reduction (e.g., time off for three months without a DUI incident). Incentives/time off for consecutive days without DUIs/ARIs increases the likelihood that peers/supervisors will be more assertive in controlling the issue.
Punish the individual, not the command, for DUI offences.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, formations, publications, social media, etc.). Too often, vehicles to communicate are overlooked.
Don't expect people to remember what you said two weeks ago. If it's important, publish it or restate it often.
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Establish, communicate (make visible), and enforce performance standards in your command.
Officers and SNCOs set the standard for alcohol use at home and deployed.
Have NCO-led, small group discussions to address the concerns over substance abuse. The desired outcome is a list of bottom-up recommendations that will more effectively address the issue.
Ensure the legal ramifications of alcohol abuse are understood; then focus on physical, mental, and emotional effects of alcohol.
Volunteer designated driver programs are highly effective. Volunteers can be further enticed with a point system to earn a duty-free day, a day off, or other benefit.
Review the list/matrix of relevant Issue Papers on this website.
Work with base security to allow/escort taxis, etc. inside the gate, possibly even to barracks areas.
Focus alcohold-free command functions on camaraderie and taking care of each other. Alcohol sends a mixed message.
Incentivize alcohol-free milestones (e.g. time off, etc.)

ASPA

My unit's off-duty and recreational activity safety program is working well to reduce injuries.

Leaders/Supervisors should be aware of their personnel's off-duty activities.
Do not use scare tactics. Educate your personnel on the hazards and ORM.
Train personnel to properly use ORM for their high-risk activities.
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Page 13 entries, Line of Duty briefs, etc. are not just for motorcycle riders. Personnel who conduct any high risk activity should be aware of the consequences of their actions.
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
Encourage alcohol-free activities.
Similar to port call efforts, work with the base special services to offer tours, classes, special events, etc., along with transportation, so junior personnel have a variety of low-cost, non-alcohol related activities.
Continue to place flyers, bulletins, notices, etc. concerning OD&R activities on bulletin boards and information racks for easy access near lounges or other gathering spots. Emails and Web pages are too often ignored or ineffective.
Have field meet PME's by rank (i.e., NCO's, SNCO's, officers) and have personnel participate in the activities with SME's observing and teaching the rights/wrongs.
Review the list/matrix of relevant Issue Papers on this website.

ASPA

My unit's Substance Abuse Rehabilitation Program (SARP) is working well to address the risks of drug and alcohol abuse.

The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
Leadership should be aware of individuals' off duty life.
Ensure that drug screening dates are not predictable.
Self-reporting does not work if the only outcome is repercussions.
If the unit has gone years without a drug incident, ensure the unit is testing like it should.
If drug/alcohol abuse is suspected, add appropriate probing survey items to online surveys.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Review personnel jackets for drug/alcohol histories.
Incorporate mentorship at every level.
Discuss alcohol/drug use during one-on-one mentoring/counseling sessions.
Integrate the ORM process into identifying/managing high risk personnel.
Reach out to counterparts in similar units for lessons learned and common concerns.
Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Establish, communicate (make visible), and enforce performance standards in your command.
Ensure the legal ramifications of alcohol abuse are understood; then focus on physical, mental, and emotional effects of alcohol.
Have NCO-led, small group discussions to address the concerns over substance abuse. The desired outcome is a list of bottom-up recommendations that will more effectively address the issue.
Review the list/matrix of relevant Issue Papers on this website.
Work with base security to allow/escort taxis, etc. inside the gate, possibly even to barracks areas.
Focus alcohold-free command functions on camaraderie and taking care of each other. Alcohol sends a mixed message.
Incentivize alcohol-free milestones (e.g. time off, etc.)
Conduct more aggressive drug testing with regular, unannouced barracks health and comfort inspections.

FRC

My work center adequately trains personnel to safely conduct their jobs.

Hard schedule training.
Ensure that artisan scheduled training is provided, or rescheduled immediately if events require a slide.
Formalize FRC maintenance training (not just OJT).
Supervisors personally monitor artisan training sessions to ensure quality.
Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified military and artisan personnel when "doing more with less."
Develop a qualification tracker to maximize training and eliminate "gun decking."
Conduct a complete review of each qualification to ensure there are no immediate shortfalls. Then review the process for artisan qualification to make sure you are teaching the right skills.
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Do not push your artisan or military personnel beyond their own perceptions of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks.
Invest the time (in training) now. It'll cost you, but less than later.
Review the list/matrix of relevant Issue Papers on this website.

FRC

My FRC provides adequate recognition for exceptional safety acts.

Include artisans in safety programs. This will help increase all avenues of teamwork while demonstrating genuine concern for the safety of all FRC personnel.
Provide recognition/incentives to ALL personnel for safety achievements.
Ensure safety recognition programs (e.g., safety pro, individual/group actions, etc.) are utilized and advertised.
Have a program (safety pro/maintenance thumbs-up award) to recognize artisan's safety/maintenance achievement.
Reinvigorate the safety award process to "catch personnel in the act of using solid ORM."
Direct more command attention at those who do right than those who do wrong.
Ensure your artisan and military supervisors make on-the-spot corrections when they discover unsafe actions. Encourage/Reward them for doing so.
Publish a Safety Gram with recognition for ALL personnel's accomplishments/acts.
Recognize an artisan Safety Pro of the Month with a parking spot as a reward.
Implement a QA outstanding performer award. It will improve maintainer interactions with QA, while providing appropriate recognition for quality workmanship.
Recognition, teamwork, and empowerment of ALL personnel are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Ensure your artisans have a safety climate that encourages reporting safety issues.
Review the list/matrix of relevant Issue Papers on this website.

FRC

Safety decisions are made at the proper levels by the most qualified personnel.

Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Ensure your artisan and military supervisors make on-the-spot corrections when they discover unsafe actions. Encourage/Reward them for doing so.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Challenge supervisors to be more proactive with artisans and ensure the importance of doing things safely is very clear to them.
Integrate the ORM process into planning and executing operations.
Ensure ALL personnel are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Routinely encourage your artisan leaders to work with your Safety Department personnel.
Ensure your artisans have a safety climate that encourages reporting safety issues.
Review the list/matrix of relevant Issue Papers on this website.

FRC

SOPs and safety rules are enforced in my work center.

Artisans may work under different standards/rules than their military counterparts. Ensure that all personnel are aware of these differences to reduce misconceptions.
The CO should enforce a "by the book" philosophy.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Monitor aggressive personnel who think rules aren't necessary.
Monitor artisan/military supervisors who think it's okay to cut corners.
Be aware of an environment that encourages "work the system" and discourages personal accountability and responsibility.
Establish, communicate (make visible), and enforce artisan and military performance standards in your command.
Review the list/matrix of relevant Issue Papers on this website.

FRC

My FRC's Environmental Compliance program is effective at minimizing environmental hazards.

The CO should enforce a "by the book" philosophy.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Monitor aggressive personnel who think rules aren't necessary.
Monitor artisan/military supervisors who think it's okay to cut corners.
Be aware of an environment that encourages "work the system" and discourages personal accountability and responsibility.
Reach out to counterparts in similar units for lessons learned and common concerns.
Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Establish, communicate (make visible), and enforce performance standards in your command.
Review the list/matrix of relevant Issue Papers on this website.

FRC

Personnel must possess the appropriate experience or skills to earn qualifications in my work center.

Ensure the artisan qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Conduct a complete review of each qualification to ensure there are no immediate FRC shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Develop a qualification tracker to maximize training and eliminate "gun decking."
Establish, communicate (make visible), and enforce artisan and military performance standards in your command.
Set the bar extremely high. Personnel only reach as high as the FRC stated goals.
Supervisors personally monitor artisan training sessions to ensure quality.
Monitor turnover in personnel; conduct six-month forecast/track personnel moves.
Be aware of an environment that encourages "work the system" and discourages personal accountability and responsibility.
Address (via mentorship, feedback, etc.) artisan and military supervisors who think it is okay to cut corners and discipline accordingly.
Review the list/matrix of relevant Issue Papers on this website.

FRC

Work center members, from the top down, incorporate Risk Management (RM) into daily activities.

Integrate the ORM process into planning and executing operations.
Train personnel to properly use ORM for their high-risk activities.
Ensure ALL personnel are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Reinvigorate the safety award process to "catch personnel in the act of using solid ORM."
Do not push your artisan or military personnel beyond their own perceptions of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks.
Challenge supervisors to be more proactive with artisans and ensure the importance of doing things safely is very clear to them.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Review the list/matrix of relevant Issue Papers on this website.

FRC

Effective communication exists within my work center.

Improve communication/teamwork between FRC personnel.
All "major" maintenance evolutions (e.g., aircraft moves, engine wash, dynamic component change, etc.) are briefed prior to execution, including maintenance control, QA, and artisan supervisors.
The Maintenance and Production Control Officers hold a weekly "maintenance management meeting" for all maintenance and artisan leadership to ensure the word is getting out and major issues are discussed.
Have Department Heads meet and agree on the supportability of the schedule and attainable weekly goals.
Each department now provides updates to an in-house calendar where we track future events and post relevant information.
Central to good leadership is maintaining strong and vibrant two-way conversations with ALL personnel.
In order to open the lines of communication I have ensured that we hold quarters at least once every two weeks and hold all supervisor meetings every Monday. I use this time to let everyone know "the big picture" and to ensure that the entire chain of command knows what we are doing and why.
Adjust day/night artisan schedules to permit more of an overlap to get better pass downs.
Having an open door policy on safety related issues has greatly improved communication within the FRC.
Attend more meetings (e.g., morning Maintenance/Production Meetings) and show by example how artisan and military leadership needs to provide opportunities for juniors to voice their concerns/comments. Leaders sometimes need to "pull" information from juniors, and some leaders have not yet developed the skill to "pull" information.
CO sets aside a "dialogue period" with aircrew/maintainers/artisans to discuss pertinent issues, such as: flight time, training requirements, the latest rumors, etc.
Focus renewed attention on shift turnovers.
More frequent Captain's Calls to ensure the CO is personally getting the word to all military and FRC personnel.
Military and artisan personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
All large organizations have communication challenges. Find solutions for the bottlenecks and shortfalls.
Communication is key across all military/artisan levels. Ensure it happens.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used by ALL personnel.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Do not allow poor communication due to too much reliance on one-way emails.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Provide a "state of the FRC" address. It will help you find out where you are and communicate it to your artisans and military personnel.
Offer a monthly "Retribution Free" discussion period for flight crew, maintainers, and artisans to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Discuss survey results and interventions with artisans to develop optimal solutions and increase survey process "buy in."
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Ensure intervention options are clearly communicated to artisans.
Review the list/matrix of relevant Issue Papers on this website.

FRC

In my work center, effective communication exists between engineering and production personnel.

Improve communication/teamwork between FRC personnel.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
Central to good leadership is maintaining strong and vibrant two-way conversations with ALL personnel.
Attend more meetings (e.g., morning Maintenance/Production Meetings) and show by example how artisan and military leadership needs to provide opportunities for juniors to voice their concerns/comments. Leaders sometimes need to "pull" information from juniors, and some leaders have not yet developed the skill to "pull" information.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Communication is key across all military/artisan levels. Ensure it happens.
Do not allow poor communication due to too much reliance on one-way emails.
Integrate the ORM process into planning and executing operations
Plan ahead and share plans/timelines with counterparts to improve productivity and morale.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Review the list/matrix of relevant Issue Papers on this website.

FRC

My work center keeps me well informed regarding important safety information.

Include artisans in safety programs. This will help increase all avenues of teamwork while demonstrating genuine concern for the safety of all FRC personnel.
Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst artisans and peers will greatly improve safety programs, teamwork, and communication.
Maintain relevant hazard reports, notices, etc. in ready rooms/ lounges/artisan spaces to increase awareness/discussion.
Increase emphasis on aviation and ground safety at meetings and other assemblies.
Encourage safety reps to use every morning meeting and evening pass down to address trends and "stay on message." They should get out and visit all military and artisan work centers.
Have monthly artisan ground safety meetings.
Don't beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
Reach out to counterparts in other FRCs for lessons learned and common concerns.
Ensure intervention options are clearly communicated to artisans.
Ensure your safety representatives maintain visibility with artisans.
Routinely encourage your artisan leaders to work with your Safety Department personnel.
Review the list/matrix of relevant Issue Papers on this website.

FRC

My department conducts effective pass-downs between shifts.

Improve communication/teamwork between FRC personnel.
Focus renewed attention on shift turnovers.
Adjust day/night artisan schedules to permit more of an overlap to get better pass downs.
All "major" maintenance evolutions (e.g., aircraft moves, engine wash, dynamic component change, etc.) are briefed prior to execution, including maintenance control, QA, and artisan supervisors.
Central to good leadership is maintaining strong and vibrant two-way conversations with ALL personnel.
All large organizations have communication challenges. Find solutions for the bottlenecks and shortfalls.
Military and artisan personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Communication is key across all military/artisan levels. Ensure it happens.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used by ALL personnel.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
Review the list/matrix of relevant Issue Papers on this website.

FRC

Tool Control is closely monitored.

Beware of mismanagement due to insufficient mid-level artisan and military leadership.
Establish, communicate (make visible), and enforce artisan and military performance standards in your command.
COs/Artisan supervisors must periodically reinforce emphasis on procedures.
Address (via mentorship, feedback, etc.) artisan and military supervisors who think it is okay to cut corners and discipline accordingly.
Review the list/matrix of relevant Issue Papers on this website.

FRC

Safety representatives are effective at promoting safety.

Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst artisans and peers will greatly improve safety programs, teamwork, and communication.
Encourage safety reps to use every morning meeting and evening pass down to address trends and "stay on message." They should get out and visit all military and artisan work centers.
We have now assigned and advertised the names of safety reps at the company and shop floor level. We have an active safety council that meets regularly to address safety issues.
Increase emphasis on aviation and ground safety at meetings and other assemblies.
Don't be the "Safety Guy." Motivate and inspire ALL personnel towards safer habits through example and timely information, not inspections and policing of individual actions.
Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels.
Maintain relevant hazard reports, notices, etc. in ready rooms/ lounges/artisan spaces to increase awareness/discussion.
Don't beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
Reach out to counterparts in other FRCs for lessons learned and common concerns.
Ensure intervention options are clearly communicated to artisans.
Ensure your safety representatives maintain visibility with artisans.
Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations.
Routinely encourage your artisan leaders to work with your Safety Department personnel.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
Ensure your artisans have a safety climate that encourages reporting safety issues.
Beware of mismanagement due to insufficient mid-level artisan and military leadership.
Use survey results to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to your FRC.
Review the list/matrix of relevant Issue Papers on this website.

FRC

CDIs/QARs routinely monitor maintenance evolutions.

All "major" maintenance evolutions (e.g., aircraft moves, engine wash, dynamic component change, etc.) are briefed prior to execution, including maintenance control, QA, and artisan supervisors.
We are looking very hard at the process for designating CDIs and how we recognize and reward those individuals.
Direct more command attention at those who do right than those who do wrong.
Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified military and artisan personnel when "doing more with less."
Recognition, teamwork, and empowerment of ALL personnel are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Periodically review collateral duties to ensure fair and equitable distributions of workloads. Don't overburden (punish) the FRC's hardest working and most effective personnel while allowing (rewarding) non-performers with lighter workloads.
Establish, communicate (make visible), and enforce artisan and military performance standards in your command.
COs/Artisan supervisors must periodically reinforce emphasis on procedures.
Address (via mentorship, feedback, etc.) artisan and military supervisors who think it is okay to cut corners and discipline accordingly.
Beware of mismanagement due to insufficient mid-level artisan and military leadership.
Review the list/matrix of relevant Issue Papers on this website.

FRC

Maintenance records are accurately maintained.

Establish, communicate (make visible), and enforce artisan and military performance standards in your command.
Leadership should establish FRC priorities (at all levels) and live by them.
COs/Artisan supervisors must periodically reinforce emphasis on procedures.
Address (via mentorship, feedback, etc.) artisan and military supervisors who think it is okay to cut corners and discipline accordingly.
Be aware of an environment that encourages "work the system" and discourages personal accountability and responsibility.
Beware of mismanagement due to insufficient mid-level artisan and military leadership.
Review the list/matrix of relevant Issue Papers on this website.

FRC

Required publications are current and used in my work center.

Establish, communicate (make visible), and enforce artisan and military performance standards in your command.
Beware of an environment where "work-arounds" are "the way we do things here."
Ensure your artisan and military supervisors make on-the-spot corrections when they discover unsafe actions. Encourage/Reward them for doing so.
Ensure ALL personnel are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the list/matrix of relevant Issue Papers on this website.

FRC

The FRC conflict resolution process is effective in my work center.

Establish, communicate (make visible), and enforce artisan and military performance standards in your command.
Trust, built through human contact/engagement, is the fundamental building block of our command and control structure and our ability to achieve mission success.
Improve communication/teamwork between FRC personnel.
Communication is key across all military/artisan levels. Ensure it happens.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
Central to good leadership is maintaining strong and vibrant two-way conversations with ALL personnel.
Recognition, teamwork, and empowerment of ALL personnel are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Integrate the ORM process into planning and executing operations
Set Review the list/matrix of relevant Issue Papers on this website.

FRC

My work center has a reputation for high-quality maintenance.

Outstanding command leadership teams are "brilliant on the basics."
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Focus on what you are doing correctly.
Recognition, teamwork, and empowerment of ALL personnel are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
Reach out to counterparts in other FRCs for lessons learned and common concerns.
Establish, communicate (make visible), and enforce artisan and military performance standards in your command.
Set the bar extremely high. Personnel only reach as high as the command's stated goals.
Formalize FRC maintenance training (not just OJT).
Supervisors personally monitor artisan training sessions to ensure quality.
COs/Artisan supervisors must periodically reinforce emphasis on procedures.
Monitor artisan/military supervisors who think it's okay to cut corners.
Be aware of an environment that encourages "work the system" and discourages personal accountability and responsibility.
Ensure your artisan and military supervisors make on-the-spot corrections when they discover unsafe actions. Encourage/Reward them for doing so.
Review the list/matrix of relevant Issue Papers on this website.

FRC

Violations of SOP, NAMP, or other procedures are rare.

Artisans may work under different standards/rules than their military counterparts. Ensure that all personnel are aware of these differences to reduce misconceptions.
Challenge established SOPs to ensure they are current and still relevant.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Leaders set the example.
Establish, communicate (make visible), and enforce artisan and military performance standards in your command.
COs/Artisan supervisors must periodically reinforce emphasis on procedures.
Monitor artisan/military supervisors who think it's okay to cut corners.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Direct more command attention at those who do right than those who do wrong.
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Be aware of an environment that encourages "work the system" and discourages personal accountability and responsibility.
Offer a monthly "Retribution Free" discussion period for flight crew, maintainers, and artisans to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Ensure your artisan and military supervisors make on-the-spot corrections when they discover unsafe actions. Encourage/Reward them for doing so.
Review the list/matrix of relevant Issue Papers on this website.

FRC

Training is conducted as scheduled.

Hard schedule training.
Leadership should establish priorities (at all levels) and live by them.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Formalize maintenance training (not just OJT).
Supervisors personally monitor training sessions to ensure quality.
Invest the time (in training) now. It'll cost you, but less than later.
Have QA provide a 15-30 minute training session to a different maintenance work center each day following FOD walk down.
Review the list/matrix of relevant Issue Papers on this website.
Conduct training to optimize hands on evolutions during the week, vice last event before Friday liberty.
Mainteanance Training - Establish a weekly "MX trng" block on the flight schedule (applicable to shifts). Continue as long as enlisted leaders provide relevant, useful training.

FRC

Individuals are comfortable approaching their supervisor about personal issues/illness.

Central to good leadership is maintaining strong and vibrant two-way conversations with ALL personnel.
Communication is key across all military/artisan levels. Ensure it happens.
Trust, built through human contact/engagement, is the fundamental building block of our command and control structure and our ability to achieve mission success.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Be aware of inaccurate perceptions by your personnel.
Engage your personnel and attempt to discover their issues and concerns.
Leaders/Supervisors should take appropriate action on subordinates’ issues, so it does not appear that they are ignoring their concerns.
Review the list/matrix of relevant Issue Papers on this website.

FRC

Individuals are comfortable reporting safety violations, unsafe behaviors, or hazardous conditions.

Ensure your artisans have a safety climate that encourages reporting safety issues.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Central to good leadership is maintaining strong and vibrant two-way conversations with ALL personnel.
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Ensure your artisan and military supervisors make on-the-spot corrections when they discover unsafe actions. Encourage/Reward them for doing so.
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Be aware of inaccurate perceptions by your personnel.
Ensure your safety representatives maintain visibility with artisans.
Routinely encourage your artisan leaders to work with your Safety Department personnel.
Encourage artisans to participate in the FRC's "Anymouse" program.
Offer a monthly "Retribution Free" discussion period for flight crew, maintainers, and artisans to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Ensure your FRC has an effective artisan safety awards program.
Direct more command attention at those who do right than those who do wrong.
Provide recognition/incentives to ALL personnel for safety achievements.
Publish a Safety Gram with recognition for ALL personnel's accomplishments/acts.
Review the list/matrix of relevant Issue Papers on this website.

FRC

I am familiar with my FRC's command policy statements.

Ensure all communication vehicles are used (e.g., face-to-face, publications, etc.). Too often, vehicles to communicate are overlooked.
Review the list/matrix of relevant Issue Papers on this website.

FRC

All members of my unit have the authority to halt unsafe activities until the hazards/risks are addressed.

Empower ALL personnel to halt unsafe activities until hazards/risks are addressed.
Involve the officers and senior enlisted personnel on appropriate issues.
Challenge the enlisted leadership to be more proactive with their personnel and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the NCO/Petty Officer level by empowering them to make decisions regarding safety practices.
Integrate the ORM process into planning and executing operations.
Ensure members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety PO/NCO.
Ensure your unit has a safety climate that encourages reporting safety issues.
Review the list/matrix of relevant Issue Papers on this website.

FRC

QAR and CDI billets are desirable assignments in our FRC.

Reinforce the power of QA personnel.
Implement a QA outstanding performer award. It will improve maintainer interactions with QA, while providing appropriate recognition for quality workmanship.
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Direct more command attention at those who do right than those who do wrong.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Be aware of improper perceptions by your personnel.
Review the list/matrix of relevant Issue Papers on this website.

FRC

QA is well respected.

Reinforce the power of QA personnel.
Implement a QA outstanding performer award. It will improve maintainer interactions with QA, while providing appropriate recognition for quality workmanship.
Be aware of inaccurate perceptions by your personnel.
Beware of mismanagement due to insufficient mid-level artisan and military leadership.
Review the list/matrix of relevant Issue Papers on this website.

FRC

Our Safety Department is well respected.

Include artisans in safety programs. This will help increase all avenues of teamwork while demonstrating genuine concern for the safety of all FRC personnel.
Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst artisans and peers will greatly improve safety programs, teamwork, and communication.
Encourage safety reps to use every morning meeting and evening pass down to address trends and "stay on message." They should get out and visit all military and artisan work centers.
We have now assigned and advertised the names of safety reps at the company and shop floor level. We have an active safety council that meets regularly to address safety issues.
Increase emphasis on aviation and ground safety at meetings and other assemblies.
Don't be the "Safety Guy." Motivate and inspire ALL personnel towards safer habits through example and timely information, not inspections and policing of individual actions.
Don't beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
Check in the box safety training damages a FRC's safety climate and culture. Conduct all training, surveys, etc. with a realistic goal to provide/obtain useful information or impart a skill.
Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels.
Maximize safety program "buy-in" by quickly responding to individuals' concerns/ suggestions/ recommendations and by using group-developed solutions (e.g., by work center or "tiger team").
Develop a formal safety training plan that covers the next year and is coordinated with department heads/artisan leaders.
Routinely encourage your artisan leaders to work with your Safety Department personnel.
Ensure your artisans have a safety climate that encourages reporting safety issues.
Provide recognition/incentives to ALL personnel for safety achievements.
Ensure your safety representatives maintain visibility with artisans.
Review the list/matrix of relevant Issue Papers on this website.

FRC

Our safety pauses are effective.

Review Appendix A (Good Safety Standdown Ideas) and Appendix B (Safety Standdown Tips) of Issue Paper #98.
Include artisans in safety programs. This will help increase all avenues of teamwork while demonstrating genuine concern for the safety of all FRC personnel.
Conduct a Safety Standdown focused on FRC survey results, mishap/hazard reports, incident reports, recent "near misses," etc. , and utilize audience participation (via large or small group) to further clarify hazards, identify trends, and develop workable solutions. The group's synergy will help to identify previously overlooked factors, and the group-developed interventions will have greater acceptance/compliance.
Plan Safety Standdowns well in advance to address key issues and heighten awareness. Maintain an updated list of speakers and topics to ensure "short notice" standdowns (e.g., following a mishap or other recent incident) are professional and worthwhile for both military and artisan personnel.
Encourage, praise, and professionally respond to safety concerns raised in any forum (e.g., Safety Standdowns, Human Factor Councils, Safety Councils/Committees, "True Confessions," etc.). Ridicule, arguments, retribution, or inaction will stifle any further safety communication and greatly increase the risk that hazards will remain hidden until it's too late.
Get Safety Standdowns out of the classroom/auditorium. Military and artisan supervisor facilitated activities, hands-on training, small group discussions, etc. may be more beneficial.
Implement a grass roots safety campaign to give ALL personnel the opportunity to shape the safety messages vice the usual safety "stand-arounds."
Seminar based safety day to get at the root of the problems.
Reach out to counterparts in other FRCs for lessons learned and common concerns.
Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations.
Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels.
Develop a formal safety training plan that covers the next year and is coordinated with department heads/artisan leaders.
Review the list/matrix of relevant Issue Papers on this website.

FRC

Members in my work center do not cut corners to accomplish their job/mission.

The CO frequently reinforces the fact that cutting corners is not tolerated in this organization. The CO ensures department heads and senior artisans understand that this is the only acceptable policy.
Military and artisan personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Beware of an environment where "work-arounds" are "the way we do things here."
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Offer a monthly "Retribution Free" discussion period for flight crew, maintainers, and artisans to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Monitor artisan/military supervisors who think it's okay to cut corners.
COs/Artisan supervisors must periodically reinforce emphasis on procedures.
Be aware of an environment that encourages "work the system" and discourages personal accountability and responsibility.
Beware of and monitor fatigue levels of your personnel.
Establish, communicate (make visible), and enforce artisan and military performance standards in your command.
Review the list/matrix of relevant Issue Papers on this website.

FRC

Members of my work center get enough rest to do their jobs safely.

Beware of and monitor fatigue levels of your personnel.
Implemented new rules on shift work going to duty in order to avoid excessively tired folks driving home.
We are now tracking days off for each person to ensure that each person receives adequate time away from work.
We created a "weekend" shift to cover weekends rather than calling in duty sections every weekend.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Educate your personnel to recognize fatigue "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.)
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Review the OPTEMPO of your FRC and its effect on safety and performance.
Ensure all personnel understand the crew rest requirements and command policy on any waivers.
For mission-critical events, always schedule a standby crew to eliminate fatigue/crew rest issues associated with the inevitable operational or equipment delays.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Review the list/matrix of relevant Issue Papers on this website.

FRC

Maintainers/Artisans work effectively as a team.

Improve communication/teamwork between FRC personnel.
All "major" maintenance evolutions (e.g., aircraft moves, engine wash, dynamic component change, etc.) are briefed prior to execution, including maintenance control, QA, and artisan supervisors.
Assign teams/tasks across organizational boundaries to reduce rivalries and build camaraderie.
Leaders set the example.
Outstanding command leadership teams are "brilliant on the basics."
Direct more command attention at those who do right than those who do wrong.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Recognition, teamwork, and empowerment of ALL personnel are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Review the list/matrix of relevant Issue Papers on this website.

FRC

My department has a good working relationship with other departments in the FRC.

Improve communication/teamwork between artisans and military personnel.
Have FRC artisan supervisors and production control meet and agree on the supportability of the schedule and attainable weekly goals.
Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Assign teams/tasks across organizational boundaries to reduce rivalries and build camaraderie.
Communication is key across all pay grades. Ensure it happens.
Do not allow poor communication due to too much reliance on one-way emails.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Be aware of improper perceptions by your personnel.
Leaders set the example.
Outstanding command leadership teams are "brilliant on the basics."
Direct more command attention at those who do right than those who do wrong.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Involve the officers and CPOs/SNCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

FRC

Morale in my work center is high.

Safety survey results revealed that morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Institute morale building incentives like "shop/department of the month."
Provide recognition/incentives to ALL personnel for safety achievements.
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
Assign teams/tasks across organizational boundaries to reduce rivalries and build camaraderie.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Plan ahead and share plans/timelines with personnel to improve productivity and morale
Focus on what you are doing correctly.
Incorporate mentorship at every level.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Review the list/matrix of relevant Issue Papers on this website.

FRC

My work center has adequate resources (e.g., tools, equipment, publications, etc.) to perform its current tasks.

Many hardships are outside your FRC's control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the FRC-level issues you can change.
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
We identified several shops that did not have adequate tools to do their job. We implemented a way for supervisors to identify tool deficiencies and were able to use end of the FY money to get them the correct tools.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Have Department Heads meet and agree on the supportability of the schedule and attainable weekly goals.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Review the OPTEMPO of your FRC and its effect on safety and performance.
Monitor turnover in personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish FRC priorities (at all levels) and live by them.
Review the list/matrix of relevant Issue Papers on this website.

FRC

Day crew has sufficient staffing for their workload.

Many hardships are outside your FRC's control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the FRC-level issues you can change.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Conduct a complete review of each qualification to ensure there are no immediate FRC shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Have Department Heads meet and agree on the supportability of the schedule and attainable weekly goals.
Use survey results to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to your FRC.
Ensure work shifts are adequately manned for workloads (e.g., night check often has more demands with less people than day shift).
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Monitor turnover in personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish FRC priorities (at all levels) and live by them.
Review the OPTEMPO of your FRC and its effect on safety and performance.
Review the list/matrix of relevant Issue Papers on this website.

FRC

Night crew has sufficient staffing for their workload.

Many hardships are outside your FRC's control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the FRC-level issues you can change.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Conduct a complete review of each qualification to ensure there are no immediate FRC shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Have Department Heads meet and agree on the supportability of the schedule and attainable weekly goals.
Use survey results to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to your FRC.
Ensure work shifts are adequately manned for workloads (e.g., night check often has more demands with less people than day shift).
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Monitor turnover in personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish FRC priorities (at all levels) and live by them.
Review the OPTEMPO of your FRC and its effect on safety and performance.
Review the list/matrix of relevant Issue Papers on this website.

FRC

Night crew has sufficient supervisors for their workload.

Our senior maintenance leadership was predominantly on day shift. Now there is a balance between days and nights.
Many hardships are outside your FRC's control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the FRC-level issues you can change.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Conduct a complete review of each qualification to ensure there are no immediate FRC shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Have Department Heads meet and agree on the supportability of the schedule and attainable weekly goals.
Use survey results to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to your FRC.
Ensure work shifts are adequately manned for workloads (e.g., night check often has more demands with less people than day shift).
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Monitor turnover in personnel.
Leadership should establish FRC priorities (at all levels) and live by them.
Review the OPTEMPO of your FRC and its effect on safety and performance.
Review the list/matrix of relevant Issue Papers on this website.

FRC

Parts are sufficiently available to meet maintenance/production demands.

Beware of an environment where "work-arounds" are "the way we do things here."
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Ensure your artisan and military supervisors make on-the-spot corrections when they discover unsafe actions. Encourage/Reward them for doing so.
Integrate the ORM process into planning and executing operations.
Ensure ALL personnel are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the list/matrix of relevant Issue Papers on this website.

FRC

Leaders/Supervisors in my work center emphasize safe maintenance in achieving production goals.

Have Department Heads meet and agree on the supportability of the schedule and attainable weekly goals.
We conducted operations/maintenance on an ad hoc basis until this survey. We now operate on a scheduled, weekly basis.
The Maintenance and Production Control Officers hold a weekly "maintenance management meeting" for all maintenance and artisan leadership to ensure the word is getting out and major issues are discussed.
Leadership should establish FRC priorities (at all levels) and live by them.
We changed our Maintenance training attitude. Moving away from flying on training days to a dedicated day to train.
Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Review the OPTEMPO of your FRC and its effect on safety and performance.
Monitor artisan/military supervisors who think it's okay to cut corners.
Integrate the ORM process into planning and executing operations.
Review the list/matrix of relevant Issue Papers on this website.

FRC

Leaders/Supervisors in my work center set a good example for following standards.

Artisans may work under different standards/rules than their military counterparts. Ensure that all personnel are aware of these differences to reduce misconceptions.
Establish, communicate (make visible), and enforce artisan and military performance standards in your command.
COs/Artisan supervisors must periodically reinforce emphasis on procedures.
Outstanding command leadership teams are "brilliant on the basics."
The CO frequently reinforces the fact that cutting corners is not tolerated in this organization. The CO ensures department heads and senior artisans understand that this is the only acceptable policy.
Monitor artisan/military supervisors who think it's okay to cut corners.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Review the list/matrix of relevant Issue Papers on this website.

FRC

Leaders/Supervisors in my work center care about my quality of life.

Survey results show that morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
Personnel often want to be more involved and/or become mentors. These personnel are a "solution" to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Be aware of inaccurate perceptions by your personnel.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Review the list/matrix of relevant Issue Papers on this website.

FRC

Leaders/Supervisors know who the high-risk members are in my work center.

Discuss survey results with flight surgeon (or local medical hierarchy) to garner increased flight surgeon presence within squadron spaces and at Human Factors Councils/Boards.
Review personnel jackets for drug/alcohol histories.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Increase the number of Human Factors Councils (HFCs) completed on deployed detachments.
Monitor aggressive aircrew who think rules aren't necessary.
Be aware of improper perceptions by your personnel.
Beware of and monitor fatigue levels of your personnel.
Integrate the ORM process into identifying/managing high risk personnel.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.)
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Include junior personnel in Human Factors Councils. They will provide additional perspectives on climate issues, while learning that the Human Factors Council/Board process is a helpful and proactive safety tool (vice a means of punishment).
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Review the list/matrix of relevant Issue Papers on this website.

FRC

Work center supervisors coordinate their actions with other work centers.

Improve communication/teamwork between FRC personnel.
All "major" maintenance evolutions (e.g., aircraft moves, engine wash, dynamic component change, etc.) are briefed prior to execution, including maintenance control, QA, and artisan supervisors.
Leaders set the example.
Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
All large organizations have communication challenges. Find solutions for the bottlenecks and shortfalls.
Communication is key across all military/artisan levels. Ensure it happens.
The Maintenance and Production Control Officers hold a weekly "maintenance management meeting" for all maintenance and artisan leadership to ensure the word is getting out and major issues are discussed.
Review the list/matrix of relevant Issue Papers on this website.

FRC

Production Control is effective at managing maintenance activities.

All "major" maintenance evolutions (e.g., aircraft moves, engine wash, dynamic component change, etc.) are briefed prior to execution, including maintenance control, QA, and artisan supervisors.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Ensure work shifts are adequately manned for workloads (e.g., night check often has more demands with less people than day shift).
Do not allow poor communication due to too much reliance on one-way emails.
Focus renewed attention on shift turnovers.
Don't micromanage. Leadership growth and accountability requires that we provide our junior artisan and military personnel with opportunities to lead.
Recognition, teamwork, and empowerment of ALL personnel are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
Reach out to counterparts in other FRCs for lessons learned and common concerns.
Use survey results to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to your FRC.
Review the list/matrix of relevant Issue Papers on this website.

FRC

My FRC's privately owned vehicle (POV) / private motor vehicle (PMV) program is working well to reduce POV/PMV incidents.

Review the CMC Safety Division PMV Safety Program Resources at https://www.safety.marines.mil/Branches/Ground/PMV/
Review the National Highway Traffic Safety Administration Traffic Safety resources at http://www.nhtsa.gov/
Review the National Highway Traffic Safety Administration AADD and Designated Driver resources at https://www.nhtsa.gov/campaign/drive-sober
We conducted a free safety vehicle inspection throughout 2 days to enable our folks to get their car(s) inspected, before driving extended distances.
Implement additional rest and driving restriction measures, especially during periods of inclement weather and extended work days.
We revamped the pre-holiday vehicle inspection checklist and personal ORM plans.
Encourage personnel to live near their place of work. Long work days combined with excessive commutes leads to fatigued workers and drivers.
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, formations, publications, etc.). Too often, vehicles to communicate are overlooked.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Despite laws/regulations, personnel continue to use cell phones. Emphasize the benefits of calling before driving, using a hands-free device, or asking passengers take important calls.
Do not text and drive. Hazards are too easily missed, vehicle control is hindered, and reaction time is severely impaired.
COs/Safety Officers should conduct periodic seatbelt and cell phone checks of personnel arriving/departing unit parking areas to emphasize commands' commitment to standards and safety of personnel.
Promptly notify personnel of impending hazardous weather conditions to reduce commuting mishaps.
Adjust base working hours to avoid highest levels of local commuter traffic.
Review the BUPERS Designated Driver page at https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx.
Review the list/matrix of relevant Issue Papers on this website.

FRC

My FRC's motorcycle safety program is working well to reduce motorcycle incidents.

Review the Army Combat Readiness/Safety Center Motorcycle Mentorship Program information on https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles/MOTORCYCLE/tabid/365/Default.aspx
Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org/
Review the National Highway Traffic Safety Administration motorcycle resources at http://www.nhtsa.gov/Safety/Motorcycles
We are spending more time getting to know the riding habits of our riders through very interactive senior rider and motorcycle mentors.
We have a dedicated motorcycle safety officer who is a motorcycle rider. This collateral duty is separate from the formal ground safety officer to allow him to be a true SME on the subject.
I have mandated a mentorship program for riders in my command.
I have a written order on our motorcycle club membership and who must be in it. We have recently conducted PPE training and its use off base and repercussions of getting caught without it. The base has agreed to conduct a one day sport bike class training day just for my unit so that I can get the rest of my sport bike riders trained.
We are now screening our Marines better as they check in to ensure they are attending the basic riders and sports bike course as required.
We have better included our ATVs and Dirt bikes into our motorcycle club and have also upgraded our documentation of training.
We have scheduled rides on the company TEEP to ensure more active and transparent participation in the program.
Reevaluated our relationship with the Group HQs who provides the riding program that my riders participate in (this is due to the very low number of riders in my unit). We ensured that all paperwork, TTPs and training was taking place.
Personnel often want to be more involved and/or become mentors. These personnel are a "solution" to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Learn your motorcyclists' habits, concerns, and equipment shortfalls through active mentorship.
Integrate the ORM process into identifying/managing high risk personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Communication/Marketing of base motorcycle programs is essential. Many motorcyclists are unaware of courses, mentorship programs, regulations, etc.
Encourage prospective motorcyclists to take the base courses BEFORE purchasing a motorcycle. They will be a safer rider from the moment they leave the showroom (or they may even forego the purchase altogether based upon their course experience).
All motorcyclists are NOT the same. Older, more experienced touring motorcycle riders have significantly different habits and risks than young, inexperienced sport bike or dirt bike riders. Tailor motorcycle training and safety programs accordingly.
Work with base safety to improve courses and offer your most experienced riders as mentors/instructors.
Base motorcycle courses are often insufficiently held or overbooked. Allow your riders to attend when they obtain a quota.
Schedule course quotas for your personnel and/or arrange a special class with the base to ensure all of your riders are trained.
Assist "motorcycle-only" owners in finding car pools/alternative transportation during inclement weather.
Less threats for those who haven't taken the basic rider's course, more positive influence to take them on their own.
Have an actual motorcycle rider (preferably senior) be in charge of the program.
Carefully plan group rides to prevent excessive separations at traffic lights. Trailing riders often speed to catch up with group, greatly increasing their risk.
Group rides, though beneficial for morale, may increase the risk of injury/accident to motorcyclists riding in close proximity to each other. Use ORM to evaluate the benefits and risks associated with the skill level of your riders.
Have unit or base safety rep follow behind group rides with duty truck to act as a safety observer, carry a first aid kit, and assist motorcyclists with any equipment failures.
Have motorcyclists share incident and accident stories during training and club meetings. This form of "ready room" discussion promotes mentorship, camaraderie, and risk management to avoid similar events.
Concentrate your motorcycle safety program efforts on new and inexperienced riders who have never had accidents because they are more likely to take risks.
Purchase a unit first aid kit that can be carried in a motorcycle saddle bag during group rides.
Programs that are supportive of motorcyclists (e.g., clubs, track days, group rides, specialized courses) will bring your motorcyclists "out of hiding" and improve operator safety.
Expert stunt shows, etc. are a mixed blessing. Without a strong message, they may encourage rather than discourage risk-taking behavior.
Have a guest speaker with a bad motorcycle accident story, preferably one in which PPE saved their life.
Encourage Navy Exchange/PX/local stores to offer high quality/low cost PPE.
Ensure riders have recent first aid training.
Invite contractors and government civilians to attend unit motorcycle activities.
Add a training segment for unit automobile drivers on motorcycle visibility, separation distances, and safely sharing the road.
Review the list/matrix of relevant Issue Papers on this website.

FRC

My FRC's drinking and driving policies are working well to reduce DUI events.

As the CO, I talk about DUI awareness more. After the survey I shared some key statistics with our unit, openly clarified a policy change that occurred over the course of several DUIs...and had our DUI Marines share some of their stories. I honestly believe that DUIs occur mostly because many are unsure about how bad (intoxicated) they are...and we can't stop talking about how the decision to not drive under the influence must occur before the drinking.
Began a peer alcohol awareness group to target at risk Marines.
I reissued all new Arrive Alive cards and held a formation for every Marine to hold up and show - to include myself. The message was that is non-attribution to use and enables me to help the Marine vice being forced into a purely reactive situation if something bad happens. We are trying to create a sense of family where every Marine looks out for the safety of their brother.
We implemented a program for free rides with a duty vehicle. Too many Marines are at risk of drinking and driving.
Similar to port call efforts, work with the base special services to offer tours, classes, special events, etc., along with transportation, so junior personnel have a variety of low-cost, non-alcohol related activities.
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety NCO.
Advise all personnel to have a plan (e.g., designated driver, taxi numbers, bus schedule, etc.) before a night on the town.
Food and coffee do not remove the effects of alcohol . . . you just become a more alert drunk. Have medical, law enforcement, or safety reps clear the confusion.
Eliminate alcohol at unit functions. It sends a mixed message on Drinking and Driving program efforts.
Offer incentives for DUI incident reduction (e.g., time off for three months without a DUI incident).
Punish the individual, not the command, for DUI offences.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, formations, publications, etc.). Too often, vehicles to communicate are overlooked.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Establish, communicate (make visible), and enforce performance standards in your command.
Officers and SNCOs set the standard for alcohol use at home and deployed
Review the list/matrix of relevant Issue Papers on this website.

FRC

My FRC's off duty and recreational activity safety program is working well to reduce injuries.

Do not use scare tactics. Educate your personnel on the hazards and ORM.
Train personnel to properly use ORM for their high-risk activities.
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Page 13 entries, Line of Duty briefs, etc. are not just for motorcycle riders. Personnel who conduct any high risk activity should be aware of the consequences of their actions.
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
Encourage alcohol-free activities.
Similar to port call efforts, work with the base special services to offer tours, classes, special events, etc., along with transportation, so junior personnel have a variety of low-cost, non-alcohol related activities.
Continue to place flyers, bulletins, notices, etc. concerning OD&R activities on bulletin boards and information racks for easy access near lounges or other gathering spots. Emails and Web pages are too often ignored or ineffective.
Have field meet PME's by rank (i.e., NCO's, SNCO's, officers) and have personnel participate in the activities with SME's observing and teaching the rights/wrongs.
Review the list/matrix of relevant Issue Papers on this website.

FRC

My FRC's Substance Abuse Rehabilitation Program (SARP) is working well to address the risks of drug and alcohol abuse.

The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.)
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Review personnel jackets for drug/alcohol histories.
Incorporate mentorship at every level.
Integrate the ORM process into identifying/managing high risk personnel.
Reach out to counterparts in similar units for lessons learned and common concerns.
Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Establish, communicate (make visible), and enforce performance standards in your command.
Review the list/matrix of relevant Issue Papers on this website.

FRC

My FRC's occupational health programs are working well to reduce health-related issues.

Ensure the chain of command is engaged.
Encouraging safety reps to use every morning meeting and evening pass down to address trends and "stay on message."
Involve the officers and SNCOs on appropriate issues.
Routinely encourage your subordinate leaders to work with your Safety Officer and safety representatives.
Reach out to counterparts in similar units for lessons learned and common concerns.
Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Review the list/matrix of relevant Issue Papers on this website.

CTR

Contractors are adequately trained to safely conduct their jobs.

Hard schedule training if authorized within contract.
Ensure that contractor scheduled training is provided, or rescheduled immediately if events require a slide.
Formalize contract maintenance training (not just OJT to work gripes).
Contractor supervisors personally monitor training sessions to ensure quality.
Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified military and contractor personnel when "doing more with less."
Develop a qualification tracker, if allowable under the contract, to maximize training and eliminate “gun decking.”
Conduct a complete review of each qualification to ensure there are no immediate contractor shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
We changed our Maintenance training attitude. Moving away from flying on training days to a dedicated day to train.
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Do not push your contractor or military personnel beyond their own perceptions of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks.
Invest the time (in training) now. It'll cost you, but less than later.
Review the list/matrix of relevant Issue Papers on this website.

CTR

Contractors are provided adequate recognition for exceptional safety acts.

Include contractor personnel in safety programs. Often perceived as outsiders, this will help increase all avenues of teamwork while demonstrating genuine concern for the safety of all personnel.
Provide recognition/incentives to contract personnel for safety achievements.
Ensure safety recognition programs (e.g., safety pro, individual/group actions, etc.) are utilized and advertised.
Have a program (safety pro/maintenance thumbs-up award) to recognize contractor's safety/maintenance achievement.
Reinvigorated the safety award process to "catch personnel in the act of using solid ORM."
Direct more command attention at those who do right than those who do wrong.
Ensure your contractor supervisors make on-the-spot corrections when they discover unsafe actions. Encourage/Reward them for doing so.
Publish a Safety Gram with recognition for ALL personnel's accomplishments/acts.
Recognize a contractor Safety Pro of the Month with a parking spot as a reward.
Implement a QA outstanding performer award. It will improve maintainer interactions with QA, while providing appropriate recognition for quality workmanship.
Recognition, teamwork, and empowerment of ALL personnel are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Ensure your contractors have a safety climate that encourages reporting safety issues.
Review the list/matrix of relevant Issue Papers on this website.

CTR

Safety decisions are made at the proper levels by the most qualified personnel.

Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Ensure your contractor supervisors make on-the-spot corrections when they discover unsafe actions. Encourage/Reward them for doing so.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Challenge supervisors to be more proactive with contractors and ensure the importance of doing things safely is very clear to them.
Integrate the ORM process into planning and executing operations.
Ensure ALL personnel are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Routinely encourage your contractor leaders to work with your Safety Department personnel.
Ensure your contractors have a safety climate that encourages reporting safety issues.
Review the list/matrix of relevant Issue Papers on this website.

CTR

SOPs and safety rules are enforced in my organization.

Contractors often work under different standards/rules than their military counterparts. Ensure that all personnel are aware of these differences to reduce misconceptions.
The CO should enforce a "by the book" philosophy.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Monitor aggressive personnel who think rules aren't necessary.
Monitor contractor/military supervisors who think it's okay to cut corners.
Be aware of an environment that encourages "work the system" and discourages personal accountability and responsibility.
Establish, communicate (make visible), and enforce contractor and military performance standards in your command.
Review the list/matrix of relevant Issue Papers on this website.

CTR

Contractors must possess the appropriate experience or skills to earn qualifications in my organization.

Ensure the contractor qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Conduct a complete review of each qualification to ensure there are no immediate shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Develop a qualification tracker, if allowable under the contract, to maximize training and eliminate “gun decking.”
Establish, communicate (make visible), and enforce contractor and military performance standards in your command.
Set the bar extremely high. Personnel only reach as high as the stated goals.
Contractor supervisors personally monitor training sessions to ensure quality.
Monitor turnover in personnel; conduct six-month forecast/track personnel moves.
Be aware of an environment that encourages "work the system" and discourages personal accountability and responsibility.
Address (via mentorship, feedback, etc.) contractor and military supervisors who think it is okay to cut corners and discipline accordingly.
Review the list/matrix of relevant Issue Papers on this website.

CTR

Organizational members, from the top down, incorporate Risk Management (RM) into daily activities.

Integrate the ORM process into planning and executing operations.
Train personnel to properly use ORM for their high-risk activities.
Ensure ALL personnel are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
We reinvigorated the safety award process to "catch personnel in the act of using solid ORM."
Do not push your contractor or military personnel beyond their own perceptions of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks.
Challenge supervisors to be more proactive with contractors and ensure the importance of doing things safely is very clear to them.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Are ORM Worksheets in your command being "gamed" by personnel to keep go/no-go decisions at their level?
Review the list/matrix of relevant Issue Papers on this website.

CTR

Effective communication exists within my organization.

Improve communication/teamwork between contract and unit personnel.
All "major" maintenance evolutions (e.g., aircraft moves, engine wash, dynamic component change, etc.) are briefed prior to execution, including maintenance control, QA, and contractor supervisors.
The Maintenance Officer holds a weekly "maintenance management meeting" for all maintenance and contractor leadership to ensure the MO's word is getting out and major issues are discussed.
Have the contractor supervisors, MO and OPSO meet and agree on the supportability of the schedule and attainable weekly goals.
Have Ops brief the weekly plan at the Maintenance Meeting the day following its signing (an effort to ensure that maintainers/contractors are given as much info on what is coming the following week).
Each department now provides updates to an in-house calendar where we track future events and post relevant information.
Central to good leadership is maintaining strong and vibrant two-way conversations with ALL personnel.
In order to open the lines of communication I have ensured that we hold quarters at least once every two weeks and hold all supervisor meetings every Monday. I use this time to let everyone know "the big picture" and to ensure that the entire chain of command knows what we are doing and why.
Adjust day/night contractor schedules to permit more of an overlap to get better pass downs.
I have engaged the unit leadership and shared the information in the survey. We have discussed command culture, communication, and standardization required to sustain long term production. The leaders of the squadron are now speaking with one voice.
Having an open door policy on safety related issues has greatly improved communication within the unit.
Attend more meetings (e.g., morning Maintenance Meetings) and show by example how contractor and military leadership needs to provide opportunities for juniors to voice their concerns/comments. Leaders sometimes need to "pull" information from juniors, and some leaders have not yet developed the skill to "pull" information.
CO sets aside a "dialogue period" with aircrew/maintainers/contractors to discuss pertinent issues, such as: flight time, training requirements, the latest rumors, etc.
Focus renewed attention on maintenance/contractor shift turnover.
More frequent Captain's Calls to ensure the CO is personally getting the word to all military and contract personnel.
Military and contractor personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
All large organizations have communication challenges. Find solutions for the bottlenecks and shortfalls.
Communication is key across all military/contractor levels. Ensure it happens.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used by ALL personnel.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Do not allow poor communication due to too much reliance on one-way emails.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Provide a "state of the squadron" address. It will help you find out where you are and communicate it to your contractors and military personnel.
Offer a monthly "Retribution Free" discussion period for flight crew, maintainers, and contractors to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Discuss survey results and interventions with contractors to develop optimal solutions and increase survey process "buy in."
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Ensure intervention options are clearly communicated to contractors.
Establish a tiger team to look at how to improve communication across the organization.
Regularly publicize (through multiple venues) the names of the command safety representatives.
Hold "Town Hall" meetings (Officers/SNCOs, NCOs, and junior Marines) to address positive and negative survey results to allow the Marines to become part of the solution to weak areas.
Brief survey specifics at an All Hands Call and discuss root causes and possible solutions. Then conduct a detailed review with an Assessments Working Group to generate a comprehensive long-term plan of resolution.
Review the list/matrix of relevant Issue Papers on this website.

CTR

My organization keeps me well informed regarding important safety information.

Include contractor personnel in safety programs. Often perceived as outsiders, this will help increase all avenues of teamwork while demonstrating genuine concern for the safety of all personnel.
Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst contractors and peers will greatly improve safety programs, teamwork, and communication.
Maintain relevant hazard reports, notices, etc. in ready rooms/ lounges/contractor spaces to increase awareness/discussion.
Increase emphasis on aviation and ground safety at AOMs and quarters.
Encourage safety reps to use every morning meeting and evening pass down to address trends and "stay on message." They should get out and visit all military and contractor work centers.
Have monthly contractor ground safety meetings.
Don't beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
Reach out to counterparts in similar units for contractor lessons learned and common concerns.
Ensure intervention options are clearly communicated to contractors.
Ensure your safety representatives maintain visibility with contractors.
Routinely encourage your contractor leaders to work with your Safety Department personnel.
Regularly publicize (through multiple venues) the names of the command safety representatives.
Hold "Town Hall" meetings (Officers/SNCOs, NCOs, and junior Marines) to address positive and negative survey results to allow the Marines to become part of the solution to weak areas.
Brief survey specifics at an All Hands Call and discuss root causes and possible solutions. Then conduct a detailed review with an Assessments Working Group to generate a comprehensive long-term plan of resolution.
Review the list/matrix of relevant Issue Papers on this website.

CTR

Our Maintenance Department conducts effective pass-downs between shifts.

Improve communication/teamwork between contract and unit personnel.
Focus renewed attention on maintenance/contractor shift turnover.
Adjust day/night contractor schedules to permit more of an overlap to get better pass downs.
All "major" maintenance evolutions (e.g., aircraft moves, engine wash, dynamic component change, etc.) are briefed prior to execution, including maintenance control, QA, and contractor supervisors.
Central to good leadership is maintaining strong and vibrant two-way conversations with ALL personnel.
All large organizations have communication challenges. Find solutions for the bottlenecks and shortfalls.
Military and contractor personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Communication is key across all military/contractor levels. Ensure it happens.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used by ALL personnel.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
Review the list/matrix of relevant Issue Papers on this website.

CTR

Tool Control is closely monitored.

Beware of mismanagement due to insufficient mid-level contractor leadership.
Establish, communicate (make visible), and enforce contractor and military performance standards in your command.
COs/Contractor supervisors must periodically reinforce emphasis on procedures.
Address (via mentorship, feedback, etc.) contractor and military supervisors who think it is okay to cut corners and discipline accordingly.
Review the list/matrix of relevant Issue Papers on this website.

CTR

Safety representatives are effective at promoting safety.

Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst contractors and peers will greatly improve safety programs, teamwork, and communication.
Encourage safety reps to use every morning meeting and evening pass down to address trends and "stay on message." They should get out and visit all military and contractor work centers.
We have now assigned and advertised the names of safety reps at the company and shop floor level. We have an active safety council that meets regularly to address safety issues.
Increase emphasis on aviation and ground safety at AOMs and quarters.
Don't be the "Safety Guy." Motivate and inspire ALL personnel towards safer habits through example and timely information, not inspections and policing of individual actions.
Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels.
Maintain relevant hazard reports, notices, etc. in ready rooms/ lounges/contractor spaces to increase awareness/discussion.
Don't beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
Reach out to counterparts in similar units for contractor lessons learned and common concerns.
Ensure intervention options are clearly communicated to contractors.
Ensure your safety representatives maintain visibility with contractors.
Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations.
Routinely encourage your contractor leaders to work with your Safety Department personnel.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
Ensure your contractors have a safety climate that encourages reporting safety issues.
Beware of mismanagement due to insufficient mid-level contractor leadership.
Use survey results to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Review the list/matrix of relevant Issue Papers on this website.

CTR

CDIs/QARs routinely monitor maintenance evolutions.

All "major" maintenance evolutions (e.g., aircraft moves, engine wash, dynamic component change, etc.) are briefed prior to execution, including maintenance control, QA, and contractor supervisors.
We are looking very hard at the process for designating CDIs and how we recognize and reward those individuals.
Direct more command attention at those who do right than those who do wrong.
Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified military and contractor personnel when "doing more with less."
Recognition, teamwork, and empowerment of ALL personnel are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Periodically review collateral duties to ensure fair and equitable distributions of workloads. Don't overburden (punish) the unit's hardest working and most effective personnel while allowing (rewarding) non-performers with lighter workloads.
Establish, communicate (make visible), and enforce contractor and military performance standards in your command.
COs/Contractor supervisors must periodically reinforce emphasis on procedures.
Address (via mentorship, feedback, etc.) contractor and military supervisors who think it is okay to cut corners and discipline accordingly.
Beware of mismanagement due to insufficient mid-level contractor leadership.
Review the list/matrix of relevant Issue Papers on this website.

CTR

Maintenance records are accurately maintained.

Establish, communicate (make visible), and enforce contractor and military performance standards in your command.
Leadership should establish priorities (at all levels) and live by them.
COs/Contractor supervisors must periodically reinforce emphasis on procedures.
Address (via mentorship, feedback, etc.) contractor and military supervisors who think it is okay to cut corners and discipline accordingly.
Be aware of an environment that encourages "work the system" and discourages personal accountability and responsibility.
Beware of mismanagement due to insufficient mid-level contractor leadership.
Review the list/matrix of relevant Issue Papers on this website.

CTR

Required publications are current and used in my organization.

Beware of an environment where "work-arounds" are "the way we do things here."
Ensure your contractor supervisors make on-the-spot corrections when they discover unsafe actions. Encourage/Reward them for doing so.
Ensure ALL personnel are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the list/matrix of relevant Issue Papers on this website.

CTR

A contractor representative attends unit safety meetings.

Include contractor personnel in safety programs. Often perceived as outsiders, this will help increase all avenues of teamwork while demonstrating genuine concern for the safety of all unit personnel.
Leadership should establish unit priorities (at all levels) and live by them.
Develop a formal safety training plan that covers the next year and is coordinated with department heads/contractor leaders.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your contractors have a safety climate that encourages reporting safety issues.
Encourage contractors to participate in the squadron's "Anymouse" program.
Offer a monthly "Retribution Free" discussion period for flight crew, maintainers, and contractors to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Routinely encourage your contractor leaders to work with your Safety Department personnel.
Ensure your safety representatives maintain visibility with contractors.
Review the list/matrix of relevant Issue Papers on this website.

CTR

Safety program objectives of the contractor and the military unit are in agreement with each other.

Contractors often work under different standards/rules than their military counterparts. Ensure that all personnel are aware of these differences to reduce misconceptions.
Include contractor personnel in safety programs. Often perceived as outsiders, this will help increase all avenues of teamwork while demonstrating genuine concern for the safety of all unit personnel.
Develop a formal safety training plan that covers the next year and is coordinated with department heads/contractor leaders.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your contractors have a safety climate that encourages reporting safety issues.
Use CTR survey results to better interface the Safety Department with Maintenance (through QA) by realizing the importance of individuals' perceptions.
Routinely encourage your contractor leaders to work with your Safety Department personnel.
Review the list/matrix of relevant Issue Papers on this website.

CTR

Our organization has a reputation for high-quality maintenance.

Outstanding command leadership teams are "brilliant on the basics."
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Focus on what you are doing correctly.
Recognition, teamwork, and empowerment of ALL personnel are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
Reach out to counterparts in similar units for contractor lessons learned and common concerns.
Establish, communicate (make visible), and enforce contractor and military performance standards in your command.
Set the bar extremely high. Personnel only reach as high as the command's stated goals.
Formalize contract maintenance training (not just OJT to work gripes).
Contractor supervisors personally monitor training sessions to ensure quality.
COs/Contractor supervisors must periodically reinforce emphasis on procedures.
Monitor contractor/military supervisors who think it's okay to cut corners.
Be aware of an environment that encourages "work the system" and discourages personal accountability and responsibility.
Ensure your contractor supervisors make on-the-spot corrections when they discover unsafe actions. Encourage/Reward them for doing so.
Review the list/matrix of relevant Issue Papers on this website.

CTR

Violations of SOPs, NAMP, or other procedures are rare.

Contractors often work under different standards/rules than their military counterparts. Ensure that all personnel are aware of these differences to reduce misconceptions.
Challenge established SOPs to ensure they are current and still relevant.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Leaders set the example.
Establish, communicate (make visible), and enforce contractor and military performance standards in your command.
COs/Contractor supervisors must periodically reinforce emphasis on procedures.
Monitor contractor/military supervisors who think it's okay to cut corners.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Direct more command attention at those who do right than those who do wrong.
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Be aware of an environment that encourages "work the system" and discourages personal accountability and responsibility.
Offer a monthly "Retribution Free" discussion period for flight crew, maintainers, and contractors to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Ensure your contractor supervisors make on-the-spot corrections when they discover unsafe actions. Encourage/Reward them for doing so.
Review the list/matrix of relevant Issue Papers on this website.

CTR

Training is conducted as scheduled.

Hard schedule training.
Leadership should establish priorities (at all levels) and live by them.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Formalize maintenance training (not just OJT).
Supervisors personally monitor training sessions to ensure quality.
Invest the time (in training) now. It'll cost you, but less than later.
Have QA provide a 15-30 minute training session to a different maintenance work center each day following FOD walk down.
Review the list/matrix of relevant Issue Papers on this website.
Conduct training to optimize hands on evolutions during the week, vice last event before Friday liberty.
Mainteanance Training - Establish a weekly "MX trng" block on the flight schedule (applicable to shifts). Continue as long as enlisted leaders provide relevant, useful training.

CTR

Individuals are comfortable approaching their supervisor about personal issues/illness.

Central to good leadership is maintaining strong and vibrant two-way conversations with ALL personnel.
Communication is key across all military/artisan levels. Ensure it happens.
Trust, built through human contact/engagement, is the fundamental building block of our command and control structure and our ability to achieve mission success.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Be aware of inaccurate perceptions by your personnel.
Engage your personnel and attempt to discover their issues and concerns.
Leaders/Supervisors should take appropriate action on subordinates’ issues, so it does not appear that they are ignoring their concerns.
Review the list/matrix of relevant Issue Papers on this website.

CTR

Individuals in my organization are comfortable reporting safety violations, unsafe behaviors, or hazardous conditions.

Ensure your contractors have a safety climate that encourages reporting safety issues.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Central to good leadership is maintaining strong and vibrant two-way conversations with ALL personnel.
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Ensure your contractor supervisors make on-the-spot corrections when they discover unsafe actions. Encourage/Reward them for doing so.
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Be aware of inaccurate perceptions by your personnel.
Ensure your safety representatives maintain visibility with contractors.
Routinely encourage your contractor leaders to work with your Safety Department personnel.
Encourage contractors to participate in the squadron's "Anymouse" program.
Offer a monthly "Retribution Free" discussion period for flight crew, maintainers, and contractors to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Ensure your unit has an effective contractor safety awards program.
Direct more command attention at those who do right than those who do wrong.
Provide recognition/incentives to contract personnel for safety achievements.
Publish a Safety Gram with recognition for ALL personnel's accomplishments/acts.
Regularly publicize (through multiple venues) the names of the command safety representatives.
Review the list/matrix of relevant Issue Papers on this website.

CTR

All members of my unit have the authority to halt unsafe activities until the hazards/risks are addressed.

Empower ALL personnel to halt unsafe activities until hazards/risks are addressed.
Involve the officers and senior enlisted personnel on appropriate issues.
Challenge the enlisted leadership to be more proactive with their personnel and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the NCO/Petty Officer level by empowering them to make decisions regarding safety practices.
Integrate the ORM process into planning and executing operations.
Ensure members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety PO/NCO.
Ensure your unit has a safety climate that encourages reporting safety issues.
Review the list/matrix of relevant Issue Papers on this website.

CTR

QA is well respected.

I have made some changes within the QA division to make it a stronger and more independent division within the Maintenance Department.
Reinforce the power of QA personnel.
Implement a QA outstanding performer award. It will improve maintainer interactions with QA, while providing appropriate recognition for quality workmanship.
Be aware of inaccurate perceptions by your personnel.
Beware of mismanagement due to insufficient mid-level contractor leadership.
Review the list/matrix of relevant Issue Papers on this website.

CTR

Our Safety Department is well respected.

Include artisans in safety programs. This will help increase all avenues of teamwork while demonstrating genuine concern for the safety of all FRC personnel.
Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst artisans and peers will greatly improve safety programs, teamwork, and communication.
Encourage safety reps to use every morning meeting and evening pass down to address trends and "stay on message." They should get out and visit all military and artisan work centers.
We have now assigned and advertised the names of safety reps at the company and shop floor level. We have an active safety council that meets regularly to address safety issues.
Increase emphasis on aviation and ground safety at meetings and other assemblies.
Don't be the "Safety Guy." Motivate and inspire ALL personnel towards safer habits through example and timely information, not inspections and policing of individual actions.
Don't beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
Check in the box safety training damages a FRC's safety climate and culture. Conduct all training, surveys, etc. with a realistic goal to provide/obtain useful information or impart a skill.
Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels.
Maximize safety program "buy-in" by quickly responding to individuals' concerns/ suggestions/ recommendations and by using group-developed solutions (e.g., by work center or "tiger team").
Develop a formal safety training plan that covers the next year and is coordinated with department heads/artisan leaders.
Routinely encourage your artisan leaders to work with your Safety Department personnel.
Ensure your artisans have a safety climate that encourages reporting safety issues.
Provide recognition/incentives to ALL personnel for safety achievements.
Ensure your safety representatives maintain visibility with artisans.
Review the list/matrix of relevant Issue Papers on this website.

CTR

Contractors attend unit safety pauses.

Include contractor personnel in safety programs. Often perceived as outsiders, this will help increase all avenues of teamwork while demonstrating genuine concern for the safety of all unit personnel.
Review Appendix A (Good Safety Standdown Ideas) and Appendix B (Safety Standdown Tips) of Issue Paper #98.
Leadership should establish unit priorities (at all levels) and live by them.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
Develop a formal safety training plan that covers the next year and is coordinated with department heads/contractor leaders.
Routinely encourage your contractor leaders to work with your Safety Department personnel.
Include contractors into squadron operational pauses/standdowns.
Review the list/matrix of relevant Issue Papers on this website.

CTR

Our safety pauses are effective.

Review Appendix A (Good Safety Standdown Ideas) and Appendix B (Safety Standdown Tips) of Issue Paper #98.
Include contractor personnel in safety programs. Often perceived as outsiders, this will help increase all avenues of teamwork while demonstrating genuine concern for the safety of all unit personnel.
Conduct a Safety Standdown focused on unit survey results, mishap/hazard reports, incident reports, recent "near misses," etc. , and utilize audience participation (via large or small group) to further clarify hazards, identify trends, and develop workable solutions. The group's synergy will help to identify previously overlooked factors, and the group-developed interventions will have greater acceptance/compliance.
Plan Safety Standdowns well in advance to address key issues and heighten awareness. Maintain an updated list of speakers and topics to ensure "short notice" standdowns (e.g., following a mishap or other recent incident) are professional and worthwhile for both military and contractor personnel.
Encourage, praise, and professionally respond to safety concerns raised in any forum (e.g., Safety Standdowns, Human Factor Councils, Safety Councils/Committees, "True Confessions," etc.). Ridicule, arguments, retribution, or inaction will stifle any further safety communication and greatly increase the risk that hazards will remain hidden until it's too late.
Get Safety Standdowns out of the classroom/auditorium. Military and contractor supervisor facilitated activities, hands-on training, small group discussions, etc. may be more beneficial.
Implement a grass roots safety campaign to give ALL personnel the opportunity to shape the safety messages vice the usual safety "stand-arounds."
Seminar based safety day to get at the root of the problems.
Reach out to counterparts in similar units for contractor lessons learned and common concerns.
Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations.
Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels.
Develop a formal safety training plan that covers the next year and is coordinated with department heads/contractor leaders.
Review the list/matrix of relevant Issue Papers on this website.

CTR

Contractors do not cut corners to accomplish their job/mission.

The CO frequently reinforces the fact that cutting corners is not tolerated in this organization. The CO ensures department heads and senior contractor personnel understand that this is the only acceptable policy.
Tell aircrew, maintainers, and contractors that there is NO pressure to make sorties in a training environment. Combat readiness comes from continuous good training with up aircraft, rather than individual sorties.
Military and contractor personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Beware of an environment where "work-arounds" are "the way we do things here."
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Offer a monthly "Retribution Free" discussion period for flight crew, maintainers, and contractors to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Monitor contractor/military supervisors who think it's okay to cut corners.
COs/Contractor supervisors must periodically reinforce emphasis on procedures.
Be aware of an environment that encourages "work the system" and discourages personal accountability and responsibility.
Beware of and monitor fatigue levels of your personnel.
Monitor and be aware of perceived mission creep.
Establish, communicate (make visible), and enforce contractor and military performance standards in your command.
Review the list/matrix of relevant Issue Papers on this website.

CTR

Contractors get enough rest to do their jobs safely.

Beware of and monitor fatigue levels of your personnel.
Based on the info from the comments I have developed a squadron order to specifically define a "maintenance work day" as ten hours. We've shifted scheduling, developed a standard flight window duration, and created small recovery crews to ensure that no personnel are getting the short end. This fairly simple fix had an immediate and positive effect on both morale and in the reduction of fatigue.
Implemented new rules on shift work going to duty in order to avoid excessively tired folks driving home.
We are now tracking days off for each person in the squadron to ensure that each person receives adequate time away from work.
We created a "weekend" shift to cover weekends rather than calling in duty sections every weekend.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Educate your personnel to recognize fatigue "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.)
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Ensure all personnel understand the crew rest requirements and command policy on any waivers.
For mission-critical events, always schedule a standby crew to eliminate fatigue/crew rest issues associated with the inevitable operational or equipment delays.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Modify the daily maintenance briefs and crew day to better fit the squadron requirements, while balancing the quality of life for the Marines.
Review the list/matrix of relevant Issue Papers on this website.

CTR

Contractors work effectively as a team.

Improve communication/teamwork between contract and unit personnel.
All "major" maintenance evolutions (e.g., aircraft moves, engine wash, dynamic component change, etc.) are briefed prior to execution, including maintenance control, QA, and contractor supervisors.
Similar to a detachment concept, squadrons can assign personnel to permanent teams for particular aircraft or pieces of equipment (e.g., teams could be assigned two aircraft each within a squadron). The healthy competition between the teams will improve morale, productivity, and aircraft/equipment availability.
Leaders set the example.
Outstanding command leadership teams are "brilliant on the basics."
Direct more command attention at those who do right than those who do wrong.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Recognition, teamwork, and empowerment of ALL personnel are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Review the list/matrix of relevant Issue Papers on this website.

CTR

Morale in my organization is high.

Safety survey results revealed that unit morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Unit leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Institute morale building incentives like "shop/platoon/company of the month."
Provide recognition/incentives to contract personnel for safety achievements.
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Share all relevant information. Playing “I’ve got a secret” hurts productivity and morale.
Assign teams/tasks across departmental boundaries to reduce departmental rivalries (e.g., OPS versus Maintenance) and build camaraderie.
Similar to a detachment concept, squadrons can assign personnel to permanent teams for particular aircraft or pieces of equipment (e.g., teams could be assigned two aircraft each within a squadron). The healthy competition between the teams will improve morale, productivity, and aircraft/equipment availability.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Plan ahead and share plans/timelines with personnel to improve productivity and morale
Focus on what you are doing correctly.
COs who prioritize the betterment of their command over the betterment of their careers have the most "operationally excellent" squadrons.
Incorporate mentorship at every level.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Review the list/matrix of relevant Issue Papers on this website.

CTR

The working relationships between contractors and military personnel are positive.

Improve communication/teamwork between contract and unit personnel.
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Incorporate mentorship at every level.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Communication is key across all military/contractor levels. Ensure it happens.
Do not allow poor communication due to too much reliance on one-way emails.
Be aware of inaccurate perceptions by your personnel.
Review the list/matrix of relevant Issue Papers on this website.

CTR

Contractor maintainers are treated with the same respect as our military personnel.

Improve communication/teamwork between contract and unit personnel.
Include contractor personnel in safety programs. Often perceived as outsiders, this will help increase all avenues of teamwork while demonstrating genuine concern for the safety of all unit personnel.
Leadership should establish unit priorities (at all levels) and live by them.
Establish, communicate (make visible), and enforce contractor and military performance standards in your command.
Incorporate mentorship at every level.
CO sets aside a "dialogue period" with aircrew/maintainers/contractors to discuss pertinent issues, such as: flight time, training requirements, the latest rumors, etc.
Communication is key across all military/contractor levels. Ensure it happens.
Do not allow poor communication due to too much reliance on one-way emails.
Be aware of inaccurate perceptions by your personnel.
Review the list/matrix of relevant Issue Papers on this website.

CTR

My organization has adequate resources (e.g., tools, equipment, publications, etc.) to perform its current tasks.

Many hardships are outside your unit's control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
We identified several shops that did not have adequate tools to do their job. We implemented a way for supervisors to identify tool deficiencies and were able to use end of the FY money to get them the correct tools.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Have the contractor supervisors, MO and OPSO meet and agree on the supportability of the schedule and attainable weekly goals.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Be aware of collateral mission creep.
Monitor turnover in personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish unit priorities (at all levels) and live by them.
Implement a push-logistics model for supplying companies/departments with necessary consumable supplies based upon average usage rates.
Seek out the agencies responsible for providing support, equipment, and consumables to have sufficient replacements on hand prior to needing them.
Review the list/matrix of relevant Issue Papers on this website.

CTR

Parts are sufficiently available to meet maintenance/production demands.

Beware of an environment where "work-arounds" are "the way we do things here."
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Ensure your contractor supervisors make on-the-spot corrections when they discover unsafe actions. Encourage/Reward them for doing so.
Integrate the ORM process into planning and executing operations.
Ensure ALL personnel are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the list/matrix of relevant Issue Papers on this website.

CTR

Day crew has sufficient staffing for their workload.

Many hardships are outside your unit’s control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Have the contractor supervisors, MO and OPSO meet and agree on the supportability of the schedule and attainable weekly goals.
Use survey results to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Ensure work shifts are adequately manned for workloads (e.g., night check often has more demands with less people than day shift).
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Be aware of collateral mission creep.
Monitor turnover in personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish unit priorities (at all levels) and live by them.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Review the list/matrix of relevant Issue Papers on this website.

CTR

Night crew has sufficient staffing for their workload.

Many hardships are outside your unit’s control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Have the contractor supervisors, MO and OPSO meet and agree on the supportability of the schedule and attainable weekly goals.
Use survey results to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Ensure work shifts are adequately manned for workloads (e.g., night check often has more demands with less people than day shift).
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Be aware of collateral mission creep.
Monitor turnover in personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish unit priorities (at all levels) and live by them.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Review the list/matrix of relevant Issue Papers on this website.

CTR

Night crew has sufficient supervisors for their workload.

Our senior maintenance leadership was predominantly on day shift. Now there is a balance between days and nights.
Many hardships are outside your unit’s control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Have the contractor supervisors, MO and OPSO meet and agree on the supportability of the schedule and attainable weekly goals.
Use survey results to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Ensure work shifts are adequately manned for workloads (e.g., night check often has more demands with less people than day shift).
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Be aware of collateral mission creep.
Monitor turnover in personnel.
Leadership should establish unit priorities (at all levels) and live by them.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Review the list/matrix of relevant Issue Papers on this website.

CTR

Leaders/Supervisors in my organization emphasize safe maintenance in achieving flight schedule goals.

Have the contractor supervisors, MO and OPSO meet and agree on the supportability of the schedule and attainable weekly goals.
Have Ops brief the weekly plan at the Maintenance Meeting the day following its signing (an effort to ensure that maintainers/contractors are given as much info on what is coming the following week).
We conducted operations/maintenance on an adhoc basis until this survey. We now operate on a scheduled, weekly basis.
The Maintenance Officer holds a weekly "maintenance management meeting" for all maintenance and contractor leadership to ensure the MO's word is getting out and major issues are discussed.
Leadership should establish unit priorities (at all levels) and live by them.
We changed our Maintenance training attitude. Moving away from flying on training days to a dedicated day to train.
Tell aircrew, maintainers, and contractors that there is NO pressure to make sorties in a training environment. Combat readiness comes from continuous good training with up aircraft, rather than individual sorties.
Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Monitor contractor/military supervisors who think it's okay to cut corners.
Integrate the ORM process into planning and executing operations.
Review the list/matrix of relevant Issue Papers on this website.

CTR

Leaders/Supervisors in my organization set a good example for following standards.

Contractors often work under different standards/rules than their military counterparts. Ensure that all personnel are aware of these differences to reduce misconceptions.
Establish, communicate (make visible), and enforce contractor and military performance standards in your command.
COs/Contractor supervisors must periodically reinforce emphasis on procedures.
Outstanding command leadership teams are "brilliant on the basics."
The CO frequently reinforces the fact that cutting corners is not tolerated in this organization. The CO ensures department heads and senior contractor personnel understand that this is the only acceptable policy.
Monitor contractor/military supervisors who think it's okay to cut corners.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Review the list/matrix of relevant Issue Papers on this website.

CTR

Leaders/Supervisors in my organization care about my quality of life.

Survey results show that unit morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Unit leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
Personnel often want to be more involved and/or become mentors. These personnel are a "solution" to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Be aware of inaccurate perceptions by your personnel.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Request station personnel and environmental hygienist’s assistance to inspect and ensure spaces are in good working order.
Review the list/matrix of relevant Issue Papers on this website.

CTR

Leaders/Supervisors know who the high-risk members are in my organization.

Review personnel records for drug/alcohol histories.
Monitor aggressive personnel who think rules aren't necessary.
Be aware of improper perceptions by your personnel.
Beware of and monitor fatigue levels of your personnel.
Integrate the ORM process into identifying/managing high risk personnel.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.)
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Review the list/matrix of relevant Issue Papers on this website.

CTR

Work center supervisors coordinate their actions with other work centers.

Improve communication/teamwork between contract and unit personnel.
All "major" maintenance evolutions (e.g., aircraft moves, engine wash, dynamic component change, etc.) are briefed prior to execution, including maintenance control, QA, and contractor supervisors.
Leaders set the example.
Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
All large organizations have communication challenges. Find solutions for the bottlenecks and shortfalls.
Communication is key across all military/contractor levels. Ensure it happens.
The Maintenance Officer holds a weekly "maintenance management meeting" for all maintenance and contractor leadership to ensure the MO's word is getting out and major issues are discussed.
Review the list/matrix of relevant Issue Papers on this website.

CTR

Maintenance/Production Control is effective at managing maintenance activities.

All "major" maintenance evolutions (e.g., aircraft moves, engine wash, dynamic component change, etc.) are briefed prior to execution, including maintenance control, QA, and contractor supervisors.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day’s schedule.
Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Ensure work shifts are adequately manned for workloads (e.g., night check often has more demands with less people than day shift).
Do not allow poor communication due to too much reliance on one-way emails.
Focus renewed attention on maintenance/contractor shift turnover.
Don't micromanage. Leadership growth and accountability requires that we provide our junior contractor and military personnel with opportunities to lead.
Recognition, teamwork, and empowerment of ALL personnel are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
Reach out to counterparts in similar units for contractor lessons learned and common concerns.
Similar to a detachment concept, large organizations can assign personnel to permanent teams for particular aircraft or pieces of equipment (e.g., six teams could be assigned two aircraft each within a squadron). The healthy competition between the teams will improve morale, productivity, and aircraft/equipment availability.
Monitor and be aware of perceived mission creep.
Use survey results to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Review the list/matrix of relevant Issue Papers on this website.

HHQ

Our headquarters adequately trains my department's personnel to safely conduct their jobs.

Hard schedule training.
Ensure that scheduled training is provided per the weekly training schedule, or rescheduled immediately if events require a slide.
Officers/CPO leadership personally monitor training sessions to ensure quality.
Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Develop a weekly qualification tracker to maximize training and eliminate “gun decking.”
Conduct a complete review of each qualification to ensure there are no immediate shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Do not push personnel beyond their own perception of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks.
Invest the time (in training) now. It'll cost you, but less than later.
Review the list/matrix of relevant Issue Papers on this website.

HHQ

My headquarters provides adequate recognition for exceptional safety acts.

Ensure your headquarters has an effective safety awards program.
Ensure safety recognition programs (e.g., safety pro, individual/group actions/etc.) are utilized and advertised.
We have invigorated our internal Safety Award process and we are much more attuned to giving individuals time off from work when we can afford it.
Reinvigorated the safety award process to "catch personnel in the act of using solid ORM."
Direct more command attention at those who do right than those who do wrong.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Publish a Safety Gram with recognition for personnel accomplishments/acts.
Submit a hometown news release and/or letter to family for significant safety acts.
Recognize a Safety Pro of the Month with a parking spot as a reward.
Recognize government civilian and contract employee safety achievements, if warranted.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Ensure your headquarters has a safety climate that encourages reporting safety issues.
Review the list/matrix of relevant Issue Papers on this website.

HHQ

Safety decisions are made at the proper levels by the most qualified personnel.

Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Challenge the middle and upper enlisted leadership to be more proactive with the sailors/Marines and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the Petty Officer/NCO level by empowering them to make decisions regarding safety practices.
Integrate the ORM process into planning and executing operations.
Ensure headquarters' members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Routinely encourage your subordinate leaders to work with your Safety Dept. personnel.
Ensure your headquarters has a safety climate that encourages reporting safety issues.
Involve the officers and CPOs/SNCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

HHQ

SOPs and safety rules are enforced in my headquarters.

The CO should enforce a "by the book" philosophy.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fail
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Check to see if your junior officers are leading at their level.
Involve the officers and CPOs/SNCOs on appropriate issues.
Monitor aggressive personnel who think rules aren't necessary.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Establish, communicate (make visible), and enforce performance standards in your command.
Review the list/matrix of relevant Issue Papers on this website.

HHQ

Personnel must possess the appropriate experience/skills to earn qualifications in my headquarters.

Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Conduct a complete review of each qualification to ensure there are no immediate shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Develop a weekly qualification tracker to maximize training and eliminate "gun decking."
Establish, communicate (make visible), and enforce performance standards in your headquarters.
Set the bar extremely high. Personnel only reach as high as the organization's stated goals.
Officers/CPO/SNCO leadership personally monitors training sessions to ensure quality.
Monitor turnover in personnel; conduct six-month forecast/track personnel moves.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Review the list/matrix of relevant Issue Papers on this website.

HHQ

Individuals in my headquarters, from the top down, incorporate Risk Management (RM) into daily activities.

Integrate the ORM process into planning and executing operations.
Assign, educate, and employ ORM instructors in your headquarters.
Train personnel to properly use ORM for their high-risk activities.
Ensure headquarters members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Use real life, practical examples of CRM and ORM for training, vice repetitive overviews of the seven skills and ORM steps. The goal is safe operations, not memorization.
We reinvigorated the safety award process to "catch personnel in the act of using solid ORM and CRM.
We did some small group discussions on how to keep safety briefs impactful and have relooked headquarters processes to ensure the entire audience receives the benefit of ORM training.
Do not push personnel beyond their own perception of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks.
Challenge the middle and upper enlisted leadership to be more proactive with the sailors/Marines and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the Petty Officer/NCO level by empowering them to make decisions regarding safety practices.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Are ORM Worksheets in your command being "gamed" by personnel to keep go/no-go decisions at their level?
Review the list/matrix of relevant Issue Papers on this website.

HHQ

My headquarters makes good use of special staff (e.g., legal, chaplain, medical, etc.) to help manage high-risk personnel.

Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Review personnel jackets for drug/alcohol histories.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk personnel.
Integrate the ORM process into identifying/managing high risk personnel.
Monitor aggressive personnel who think rules aren't necessary.
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Ensure your unit Safety Officer and Safety Petty Officer/NCO are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety Petty Officer/NCO.
Review the list/matrix of relevant Issue Papers on this website.

HHQ

Effective communication flow exists within my headquarters.

Each department now provides updates to an in-house calendar where we track future events and post relevant information.
Plan ahead and share plans/timelines with counterparts to improve productivity and morale.
Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
In order to open the lines of communication I have ensured that we hold quarters at least once every two weeks and hold all khaki meetings (E-7 - O-5) every Monday. I use this time to let everyone know "the big picture" and to ensure that the entire chain of command knows what we are doing and why.
I have scheduled Captain's Calls for each pay grade in order to emphasize and enhance communication flow.
I have engaged the khaki leadership and shared the information in the survey. We have discussed command culture, communication, and standardization required to sustain long term production. The leaders of the organization are now speaking with one voice.
Having an open door policy on safety related issues has greatly improved communication within the organization.
COs/Department leaders can conduct a quarterly breakfast with the CPOs/SNCOs to open up lines of communication between each other.
More frequent Captain's Calls to ensure the CO is personally getting the word to the troops.
Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
All large organizations have communication challenges. Find solutions for the bottlenecks and shortfalls.
CO concludes formations by asking personnel if anyone has heard any rumors, vice the more standard, "Does anyone have any questions for me?" . . . . Gets better results.
Communication is key across all pay grades. Ensure it happens.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Do not allow poor communication due to too much reliance on one-way emails.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Provide a "state of the organization" address. It will help you find out where you are and communicate it to your subordinates.
Discuss survey results and interventions with personnel to develop optimal solutions and increase survey process "buy in."
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Ensure intervention options are clearly communicated.
Review the list/matrix of relevant Issue Papers on this website.

HHQ

Effective communication flow exists with external organizations.

Plan ahead and share plans/timelines with counterparts to improve productivity and morale.
Reach out to counterparts in other commands for lessons learned and common concerns.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Do not allow poor communication due to too much reliance on one-way emails.
Ensure your headquarters solicits and values honest feedback.
Review the list/matrix of relevant Issue Papers on this website.

HHQ

Required publications are current and used in my headquarters.

Beware of an environment where "work-arounds" are "the way we do things here."
Involve the officers and CPOs/SNCOs on appropriate issues.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure headquarters' members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the list/matrix of relevant Issue Papers on this website.

HHQ

My headquarters keeps me well informed regarding important safety information.

Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication.
Maintain relevant hazard reports, notices, etc. in common areas and lounges to increase awareness/discussion.
Increase emphasis on aviation and ground safety at AOMs and quarters.
Encourage safety reps to use morning meetings, etc. to address trends and "stay on message." Get out and visit the various work centers, offices, and divisions.
Have monthly section ground safety meetings.
Don't beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
Reach out to counterparts in similar organizations for lessons learned and common concerns.
Ensure intervention options are clearly communicated.
Ensure your safety personnel are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Dept. personnel.
Review the list/matrix of relevant Issue Papers on this website.

HHQ

My department provides adequate oversight and assistance to similar departments in subordinate organizations..

Plan ahead and share plans/timelines with counterparts to improve productivity and morale.
Reach out to counterparts in similar organizations for lessons learned and common concerns.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Establish, communicate (make visible), and enforce performance standards in your command.
Leadership should establish organizational priorities (at all levels) and live by them.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Involve the officers and CPOs/SNCOs on appropriate issues.
Communication is key across all pay grades. Ensure it happens.
Do not allow poor communication due to too much reliance on one-way emails.
Review the list/matrix of relevant Issue Papers on this website.

HHQ

Our headquarters has a reputation for high-quality performance.

Outstanding command leadership teams are "brilliant on the basics."
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Focus on what you are doing correctly.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
Reach out to counterparts in similar organizations for lessons learned and common concerns.
Establish, communicate (make visible), and enforce performance standards in your command.
Set the bar extremely high. Sailors only reach as high as the command's stated goals.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Review the list/matrix of relevant Issue Papers on this website.

HHQ

Violations of SOPs and other procedures are rare.

Challenge established SOPs to ensure they are current and still relevant.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Leaders set the example.
Establish, communicate (make visible), and enforce performance standards in your command.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Ensure your junior officers are leading at their level.
Monitor supervisors who think it's okay to cut corners.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Direct more command attention at those who do right than those who do wrong.
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Review the list/matrix of relevant Issue Papers on this website.

HHQ

Training is conducted as scheduled.

Hard schedule training.
Leadership should establish priorities (at all levels) and live by them.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Formalize maintenance training (not just OJT).
Supervisors personally monitor training sessions to ensure quality.
Invest the time (in training) now. It'll cost you, but less than later.
Have QA provide a 15-30 minute training session to a different maintenance work center each day following FOD walk down.
Review the list/matrix of relevant Issue Papers on this website.
Conduct training to optimize hands on evolutions during the week, vice last event before Friday liberty.
Mainteanance Training - Establish a weekly "MX trng" block on the flight schedule (applicable to shifts). Continue as long as enlisted leaders provide relevant, useful training.

HHQ

Individuals are comfortable approaching their supervisor about personal issues/illness.

Central to good leadership is maintaining strong and vibrant two-way conversations with ALL personnel.
Communication is key across all military/artisan levels. Ensure it happens.
Trust, built through human contact/engagement, is the fundamental building block of our command and control structure and our ability to achieve mission success.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Be aware of inaccurate perceptions by your personnel.
Engage your personnel and attempt to discover their issues and concerns.
Leaders/Supervisors should take appropriate action on subordinates’ issues, so it does not appear that they are ignoring their concerns.
Review the list/matrix of relevant Issue Papers on this website.

HHQ

Individuals in my headquarters are comfortable reporting safety violations, unsafe behaviors, or hazardous conditions.

Ensure your headquarters has a safety climate that encourages reporting safety issues.
Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
Direct more command attention at those who do right than those who do wrong.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Publish a Safety Gram with recognition for personnel accomplishments/acts.
If survey results are a "bad surprise", suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Be aware of improper perceptions by your personnel.
Ensure your headquarters' safety officer/representatives are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Dept. personnel.
A strong "Anymouse" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Offer a monthly "Retribution Free" discussion period for personnel to allow discussions with leadership and peers about situations where they feel pressure to cut corners, or discuss anything else on their minds.
Ensure your headquarters has an effective safety awards program.
Review the list/matrix of relevant Issue Papers on this website.

HHQ

All members of my unit have the authority to halt unsafe activities until the hazards/risks are addressed.

Empower ALL personnel to halt unsafe activities until hazards/risks are addressed.
Involve the officers and senior enlisted personnel on appropriate issues.
Challenge the enlisted leadership to be more proactive with their personnel and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the NCO/Petty Officer level by empowering them to make decisions regarding safety practices.
Integrate the ORM process into planning and executing operations.
Ensure members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety PO/NCO.
Ensure your unit has a safety climate that encourages reporting safety issues.
Review the list/matrix of relevant Issue Papers on this website.

HHQ

Our Safety Department is well respected

Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication.
In an effort to enhance the status of the Safety Dept., we will add an experienced junior officer to the Safety team. It sends a poor message when we have a brand new LTJG or LT assigned to Safety.
Encourage safety reps to use morning meetings, etc. to address trends and "stay on message." Get out and visit the various work centers, offices, and divisions.
We have now assigned and advertised the names of safety reps. We have an active safety council that meets regularly to address safety issues.
Increase emphasis on aviation and ground safety at AOMs and quarters.
Don't be the "Safety Guy." Motivate and inspire peers towards safer habits through example and timely information, not inspections and policing of individual actions.
Don't beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
Check in the box safety training damages an organization's safety climate and culture. Conduct all training, surveys, etc. with a realistic goal to provide/obtain useful information or impart a skill.
Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels.
Use real life, practical examples of CRM and ORM for training, vice repetitive overviews of the seven skills and ORM steps. The goal is safe operations, not memorization.
Maximize safety program "buy-in" by quickly responding to individuals' concerns/ suggestions/ recommendations and by using group-developed solutions (e.g., by work center or "tiger team").
Develop a formal Safety Department training plan that covers the next year and is coordinated with the department heads.
CO moved the Safety office next to the CO's and XO's offices to place emphasis on the safety program and emphasize the relationship between the CO/XO and the Safety Officer/ASO.
Routinely encourage your subordinate leaders to work with your Safety Dept. personnel.
Ensure your headquarters has a safety climate that encourages reporting safety issues.
Ensure your safety personnel are visible members of your command.
Review the list/matrix of relevant Issue Papers on this website.

HHQ

Our safety pauses are effective.

Conduct a safety standdown focused on survey results, mishap/hazard reports, incident reports, recent "near misses," etc. , and utilize audience participation (via large or small group) to further clarify hazards, identify trends, and develop workable solutions. The group's synergy will help to identify previously overlooked factors, and the group-developed interventions will have greater acceptance/compliance.
Plan safety standdowns well in advance to address key issues and heighten awareness. Maintain an updated list of speakers and topics to ensure "short notice" standdowns (e.g., following a mishap or other recent incident) are professional and worthwhile.
Encourage, praise, and professionally respond to safety concerns raised in any forum (e.g., safety standdowns, Human Factor Councils, Safety Councils/Committees, "True Confessions," etc.). Ridicule, arguments, retribution, or inaction will stifle any further safety communication and greatly increase the risk that hazards will remain hidden until it's too late.
Get safety standdowns out of the classroom/auditorium. Supervisor facilitated activities, hands-on training, small group discussions, etc. may be more beneficial.
Implement a grass roots safety campaign to give junior personnel the opportunity to shape the safety messages vice the usual safety "stand-arounds."
Review Appendix A (Good Safety Standdown Ideas) and Appendix B (Safety Standdown Tips) of Issue Paper #98.
Seminar based safety day to get at the root of the problems.
Reach out to counterparts in similar organizations for lessons learned and common concerns.
Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations.
Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the department heads.
Review the list/matrix of relevant Issue Papers on this website.

HHQ

Headquarters' members do not cut corners to accomplish their job/mission.

The CO frequently reinforces the fact that cutting corners is not tolerated in this organization. The CO ensures department heads and senior supervisory personnel understand that this is the only acceptable policy.
Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Beware of an environment where "work-arounds" are "the way we do things here."
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Monitor supervisors who think it's okay to cut corners.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Beware of and monitor fatigue levels of your personnel.
Monitor and be aware of perceived mission creep.
Establish, communicate (make visible), and enforce performance standards in your command.
Involve the officers and CPOs/SNCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

HHQ

Members of my headquarters get enough rest to do their jobs safely.

Beware of and monitor fatigue levels of your personnel.
Implemented new rules on shift work going to duty in order to avoid excessively tired folks driving home.
We are now tracking days off for each Marine in the Squadron to ensure that each person receives adequate time away from work.
We created a "weekend" shift to cover weekends rather than calling in duty sections every weekend.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Educate your personnel to recognize fatigue "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.)
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Encourage personnel to live near their place of work. Long work days combined with excessive commutes leads to fatigued workers and drivers.
Avoid recalls/holdovers of night check personnel for non-mission critical tasks (e.g., awards ceremonies, inspections, musters, etc.) to avoid driving fatigued.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Review the list/matrix of relevant Issue Papers on this website.

HHQ

My department has a good working relationship with other departments in my headquarters.

Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Assign teams/tasks across organizational boundaries to reduce rivalries and build camaraderie.
Communication is key across all pay grades. Ensure it happens.
Do not allow poor communication due to too much reliance on one-way emails.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Be aware of improper perceptions by your personnel.
Leaders set the example.
Outstanding command leadership teams are "brilliant on the basics."
Direct more command attention at those who do right than those who do wrong.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Involve the officers and CPOs/SNCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

HHQ

My department has a good working relationship with similar departments in subordinate commands.

Plan ahead and share plans/timelines with counterparts to improve productivity and morale.
Reach out to counterparts in similar organizations for lessons learned and common concerns.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Establish, communicate (make visible), and enforce performance standards in your command.
Leadership should establish organizational priorities (at all levels) and live by them.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Involve the officers and CPOs/SNCOs on appropriate issues.
Communication is key across all pay grades. Ensure it happens.
Do not allow poor communication due to too much reliance on one-way emails.
Review the list/matrix of relevant Issue Papers on this website.

HHQ

Morale in my headquarters is high.

Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Stick to the schedule as much as possible. Rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Survey results show that morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
We've incorporated feedback from the survey into mentor training, linking their efforts with the larger command effort of creating the conditions that enable the success of each Sailor and Marine.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Beware of and monitor fatigue levels of your personnel.
COs who prioritize the betterment of their command over the betterment of their careers have the most "operationally excellent" organizations.
Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Focus on what you are doing correctly.
Show me a headquarters with a strong Sponsor Program, and I'll show you a headquarters that is "Operationally Excellent."
Incorporate mentorship at every level.
Share all relevant information. Playing “I’ve got a secret” hurts productivity and morale.
Use special staff (e.g., chaplain, medical, etc.) to monitor your headquarters' "health" (e.g., morale and motivation).
Involve the officers and CPOs/SNCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

HHQ

My headquarters has adequate resources (e.g., tools, equipment, publications, etc.) to perform its current tasks.

Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Many hardships are outside your headquarters' control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the issues you can change.
Review the OPTEMPO of your organization and its effect on safety and performance.
Leadership should establish organizational priorities (at all levels) and live by them.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
We identified several shops that did not have adequate tools to do their job. We implemented a way for supervisors to identify tool deficiencies and were able to use end of the FY money to get them the correct tools.
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Beware of an environment where "work-arounds" are "the way we do things here."
Integrate the ORM process into planning and executing operations.
Ensure headquarters members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Involve the officers and CPOs/SNCOs on appropriate issues.
Balance the delicate issues of ops/pers tempo with mission accomplishment.
Be aware of collateral mission creep.
Monitor turnover in personnel.
Beware of and monitor fatigue levels of your personnel.
Review the list/matrix of relevant Issue Papers on this website.

HHQ

My headquarters has enough experienced personnel to perform its current tasks.

Many hardships are outside your organization's control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the issues you can change.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Conduct a complete review of each qualification to ensure there are no immediate shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of NECs/MOSs.
Use survey results to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to your organization.
Ensure work shifts are adequately manned for workloads (e.g., night check often has more demands with less people than day shift).
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Be aware of collateral mission creep.
Monitor turnover in personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish organizational priorities (at all levels) and live by them.
Review the OPTEMPO of your organization and its effect on safety and performance.
Review the list/matrix of relevant Issue Papers on this website.

HHQ

Leaders/Supervisors in my headquarters set a good example for following standards.

Establish, communicate (make visible), and enforce performance standards in your command.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Outstanding command leadership teams are "brilliant on the basics."
The CO frequently reinforces the fact that cutting corners is not tolerated in this organization. The CO ensures department heads and senior supervisory personnel understand that this is the only acceptable policy.
Monitor supervisors who think it's okay to cut corners.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Check to see if your junior officers are leading at their level.
Review the list/matrix of relevant Issue Papers on this website.

HHQ

Leaders/Supervisors know who the high-risk members are in my headquarters.

Safety climate survey results show that morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
Personnel often want to be more involved and/or become mentors. These personnel are a "solution" to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Be aware of improper perceptions by your personnel.
Use special staff (e.g., chaplain, medical, etc.) to monitor your organization's "health" (e.g., morale and motivation).
Involve the officers and CPOs/SNCOs on appropriate issues.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Discuss survey results with flight surgeon (or local medical hierarchy) to garner increased flight surgeon presence within squadron spaces and at Human Factors Councils/Boards.
Review personnel jackets for drug/alcohol histories.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Increase the number of Human Factors Councils (HFCs) completed on deployed detachments.
Monitor aggressive aircrew who think rules aren't necessary.
Integrate the ORM process into identifying/managing high risk personnel.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.)
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Include junior personnel in Human Factors Councils. They will provide additional perspectives on climate issues, while learning that the Human Factors Council/Board process is a helpful and proactive safety tool (vice a means of punishment).
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Review the list/matrix of relevant Issue Papers on this website.

HHQ

My headquarters' privately owned vehicle (POV) / private motor vehicle (PMV) program is working well to reduce POV/PMV incidents.

Review the CMC Safety Division PMV Safety Program Resources at https://www.safety.marines.mil/Branches/Ground/PMV/
Review the National Highway Traffic Safety Administration Traffic Safety resources at http://www.nhtsa.gov/
Review the National Highway Traffic Safety Administration AADD and Designated Driver resources at https://www.nhtsa.gov/campaign/drive-sober
We conducted a free safety vehicle inspection throughout 2 days to enable our folks to get their car(s) inspected, before driving extended distances.
Implement additional rest and driving restriction measures, especially during periods of inclement weather and extended work days.
We revamped the pre-holiday vehicle inspection checklist and personal ORM plans.
Encourage personnel to live near their place of work. Long work days combined with excessive commutes leads to fatigued workers and drivers.
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, formations, publications, etc.). Too often, vehicles to communicate are overlooked.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Despite laws/regulations, personnel continue to use cell phones. Emphasize the benefits of calling before driving, using a hands-free device, or asking passengers take important calls.
Do not text and drive. Hazards are too easily missed, vehicle control is hindered, and reaction time is severely impaired.
COs/Safety Officers should conduct periodic seatbelt and cell phone checks of personnel arriving/departing unit parking areas to emphasize commands' commitment to standards and safety of personnel.
Promptly notify personnel of impending hazardous weather conditions to reduce commuting mishaps.
Adjust base working hours to avoid highest levels of local commuter traffic.
Review the BUPERS Designated Driver page at https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx.
Review the list/matrix of relevant Issue Papers on this website.

HHQ

My headquarters' motorcycle safety program is working well to reduce motorcycle incidents.

Review the Army Combat Readiness/Safety Center Motorcycle Mentorship Program information on https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles/MOTORCYCLE/tabid/365/Default.aspx
Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org/
Review the National Highway Traffic Safety Administration motorcycle resources at http://www.nhtsa.gov/Safety/Motorcycles
We are spending more time getting to know the riding habits of our riders through very interactive senior rider and motorcycle mentors.
We have a dedicated motorcycle safety officer who is a motorcycle rider. This collateral duty is separate from the formal ground safety officer to allow him to be a true SME on the subject.
I have mandated a mentorship program for riders in my command.
I have a written order on our motorcycle club membership and who must be in it. We have recently conducted PPE training and its use off base and repercussions of getting caught without it. The base has agreed to conduct a one day sport bike class training day just for my unit so that I can get the rest of my sport bike riders trained.
We are now screening our Marines better as they check in to ensure they are attending the basic riders and sports bike course as required.
We have better included our ATVs and Dirt bikes into our motorcycle club and have also upgraded our documentation of training.
We have scheduled rides on the company TEEP to ensure more active and transparent participation in the program.
Reevaluated our relationship with the Group HQs who provides the riding program that my riders participate in (this is due to the very low number of riders in my unit). We ensured that all paperwork, TTPs and training was taking place.
Personnel often want to be more involved and/or become mentors. These personnel are a "solution" to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Learn your motorcyclists' habits, concerns, and equipment shortfalls through active mentorship.
Integrate the ORM process into identifying/managing high risk personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Communication/Marketing of base motorcycle programs is essential. Many motorcyclists are unaware of courses, mentorship programs, regulations, etc.
Encourage prospective motorcyclists to take the base courses BEFORE purchasing a motorcycle. They will be a safer rider from the moment they leave the showroom (or they may even forego the purchase altogether based upon their course experience).
All motorcyclists are NOT the same. Older, more experienced touring motorcycle riders have significantly different habits and risks than young, inexperienced sport bike or dirt bike riders. Tailor motorcycle training and safety programs accordingly.
Work with base safety to improve courses and offer your most experienced riders as mentors/instructors.
Base motorcycle courses are often insufficiently held or overbooked. Allow your riders to attend when they obtain a quota.
Schedule course quotas for your personnel and/or arrange a special class with the base to ensure all of your riders are trained.
Assist "motorcycle-only" owners in finding car pools/alternative transportation during inclement weather.
Less threats for those who haven't taken the basic rider's course, more positive influence to take them on their own.
Have an actual motorcycle rider (preferably senior) be in charge of the program.
Carefully plan group rides to prevent excessive separations at traffic lights. Trailing riders often speed to catch up with group, greatly increasing their risk.
Group rides, though beneficial for morale, may increase the risk of injury/accident to motorcyclists riding in close proximity to each other. Use ORM to evaluate the benefits and risks associated with the skill level of your riders.
Have unit or base safety rep follow behind group rides with duty truck to act as a safety observer, carry a first aid kit, and assist motorcyclists with any equipment failures.
Have motorcyclists share incident and accident stories during training and club meetings. This form of "ready room" discussion promotes mentorship, camaraderie, and risk management to avoid similar events.
Concentrate your motorcycle safety program efforts on new and inexperienced riders who have never had accidents because they are more likely to take risks.
Purchase a unit first aid kit that can be carried in a motorcycle saddle bag during group rides.
Programs that are supportive of motorcyclists (e.g., clubs, track days, group rides, specialized courses) will bring your motorcyclists "out of hiding" and improve operator safety.
Expert stunt shows, etc. are a mixed blessing. Without a strong message, they may encourage rather than discourage risk-taking behavior.
Have a guest speaker with a bad motorcycle accident story, preferably one in which PPE saved their life.
Encourage Navy Exchange/PX/local stores to offer high quality/low cost PPE.
Ensure riders have recent first aid training.
Invite contractors and government civilians to attend unit motorcycle activities.
Add a training segment for unit automobile drivers on motorcycle visibility, separation distances, and safely sharing the road.
Review the list/matrix of relevant Issue Papers on this website.

HHQ

My headquarters' drinking and driving policies are working well to reduce DUI events.

As the CO, I talk about DUI awareness more. After the survey I shared some key statistics with our unit, openly clarified a policy change that occurred over the course of several DUIs...and had our DUI Marines share some of their stories. I honestly believe that DUIs occur mostly because many are unsure about how bad (intoxicated) they are...and we can't stop talking about how the decision to not drive under the influence must occur before the drinking.
Began a peer alcohol awareness group to target at risk Marines.
I reissued all new Arrive Alive cards and held a formation for every Marine to hold up and show - to include myself. The message was that is non-attribution to use and enables me to help the Marine vice being forced into a purely reactive situation if something bad happens. We are trying to create a sense of family where every Marine looks out for the safety of their brother.
We implemented a program for free rides with a duty vehicle. Too many Marines are at risk of drinking and driving.
Similar to port call efforts, work with the base special services to offer tours, classes, special events, etc., along with transportation, so junior personnel have a variety of low-cost, non-alcohol related activities.
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety NCO.
Advise all personnel to have a plan (e.g., designated driver, taxi numbers, bus schedule, etc.) before a night on the town.
Food and coffee do not remove the effects of alcohol . . . you just become a more alert drunk. Have medical, law enforcement, or safety reps clear the confusion.
Eliminate alcohol at unit functions. It sends a mixed message on Drinking and Driving program efforts.
Offer incentives for DUI incident reduction (e.g., time off for three months without a DUI incident).
Punish the individual, not the command, for DUI offences.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, formations, publications, etc.). Too often, vehicles to communicate are overlooked.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Establish, communicate (make visible), and enforce performance standards in your command.
Officers and SNCOs set the standard for alcohol use at home and deployed
Review the list/matrix of relevant Issue Papers on this website.

HHQ

My headquarters' off duty and recreational activity safety program is working well to reduce injuries.

Do not use scare tactics. Educate your personnel on the hazards and ORM.
Train personnel to properly use ORM for their high-risk activities.
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Page 13 entries, Line of Duty briefs, etc. are not just for motorcycle riders. Personnel who conduct any high risk activity should be aware of the consequences of their actions.
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
Encourage alcohol-free activities.
Similar to port call efforts, work with the base special services to offer tours, classes, special events, etc., along with transportation, so junior personnel have a variety of low-cost, non-alcohol related activities.
Continue to place flyers, bulletins, notices, etc. concerning OD&R activities on bulletin boards and information racks for easy access near lounges or other gathering spots. Emails and Web pages are too often ignored or ineffective.
Have field meet PME's by rank (i.e., NCO's, SNCO's, officers) and have personnel participate in the activities with SME's observing and teaching the rights/wrongs.
Review the list/matrix of relevant Issue Papers on this website.

HHQ

My headquarters' Substance Abuse Rehabilitation Program (SARP) is working well to address the risks of drug and alcohol abuse.

The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.)
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Review personnel jackets for drug/alcohol histories.
Incorporate mentorship at every level.
Integrate the ORM process into identifying/managing high risk personnel.
Reach out to counterparts in similar units for lessons learned and common concerns.
Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Establish, communicate (make visible), and enforce performance standards in your command.
Review the list/matrix of relevant Issue Papers on this website.

D&D

Our leaders do a good job communicating policies/procedures regarding drinking and driving.

Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Eliminate alcohol at unit functions. It sends a mixed message on Drinking and Driving program efforts.
Establish, communicate (make visible), and enforce performance standards in your command.
As the CO, I talk about DUI awareness more. After the survey I shared some key statistics with our unit, openly clarified a policy change that occurred over the course of several DUIs...and had our DUI Marines share some of their stories. I honestly believe that DUIs occur mostly because many are unsure about how bad (intoxicated) they are...and we can't stop talking about how the decision to not drive under the influence must occur before the drinking.
I reissued all new Arrive Alive cards and held a formation for every Marine to hold up and show - to include myself. The message was that is non-attribution to use and enables me to help the Marine vice being forced into a purely reactive situation if something bad happens. We are trying to create a sense of family where every Marine looks out for the safety of their brother.
Advise all personnel to have a plan (e.g., designated driver, taxi numbers, bus schedule, etc.) before a night on the town.
Do not use scare tactics. Educate your personnel on the hazards and ORM.
Maintain relevant hazard reports, notices, etc. in ready rooms and lounges to increase awareness/discussion.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety NCO.
Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
Communication is key across all pay grades. Ensure it happens.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Officers and SNCOs set the standard for alcohol use.
Review the list/matrix of relevant Issue Papers on this website.

D&D

My supervisor is a role model based upon our command's Drinking and Driving Program.

Officers and SNCOs set the standard for alcohol use.
Eliminate alcohol at unit functions. It sends a mixed message on Drinking and Driving program efforts.
Be aware of improper perceptions by your personnel.
Routinely encourage your subordinate leaders to work with your Safety Officer/NCO.
Establish, communicate (make visible), and enforce performance standards in your command.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk personnel.
Incorporate mentorship at every level.
Review personnel jackets for drug/alcohol histories.
Encourage NCOs to take ownership of D&D initiatives and recognize accordingly. Their influence/mentorship among subordinates may reduce DUI incidents.
Review the list/matrix of relevant Issue Papers on this website.

D&D

My supervisor is genuinely concerned about my safety when it comes to drinking and driving.

Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Advise all personnel to have a plan (e.g., designated driver, taxi numbers, bus schedule, etc.) before a night on the town.
Have NCOs discuss survey results within their work centers to obtain additional clarification of issues and suggestions for interventions.
Get Safety Standdowns out of the classroom/auditorium. Supervisor facilitated activities, hands-on training, small group discussions, etc. may be more beneficial.
Personnel often want to be more involved and/or become mentors. These personnel are a “solution” to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Be aware of improper perceptions by your personnel.
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety NCO.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk personnel.
Establish, communicate (make visible), and enforce performance standards in your command.
An "in-house tipsy taxi program", comprised of volunteer drivers from within the unit, provides an alternative transportation option to reduce DUIs.
Review personnel jackets for drug/alcohol histories.
Involve the officers and SNCOs on appropriate issues.
Encourage NCOs to take ownership of D&D initiatives and recognize accordingly. Their influence/mentorship among subordinates may reduce DUI incidents.
Review the list/matrix of relevant Issue Papers on this website.

D&D

Those who are highly regarded by supervisors in my command will receive a lighter punishment for drinking and driving.

Hold non-performers accountable and council/punish those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Punish the individual, not the command, for DUI offences.
Establish, communicate (make visible), and enforce performance standards in your command.
Be aware of improper perceptions by your personnel.
Officers and SNCOs set the standard for alcohol use.
Review personnel jackets for drug/alcohol histories.
Review the list/matrix of relevant Issue Papers on this website.

D&D

Disciplinary action (e.g., NJP, court martial, etc.)

Hold non-performers accountable and council/punish those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Punish the individual, not the command, for DUI offences.
Establish, communicate (make visible), and enforce performance standards in your command.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Monitor aggressive personnel who think rules aren't necessary.
Review personnel jackets for drug/alcohol histories.
Be aware of improper perceptions by your personnel.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk personnel.
Review the list/matrix of relevant Issue Papers on this website.

D&D

Loss of promotion potential

Establish, communicate (make visible), and enforce performance standards in your command.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Leaders set the example.
Direct more command attention at those who do right than those who do wrong.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Review the list/matrix of relevant Issue Papers on this website.

D&D

Loss of security clearance

Be aware of improper perceptions by your personnel.
Establish, communicate (make visible), and enforce performance standards in your command.
Hold non-performers accountable and council/punish those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Involve the officers and SNCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

D&D

Loss of on-base driving privileges

Be aware of improper perceptions by your personnel.
Establish, communicate (make visible), and enforce performance standards in your command.
Hold non-performers accountable and council/punish those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Involve the officers and SNCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

D&D

Reward-based programs

Offer incentives for DUI incident reduction (e.g., time off for three months without a DUI incident).
Direct more command attention at those who do right than those who do wrong.
Punish the individual, not the command, for DUI offences.
Ensure your unit has an effective safety awards program.
Ensure your unit safety council/committee programs are effective.
Encourage personnel to want to be designated drivers through awards/incentives.
Review the list/matrix of relevant Issue Papers on this website.

D&D

Taxi program

We implemented a program for free rides with a duty vehicle. Too many Marines are at risk of drinking and driving.
Advise all personnel to have a plan (e.g., designated driver, taxi numbers, bus schedule, etc.) before a night on the town.
I reissued all new Arrive Alive cards and held a formation for every Marine to hold up and show - to include myself. The message was that is non-attribution to use and enables me to help the Marine vice being forced into a purely reactive situation if something bad happens. We are trying to create a sense of family where every Marine looks out for the safety of their brother.
An "in-house tipsy taxi program", comprised of volunteer drivers from within the unit, provides an alternative transportation option to reduce DUIs.
Review the National Highway Traffic Safety Administration Designated Driver resources at https://www.nhtsa.gov/campaign/drive-sober
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Ensure your unit safety council/committee programs are effective.
Involve the officers and SNCOs on appropriate issues.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Review the list/matrix of relevant Issue Papers on this website.

D&D

Mentoring program

Personnel often want to be more involved and/or become mentors. These personnel are a “solution” to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Incorporate mentorship at every level.
Ensure your unit has an effective sponsorship program.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Ensure your junior officers are leading at their level.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety NCO.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit safety council/committee programs are effective.
Involve the officers and SNCOs on appropriate issues.
Encourage NCOs to take ownership of D&D initiatives and recognize accordingly. Their influence/mentorship among subordinates may reduce DUI incidents.
Review the list/matrix of relevant Issue Papers on this website.

D&D

Presentations from safety experts

Plan Safety Standdowns well in advance to address key issues and heighten awareness. Maintain an updated list of speakers and topics to ensure “short notice” standdowns (e.g., following a mishap or other recent incident) are professional and worthwhile.
Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels.
Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication.
“Check in the box” safety training damages a unit’s safety climate and culture. Conduct all training, surveys, etc. with a realistic goal to provide/obtain useful information or impart a skill.
Don’t beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit safety council/committee programs are effective.
IReview the list/matrix of relevant Issue Papers on this website.

D&D

Safety Pauses

Conduct a Safety Standdown focused on unit survey results, mishap/hazard reports, incident reports, recent “near misses,” etc. , and utilize audience participation (via large or small group) to further clarify hazards, identify trends, and develop workable solutions. The group’s synergy will help to identify previously overlooked factors, and the group-developed interventions will have greater acceptance/compliance.
Plan Safety Standdowns well in advance to address key issues and heighten awareness. Maintain an updated list of speakers and topics to ensure “short notice” standdowns (e.g., following a mishap or other recent incident) are professional and worthwhile.
Get Safety Standdowns out of the classroom/auditorium. Supervisor facilitated activities, hands-on training, small group discussions, etc. may be more beneficial.
Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels.
“Check in the box” safety training damages a unit’s safety climate and culture. Conduct all training, surveys, etc. with a realistic goal to provide/obtain useful information or impart a skill.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit safety council/committee programs are effective.
Review the list/matrix of relevant Issue Papers on this website.

D&D

Availability of alternative, non-alcoholic events/activities

Eliminate alcohol at unit functions. It sends a mixed message on Drinking and Driving program efforts.
Similar to port call efforts, work with the base special services to offer tours, classes, special events, etc., along with transportation, so junior personnel have a variety of low-cost, non-alcohol related activities.
Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
Ensure your unit safety council/committee programs are effective.
Officers and SNCOs set the standard for alcohol use.
Review the list/matrix of relevant Issue Papers on this website.

D&D

Peers/Friends/Family

Be aware of improper perceptions by your personnel.
Personnel often want to be more involved and/or become mentors. These personnel are a “solution” to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Incorporate mentorship at every level.
Ensure your unit has an effective sponsorship program.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety NCO.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk personnel.
Review the list/matrix of relevant Issue Papers on this website.

D&D

Designated driver

Advise all personnel to have a plan (e.g., designated driver, taxi numbers, bus schedule, etc.) before a night on the town.
An "in-house tipsy taxi program", comprised of volunteer drivers from within the unit, provides an alternative transportation option to reduce DUIs.
I reissued all new Arrive Alive cards and held a formation for every Marine to hold up and show - to include myself. The message was that is non-attribution to use and enables me to help the Marine vice being forced into a purely reactive situation if something bad happens. We are trying to create a sense of family where every Marine looks out for the safety of their brother.
We implemented a program for free rides with a duty vehicle. Too many Marines are at risk of drinking and driving.
Be aware of improper perceptions by your personnel.
Review the Wisconsin Department of Transportation's Blood/Breath Alcohol Concentration (BAC) Calculator at http://www.dot.wisconsin.gov/safety/motorist/drunkdriving/calculator.htm
Review the National Highway Traffic Safety Administration impaired driver resources at http://www.nhtsa.gov/Impaired
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk personnel.
Integrate the ORM process into identifying/managing high risk personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure your unit safety council/committee programs are effective.
Encourage personnel to want to be designated drivers through awards/incentives.
Review the National Highway Traffic Safety Aministration drunk driving page at https://www.nhtsa.gov/risky-driving/drunk-driving.
Review the list/matrix of relevant Issue Papers on this website.

D&D

Possibility of accident/injury/death

Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
I reissued all new Arrive Alive cards and held a formation for every Marine to hold up and show - to include myself. The message was that is non-attribution to use and enables me to help the Marine vice being forced into a purely reactive situation if something bad happens. We are trying to create a sense of family where every Marine looks out for the safety of their brother.
We implemented a program for free rides with a duty vehicle. Too many Marines are at risk of drinking and driving.
Review the Wisconsin Department of Transportation's Blood/Breath Alcohol Concentration (BAC) Calculator at http://www.dot.wisconsin.gov/safety/motorist/drunkdriving/calculator.htm
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk personnel.
Ensure your unit safety council/committee programs are effective.
Review the list/matrix of relevant Issue Papers on this website.

D&D

Possibility of jail time for DUI/reckless driving/manslaughter

Offer incentives for DUI incident reduction (e.g., time off for three months without a DUI incident).
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Advise all personnel to have a plan (e.g., designated driver, taxi numbers, bus schedule, etc.) before a night on the town.
An "in-house tipsy taxi program", comprised of volunteer drivers from within the unit, provides an alternative transportation option to reduce DUIs.
I reissued all new Arrive Alive cards and held a formation for every Marine to hold up and show - to include myself. The message was that is non-attribution to use and enables me to help the Marine vice being forced into a purely reactive situation if something bad happens. We are trying to create a sense of family where every Marine looks out for the safety of their brother.
We implemented a program for free rides with a duty vehicle. Too many Marines are at risk of drinking and driving.
Review the Wisconsin Department of Transportation's Blood/Breath Alcohol Concentration (BAC) Calculator at http://www.dot.wisconsin.gov/safety/motorist/drunkdriving/calculator.htm
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk personnel.
Review the list/matrix of relevant Issue Papers on this website.

D&D

Loss of drivers license

Advise all personnel to have a plan (e.g., designated driver, taxi numbers, bus schedule, etc.) before a night on the town.
Review your states DUI penalties and/or review table from FindLaw.com at http://dui.findlaw.com/dui/dui-overview/dui_penalties.html
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk personnel.
Review personnel jackets for drug/alcohol histories.
Review the list/matrix of relevant Issue Papers on this website.

D&D

Increase in my motor vehicle insurance rates

Review About.com article on How Does a Drunk Driving Conviction Affect Your Insurance at http://alcoholism.about.com/od/dui/a/dui_insurance.htm
Review CarInsuranceRates.com article on Life After DUI – The Auto Insurance Implications at http://www.carinsurancerates.com/news/52-life-after-dui-the-auto-insurance-implications.html
Review the list/matrix of relevant Issue Papers on this website.

D&D

Respect from others

Be aware of improper perceptions by your personnel.
Personnel often want to be more involved and/or become mentors. These personnel are a “solution” to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Incorporate mentorship at every level.
Ensure your unit has an effective sponsorship program.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety NCO.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk personnel.
Officers and SNCOs set the standard for alcohol use.
Review the list/matrix of relevant Issue Papers on this website.

D&D

Self-esteem/Self-respect

Be aware of improper perceptions by your personnel.
Incorporate mentorship at every level.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety NCO.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk personnel.
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Involve the officers and SNCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

D&D

Peer pressure

Officers and SNCOs set the standard for alcohol use.
Eliminate alcohol at unit functions. It sends a mixed message on Drinking and Driving program efforts.
Be aware of improper perceptions by your personnel.
Personnel often want to be more involved and/or become mentors. These personnel are a “solution” to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Incorporate mentorship at every level.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety NCO.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk personnel.
Integrate the ORM process into identifying/managing high risk personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review personnel jackets for drug/alcohol histories.
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Involve the officers and SNCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

D&D

Don't want to sleep in the vehicle

We implemented a program for free rides with a duty vehicle. Too many Marines are at risk of drinking and driving.
Advise all personnel to have a plan (e.g., designated driver, taxi numbers, bus schedule, etc.) before a night on the town.
I reissued all new Arrive Alive cards and held a formation for every Marine to hold up and show - to include myself. The message was that is non-attribution to use and enables me to help the Marine vice being forced into a purely reactive situation if something bad happens. We are trying to create a sense of family where every Marine looks out for the safety of their brother.
An "in-house tipsy taxi program", comprised of volunteer drivers from within the unit, provides an alternative transportation option to reduce DUIs.
Review the National Highway Traffic Safety Administration Designated Driver resources at https://www.nhtsa.gov/campaign/drive-sober
Ensure your unit has an effective sponsorship program.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Beware of and monitor fatigue levels of your personnel.
Review the list/matrix of relevant Issue Papers on this website.

D&D

Don't want to leave your car parked where it is

We implemented a program for free rides with a duty vehicle. Too many Marines are at risk of drinking and driving.
Advise all personnel to have a plan (e.g., designated driver, taxi numbers, bus schedule, etc.) before a night on the town.
I reissued all new Arrive Alive cards and held a formation for every Marine to hold up and show - to include myself. The message was that is non-attribution to use and enables me to help the Marine vice being forced into a purely reactive situation if something bad happens. We are trying to create a sense of family where every Marine looks out for the safety of their brother.
An "in-house tipsy taxi program", comprised of volunteer drivers from within the unit, provides an alternative transportation option to reduce DUIs.
Review the National Highway Traffic Safety Administration Designated Driver resources at https://www.nhtsa.gov/campaign/drive-sober
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk personnel.
Integrate the ORM process into identifying/managing high risk personnel.
Review the list/matrix of relevant Issue Papers on this website.

D&D

Don't want to spend money for a taxi

An "in-house tipsy taxi program", comprised of volunteer drivers from within the unit, provides an alternative transportation option to reduce DUIs.
I reissued all new Arrive Alive cards and held a formation for every Marine to hold up and show - to include myself. The message was that is non-attribution to use and enables me to help the Marine vice being forced into a purely reactive situation if something bad happens. We are trying to create a sense of family where every Marine looks out for the safety of their brother.
We implemented a program for free rides with a duty vehicle. Too many Marines are at risk of drinking and driving.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the National Highway Traffic Safety Administration Designated Driver resources at https://www.nhtsa.gov/campaign/drive-sober
Integrate the ORM process into identifying/managing high risk personnel.
Review the list/matrix of relevant Issue Papers on this website.

D&D

Too difficult to call for a taxi

An "in-house tipsy taxi program", comprised of volunteer drivers from within the unit, provides an alternative transportation option to reduce DUIs.
I reissued all new Arrive Alive cards and held a formation for every Marine to hold up and show - to include myself. The message was that is non-attribution to use and enables me to help the Marine vice being forced into a purely reactive situation if something bad happens. We are trying to create a sense of family where every Marine looks out for the safety of their brother.
We implemented a program for free rides with a duty vehicle. Too many Marines are at risk of drinking and driving.
Be aware of improper perceptions by your personnel.
Ensure your unit has an effective sponsorship program.
Incorporate mentorship at every level.
Review the National Highway Traffic Safety Administration Designated Driver resources at https://www.nhtsa.gov/campaign/drive-sober
Involve the officers and SNCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

D&D

Lack of anonymity if you call a taxi as part of a program

An "in-house tipsy taxi program", comprised of volunteer drivers from within the unit, provides an alternative transportation option to reduce DUIs.
I reissued all new Arrive Alive cards and held a formation for every Marine to hold up and show - to include myself. The message was that is non-attribution to use and enables me to help the Marine vice being forced into a purely reactive situation if something bad happens. We are trying to create a sense of family where every Marine looks out for the safety of their brother.
We implemented a program for free rides with a duty vehicle. Too many Marines are at risk of drinking and driving.
Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
Ensure your unit safety council/committee programs are effective.
Review the National Highway Traffic Safety Administration Designated Driver resources at https://www.nhtsa.gov/campaign/drive-sober
Involve the officers and SNCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

D&D

Don't want to bother a friend for a ride

An "in-house tipsy taxi program", comprised of volunteer drivers from within the unit, provides an alternative transportation option to reduce DUIs.
I reissued all new Arrive Alive cards and held a formation for every Marine to hold up and show - to include myself. The message was that is non-attribution to use and enables me to help the Marine vice being forced into a purely reactive situation if something bad happens. We are trying to create a sense of family where every Marine looks out for the safety of their brother.
We implemented a program for free rides with a duty vehicle. Too many Marines are at risk of drinking and driving.
Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Ensure your unit has an effective sponsorship program.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk personnel.
Review the National Highway Traffic Safety Administration Designated Driver resources at https://www.nhtsa.gov/campaign/drive-sober
Involve the officers and SNCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

D&D

Don't want to risk being late for work, etc. the next morning

Be aware of improper perceptions by your personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk personnel.
Establish, communicate (make visible), and enforce performance standards in your command.
Integrate the ORM process into identifying/managing high risk personnel.
Review personnel jackets for drug/alcohol histories.
Involve the officers and SNCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

D&D

You consumed food or coffee to offset the effects of alcohol

Review the Wisconsin Department of Transportation's Blood/Breath Alcohol Concentration (BAC) Calculator at http://www.dot.wisconsin.gov/safety/motorist/drunkdriving/calculator.htm
Be aware of improper perceptions by your personnel.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Food and coffee do not remove the effects of alcohol . . . you just become a more alert drunk. Have medical, law enforcement, or safety reps clear the confusion.
Review the list/matrix of relevant Issue Papers on this website.

D&D

You had less to drink than other potential drivers in your group

Review the Wisconsin Department of Transportation's Blood/Breath Alcohol Concentration (BAC) Calculator at http://www.dot.wisconsin.gov/safety/motorist/drunkdriving/calculator.htm
I reissued all new Arrive Alive cards and held a formation for every Marine to hold up and show - to include myself. The message was that is non-attribution to use and enables me to help the Marine vice being forced into a purely reactive situation if something bad happens. We are trying to create a sense of family where every Marine looks out for the safety of their brother.
We implemented a program for free rides with a duty vehicle. Too many Marines are at risk of drinking and driving.
Be aware of improper perceptions by your personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Integrate the ORM process into identifying/managing high risk personnel.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk personnel.
Review the National Highway Traffic Safety Administration Designated Driver resources at https://www.nhtsa.gov/campaign/drive-sober
An "in-house tipsy taxi program", comprised of volunteer drivers from within the unit, provides an alternative transportation option to reduce DUIs.
Review the list/matrix of relevant Issue Papers on this website.

OD&R

My supervisor assists me in reducing risks associated with off-duty and recreational activities.

Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them.
Do not use scare tactics. Educate your personnel on the hazards and ORM.
Train personnel to properly use ORM for their high-risk activities.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Integrate the ORM process into identifying/managing high risk personnel.
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Personnel often want to be more involved and/or become mentors. These personnel are a “solution” to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety NCO.
Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
Continue to place flyers, bulletins, notices, etc. concerning OD&R activities on bulletin boards and information racks for easy access near lounges or other gathering spots. Emails and Web pages are too often ignored or ineffective.
Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication.
Don't be the "Safety Guy." Motivate and inspire peers towards safer habits through example and timely information, not inspections and policing of individual actions.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization
Ensure intervention options are clearly communicated.
Review the list/matrix of relevant Issue Papers on this website.

OD&R

My supervisor honestly cares about my safety when I am off duty.

Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them.
Personnel often want to be more involved and/or become mentors. These personnel are a “solution” to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
Take the time to mentor subordinate leaders on ORM processes.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Beware of and monitor fatigue levels of your personnel.
Review the list/matrix of relevant Issue Papers on this website.

OD&R

My supervisor knows which subordinates are involved in high-risk off-duty and recreational activities.

Integrate the ORM process into identifying/managing high risk personnel.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk Marines.
Incorporate mentorship at every level.
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety NCO.
Communication is key across all pay grades. Ensure it happens.
Review the list/matrix of relevant Issue Papers on this website.

OD&R

My command's Off-duty and Recreational Activity Program is effective at helping me reduce personal injury.

“Check in the box” safety training damages a unit’s safety climate and culture. Conduct all training, surveys, etc. with a realistic goal to provide/obtain useful information or impart a skill.
Do not use scare tactics. Educate your personnel on the hazards and ORM.
Train personnel to properly use ORM for their high-risk activities.
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Page 13 entries, Line of Duty briefs, etc. are not just for motorcycle riders. Personnel who conduct any high risk activity should be aware of the consequences of their actions.
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
Encourage alcohol-free activities.
Similar to port call efforts, work with the base special services to offer tours, classes, special events, etc., along with transportation, so junior personnel have a variety of low-cost, non-alcohol related activities.
Continue to place flyers, bulletins, notices, etc. concerning OD&R activities on bulletin boards and information racks for easy access near lounges or other gathering spots. Emails and Web pages are too often ignored or ineffective.
Have field meet PME's by rank (i.e., NCO's, SNCO's, officers) and have personnel participate in the activities with SME's observing and teaching the rights/wrongs.
Review the list/matrix of relevant Issue Papers on this website.

OD&R

My command periodically briefs me on off-duty and recreational activity safety risks.

Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization
Continue to place flyers, bulletins, notices, etc. concerning OD&R activities on bulletin boards and information racks for easy access near lounges or other gathering spots. Emails and Web pages are too often ignored or ineffective.
Don't be the "Safety Guy." Motivate and inspire peers towards safer habits through example and timely information, not inspections and policing of individual actions.
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Review the list/matrix of relevant Issue Papers on this website.

OD&R

Safety personnel in my command assist me in reducing risks associated with off-duty and recreational activities.

Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication.
We have now assigned and advertised the names of safety reps at the company and shop floor level. We have an active safety council that meets regularly to address safety issues.
Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them.
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety NCO.
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
Encourage alcohol-free activities.
Continue to place flyers, bulletins, notices, etc. concerning OD&R activities on bulletin boards and information racks for easy access near lounges or other gathering spots. Emails and Web pages are too often ignored or ineffective.
Have field meet PME's by rank (i.e., NCO's, SNCO's, officers) and have personnel participate in the activities with SME's observing and teaching the rights/wrongs.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit safety council/committee programs are effective.
Review the list/matrix of relevant Issue Papers on this website.

OD&R

Safety pauses are effective at helping me reduce off-duty and recreational activity mishaps/injuries.

Get Safety Standdowns out of the classroom/auditorium. Supervisor facilitated activities, hands-on training, small group discussions, etc. may be more beneficial.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Reach out to counterparts in similar units for lessons learned and common concerns.
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Do not use scare tactics. Educate your personnel on the hazards and ORM.
“Check in the box” safety training damages a unit’s safety climate and culture. Conduct all training, surveys, etc. with a realistic goal to provide/obtain useful information or impart a skill.
Train personnel to properly use ORM for their high-risk activities.
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Review the list/matrix of relevant Issue Papers on this website.

OD&R

Missing work due to an off-duty/recreational activity injury would adversely affect my command's ability to accomplish its mission.

Be aware of improper perceptions by your personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them.
Review the list/matrix of relevant Issue Papers on this website.

OD&R

I am comfortable telling peers when they are behaving unsafely (e.g., endangering themselves or others).

Ensure your unit has an effective "anonymous" program.
Communication is key across all pay grades. Ensure it happens.
Incorporate mentorship at every level.
Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication.
Implement a unit policy letter that encourages the reporting of safety issues.
Integrate the ORM process into identifying/managing high risk personnel.
Use officers and staff NCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

OD&R

Sky-diving

Review the United States Parachute Association, Inc. safety articles at https://uspa.org/Safety-Training.
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the list/matrix of relevant Issue Papers on this website.

OD&R

Hang-gliding

Review the United States Hang Gliding and Paragliding Association, Inc. safety articles at https://www.ushpa.org/page/safety.
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the list/matrix of relevant Issue Papers on this website.

OD&R

Para-sailing

Review the United States Hang Gliding and Paragliding Association, Inc. safety articles at https://www.ushpa.org/page/safety.
Review the Parasail Safety Council information at http://www.parasail.org.
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the list/matrix of relevant Issue Papers on this website.

OD&R

Bungee jumping

Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the list/matrix of relevant Issue Papers on this website.

OD&R

Rock climbing

Review the rock climbing resources at https://www.climbing.com.
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the list/matrix of relevant Issue Papers on this website.

OD&R

Motocross/off-road motorcycles

Review the USMC Safety Division's motorcycle resources at https://www.safety.marines.mil/Branches/Ground/Motorycle-Training/.
Review the Army Combat Readiness/Safety Center Motorcycle Mentorship Program information on https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles/MOTORCYCLE/tabid/365/Default.aspx
Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org/
Review the National Highway Traffic Safety Administration motorcycle resources at http://www.nhtsa.gov/Safety/Motorcycles
We are spending more time getting to know the riding habits of our riders through very interactive senior rider and motorcycle mentors.
We have a dedicated motorcycle safety officer who is a motorcycle rider. This collateral duty is separate from the formal ground safety officer to allow him to be a true SME on the subject.
I have mandated a mentorship program for riders in my command.
We have included our ATVs and Dirt bikes into our motorcycle club and have also upgraded our documentation of training.
Reevaluated our relationship with the Group HQs who provides the riding program that my riders participate in (this is due to the very low number of riders in my unit). We ensured that all paperwork, TTPs and training was taking place.
Learn your motorcyclists' habits, concerns, and equipment shortfalls through active mentorship.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Communication/Marketing of base motorcycle programs is essential. Many motorcyclists are unaware of courses, mentorship programs, regulations, etc.
Encourage prospective motorcyclists to take the base courses BEFORE purchasing a motorcycle. They will be a safer rider from the moment they leave the showroom (or they may even forego the purchase altogether based upon their course experience).
All motorcyclists are NOT the same. Older, more experienced touring motorcycle riders have significantly different habits and risks than young, inexperienced sport bike or dirt bike riders. Tailor motorcycle training and safety programs accordingly.
Work with base safety to improve courses and offer your most experienced riders as mentors/instructors.
Base motorcycle courses are often insufficiently held or overbooked. Allow your riders to attend when they obtain a quota.
Schedule course quotas for your personnel and/or arrange a special class with the base to ensure all of your riders are trained.
Less threats for those who haven't taken the basic rider's course, more positive influence to take them on their own.
Have motorcyclists share incident and accident stories during training and club meetings. This form of "ready room" discussion promotes mentorship, camaraderie, and risk management to avoid similar events.
Concentrate your motorcycle safety program efforts on new and inexperienced riders who have never had accidents because they are more likely to take risks.
Programs that are supportive of motorcyclists (e.g., clubs, track days, group rides, specialized courses) will bring your motorcyclists "out of hiding" and improve operator safety.
Expert stunt shows, etc. are a mixed blessing. Without a strong message, they may encourage rather than discourage risk-taking behavior.
Have a guest speaker with a severe motorcycle accident story, preferably one in which PPE saved their life.
Encourage Navy Exchange/PX/local stores to offer high quality/low cost PPE.
Ensure riders have recent first aid training.
Invite contractors and government civilians to attend unit motorcycle activities.
Review the list/matrix of relevant Issue Papers on this website.

OD&R

Motorcycle touring

Review the USMC Safety Division's motorcycle resources at https://www.safety.marines.mil/Branches/Ground/Motorycle-Training/.
Review the Army Combat Readiness/Safety Center Motorcycle Mentorship Program information on https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles/MOTORCYCLE/tabid/365/Default.aspx
Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org/
Review the National Highway Traffic Safety Administration motorcycle resources at http://www.nhtsa.gov/Safety/Motorcycles
We are spending more time getting to know the riding habits of our riders through very interactive senior rider and motorcycle mentors.
We have a dedicated motorcycle safety officer who is a motorcycle rider. This collateral duty is separate from the formal ground safety officer to allow him to be a true SME on the subject.
I have mandated a mentorship program for riders in my command.
I have a written order on our motorcycle club membership and who must be in it. We have recently conducted PPE training and its use off base and repercussions of getting caught without it. The base has agreed to conduct a one day sport bike class training day just for my unit so that I can get the rest of my sport bike riders trained.
We are now screening our Marines better as they check in to ensure they are attending the basic riders and sports bike course as required.
We have scheduled rides on the company TEEP to ensure more active and transparent participation in the program.
Reevaluated our relationship with the Group HQs who provides the riding program that my riders participate in (this is due to the very low number of riders in my unit). We ensured that all paperwork, TTPs and training was taking place.
Personnel often want to be more involved and/or become mentors. These personnel are a "solution" to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Learn your motorcyclists' habits, concerns, and equipment shortfalls through active mentorship.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Communication/Marketing of base motorcycle programs is essential. Many motorcyclists are unaware of courses, mentorship programs, regulations, etc.
Encourage prospective motorcyclists to take the base courses BEFORE purchasing a motorcycle. They will be a safer rider from the moment they leave the showroom (or they may even forego the purchase altogether based upon their course experience).
All motorcyclists are NOT the same. Older, more experienced touring motorcycle riders have significantly different habits and risks than young, inexperienced sport bike or dirt bike riders. Tailor motorcycle training and safety programs accordingly.
Work with base safety to improve courses and offer your most experienced riders as mentors/instructors.
Base motorcycle courses are often insufficiently held or overbooked. Allow your riders to attend when they obtain a quota.
Schedule course quotas for your personnel and/or arrange a special class with the base to ensure all of your riders are trained.
Assist "motorcycle-only" owners in finding car pools/alternative transportation during inclement weather.
Less threats for those who haven't taken the basic rider's course, more positive influence to take them on their own.
Carefully plan group rides to prevent excessive separations at traffic lights. Trailing riders often speed to catch up with group, greatly increasing their risk.
Group rides, though beneficial for morale, may increase the risk of injury/accident to motorcyclists riding in close proximity to each other. Use ORM to evaluate the benefits and risks associated with the skill level of your riders.
Have unit or base safety rep follow behind group rides with duty truck to act as a safety observer, carry a first aid kit, and assist motorcyclists with any equipment failures.
Have motorcyclists share incident and accident stories during training and club meetings. This form of "ready room" discussion promotes mentorship, camaraderie, and risk management to avoid similar events.
Concentrate your motorcycle safety program efforts on new and inexperienced riders who have never had accidents because they are more likely to take risks.
Purchase a unit first aid kit that can be carried in a motorcycle saddle bag during group rides.
Programs that are supportive of motorcyclists (e.g., clubs, track days, group rides, specialized courses) will bring your motorcyclists "out of hiding" and improve operator safety.
Have a guest speaker with a severe motorcycle accident story, preferably one in which PPE saved their life.
Encourage Navy Exchange/PX/local stores to offer high quality/low cost PPE.
Ensure riders have recent first aid training.
Invite contractors and government civilians to attend unit motorcycle activities.
Add a training segment for unit automobile drivers on motorcycle visibility, separation distances, and safely sharing the road.
Review the list/matrix of relevant Issue Papers on this website.

OD&R

ATV (four wheel)

Review the U.S. Consumer Product Safety Commission information at http://www.atvsafety.gov
Review the ATV Safety Institute resources at https://atvsafety.org/.
Review the Army Combat Readiness/Safety Center ATV information from the April 2008 Issue of Knowledge magazine at https://safety.army.mil/knowledge_online/april2008/MatchtheRidertotheRide/tabid/781/Default.aspx
We have included our ATVs and Dirt bikes into our motorcycle club and have also upgraded our documentation of training.
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
Learn your riders habits, concerns, and equipment shortfalls through active mentorship.
Concentrate your safety program efforts on new and inexperienced riders who have never had accidents because they are more likely to take risks.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Encourage Navy Exchange/PX/local stores to offer high quality/low cost PPE.
Ensure riders have recent first aid training.
Review the list/matrix of relevant Issue Papers on this website.

OD&R

Snowmobiles

Review the International Snowmobile Manufactures Association resources and safety posters at http://www.snowmobile.org/snowmobiling-safety.html
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
Review the list/matrix of relevant Issue Papers on this website.

OD&R

Jet skiing

Review the SafetyResource.org jet ski safety tips at https://www.safetyresource.org/jet-ski-safety/.
Review jetski.com resources at https://www.jetski.com/article_cfm_id=898.html.
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the list/matrix of relevant Issue Papers on this website.

OD&R

Scuba diving

Review Scuba Diving Safety Practices at http://www.best-scuba-diving-tips.com/scuba-diving-safety.html
Ensure participants have training and/or certification through professional diving courses (e.g., https://www.naui.org/certifications/).
Review the Diving Medicine: Frequently Asked Questions at http://www.diversalertnetwork.org/medical/faq/
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the list/matrix of relevant Issue Papers on this website.

OD&R

Swimming/Snorkeling

Review the National Institutes of Health Resources at http://www.nlm.nih.gov/medlineplus/watersafetyrecreational.html
Review snorkeling safety tips at https://snorkelbob.com/snorkeling-safety-tips/.
Review KidsHealth.org swimming article at http://kidshealth.org/kid/watch/out/swim.html#.
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the list/matrix of relevant Issue Papers on this website.

OD&R

Surfing

Review the National Institutes of Health Resources at http://www.nlm.nih.gov/medlineplus/watersafetyrecreational.html
Review SurfingHandbook.com's safety tips at http://www.surfinghandbook.com/knowledge/ocean-safety.
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the list/matrix of relevant Issue Papers on this website.

OD&R

Spending a day at the beach

Review the National Institutes of Health Resources at http://www.nlm.nih.gov/medlineplus/watersafetyrecreational.html
Review WebMD.com's Beach Safey 101 article at http://www.webmd.com/parenting/features/beach-safety-101
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the list/matrix of relevant Issue Papers on this website.

OD&R

Water skiing/Wake boarding

Review the National Institutes of Health Resources at http://www.nlm.nih.gov/medlineplus/watersafetyrecreational.html
Review the Wake-Boarding.org safety resources at http://wake-boarding.org/Foundations/Safety/
Review the Boat US Foundation water ski safety page at https://www.boatus.org/study-guide/activities/diving/.
Review USA Water Ski resources and search for safety tips at http://www.usawaterski.org/
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the list/matrix of relevant Issue Papers on this website.

OD&R

Boating

Review the National Institutes of Health Resources at http://www.nlm.nih.gov/medlineplus/watersafetyrecreational.html
Review the SafetyResource.org boating safety tips at https://www.safetyresource.org/water-safety/
Review the Sea Tow Foundation boating safety resources at http://www.boatingsafety.com/safety_resources/
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the list/matrix of relevant Issue Papers on this website.

OD&R

Snow skiing

Review the National Ski Patrol safety information at https://www.nsp.org/NSPMember/Safety/NSPMember/Safety/Safety.aspx.
Review the National Ski Area Association's (NSAA) safety program resources at http://www.nsaa.org/safety-programs/.
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the list/matrix of relevant Issue Papers on this website.

OD&R

Snow boarding

Review the National Ski Area Association's (NSAA) safety program resources at http://www.nsaa.org/safety-programs/.
Review the National Ski Patrol safety information at https://www.nsp.org/NSPMember/Safety/NSPMember/Safety/Safety.aspx.
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the list/matrix of relevant Issue Papers on this website.

OD&R

Skate boarding

Review National Safety Council's article on skateboard safety at https://www.nsc.org/home-safety/safety-topics/child-safety/skateboards.
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the list/matrix of relevant Issue Papers on this website.

OD&R

Mountain biking (bicycle)

Review About.com's article on mountain bike safety tips at http://mountainbike.about.com/od/safetyinjury/a/Ride_In_Control.htm
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the list/matrix of relevant Issue Papers on this website.

OD&R

Road biking (bicycle)

Review the National Institutes of Health Resources at http://www.nlm.nih.gov/medlineplus/sportssafety.html
Review the bicycle safety article from emedicinehealth.com at http://www.emedicinehealth.com/bicycle_safety/article_em.htm
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the list/matrix of relevant Issue Papers on this website.

OD&R

Jogging/Running (under 8 miles)

Review Running & Overuse Injuries article from FamilyDoctor.org at http://familydoctor.org/online/famdocen/home/healthy/physical/sports/147.html
Review the Tips for a Safe Running Program from the American Academy of Orthopaedic Surgeons (AAOS) at http://orthoinfo.aaos.org/topic.cfm?topic=A00132
Review the National Institutes of Health Resources at http://www.nlm.nih.gov/medlineplus/sportssafety.html
Read Safety Tips for Runners from Marathon Training Academy at http://marathontrainingacademy.com/safety-tips-for-runners
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the list/matrix of relevant Issue Papers on this website.

OD&R

Marathon running

Review the Tips for a Safe Running Program from the American Academy of Orthopaedic Surgeons (AAOS) at http://orthoinfo.aaos.org/topic.cfm?topic=A00132
Read Marathon Running Safety Tips at http://www.marathontrainingschedule.net/marathon-running-safety-tips
Read Safety Tips for Runners from Marathon Training Academy at http://marathontrainingacademy.com/safety-tips-for-runners
Review Running & Overuse Injuries article from FamilyDoctor.org at http://familydoctor.org/online/famdocen/home/healthy/physical/sports/147.html
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the list/matrix of relevant Issue Papers on this website.

OD&R

Hiking

Review hiking safety information from the New Hampshire Fish and Game Department at http://www.wildlife.state.nh.us/Outdoor_Recreation/hiking_safety.htm
Review hikesafe.com's safety tips at http://hikesafe.com/index.php?page=things-to-consider
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the list/matrix of relevant Issue Papers on this website.

OD&R

Weight lifting

Review Weight training safety tips from the American Academy of Family Physicians at http://www.aafp.org/afp/2003/0115/p371.html
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the list/matrix of relevant Issue Papers on this website.

OD&R

Boxing

Review ExpertBoxing.com training and technique tips at http://www.expertboxing.com/
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the list/matrix of relevant Issue Papers on this website.

OD&R

Martial arts

Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the list/matrix of relevant Issue Papers on this website.

OD&R

Intramural sports (basketball, baseball, football)

Review the National Institutes of Health Resources at http://www.nlm.nih.gov/medlineplus/sportssafety.html
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the list/matrix of relevant Issue Papers on this website.

OD&R

Hunting (bow or firearm)

Read Treestand Safety and other bow hunting articles at http://www.bowhunting.com/publisher/bowhunting-knowledge/2009/1/4/treestand-safety
Review hunting safety tips at https://www.fs.usda.gov/Internet/FSE_DOCUMENTS/stelprdb5330495.pdf.
Check with local licensing authorities for safety requirements and training
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the list/matrix of relevant Issue Papers on this website.

OD&R

Yard work/mowing

Read Yard Safety Tips from About.com at http://landscaping.about.com/od/healthconcerns/a/home_safety_tip.htm
Review Lawn Mower Safety Tips from Briggs & Stratton at https://www.briggsandstratton.com/na/en_us/support/maintenance-how-to/browse/lawn-mower-safety-tips.html
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the list/matrix of relevant Issue Papers on this website.

OD&R

Home repairs/remodeling

For guidance and safety tips, review home repair safety web pages such as
http://www.simplehomerepairs.com/Home-Repair-Safety.html
http://www.hometips.com/buying-guides/home-improvement-diy-safety.html
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training to preclude accident-driven learning curves by novices.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the list/matrix of relevant Issue Papers on this website.

OD&R

Woodworking/Crafts (power tools used)

Review OSHA's Hand and Power Tool information at http://www.osha.gov/doc/outreachtraining/htmlfiles/tools.html
For guidance and safety tips, review home repair safety web pages such as
http://www.simplehomerepairs.com/Home-Repair-Safety.html
http://www.hometips.com/buying-guides/home-improvement-diy-safety.html
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the list/matrix of relevant Issue Papers on this website.

OD&R

Alcohol consumption during activities

Eliminate alcohol at unit functions. It sends a mixed message on Drinking and Driving program efforts.
Similar to port call efforts, work with the base special services to offer tours, classes, special events, etc., along with transportation, so junior personnel have a variety of low-cost, non-alcohol related activities.
Encourage alcohol-free activities.
Officers and SNCOs set the standard for alcohol use.
Incorporate mentorship at every level.
Be aware of improper perceptions by your personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

My command leadership provides me adequate information to identify and reduce risks associated with POVs/PMVs.

Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication.
Personnel often want to be more involved and/or become mentors. These personnel are a "solution" to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Don't be the "Safety Guy." Motivate and inspire peers towards safer habits through example and timely information, not inspections and policing of individual actions.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Don't beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
Reach out to counterparts in similar units for lessons learned and common concerns.
Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels.
Check in the box safety training damages a unit's safety climate and culture. Conduct all training, surveys, etc. with a realistic goal to provide/obtain useful information or impart a skill.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Ensure intervention options are clearly communicated.
Encourage personnel to live near their place of work. Long work days combined with excessive commutes leads to fatigued workers and drivers.
Despite laws/regulations, personnel continue to use cell phones. Emphasize the benefits of calling before driving, using a hands-free device, or asking passengers take important calls.
Do not text and drive. Hazards are too easily missed, vehicle control is hindered, and reaction time is severely impaired.
Ensure duty vehicles have working seatbelts and are in safe operating condition.
Evaluate the hazards in your travel plans (fatigue, weather, pressing to get to your destination), then use sound risk management principles and discuss mitigation strategies with your commander or supervisor. (Source: Secretary of the Air Force Michael Donley and Air Force Chief of Staff Gen. Norton Schwartz).
COs/Safety Officers should conduct periodic seatbelt and cell phone checks of personnel arriving/departing unit parking areas to emphasize commands' commitment to standards and safety of personnel.
Promptly notify personnel of impending hazardous weather conditions to reduce commuting mishaps.
Adjust base working hours to avoid highest levels of local commuter traffic.
An "in-house tipsy taxi program", comprised of volunteer drivers from within the unit, provides an alternative transportation option to reduce DUIs.
Beware of and monitor fatigue levels of your personnel.
Develop a formal safety training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit safety council/committee programs are effective.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Integrate the ORM process into identifying/managing high risk personnel.
Establish, communicate (make visible), and enforce performance standards in your command.
Officers and SNCOs set the standard for alcohol use.
Review the National Highway Traffic Safety Administration AADD and Designated Driver resources at https://www.nhtsa.gov/campaign/drive-sober
Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the AAA Foundation for Traffic Safety research reports (and Newsroom presentations) at https://aaafoundation.org/research/
Review the BUPERS Designated Driver page at https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx.
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

My supervisor assists me in identifying and reducing risks associated with POVs/PMVs.

Prior to long cross country drives have a Chief or LPO inspect junior sailors' vehicles just to ensure the basics are operable.
Promptly notify personnel of impending hazardous weather conditions to reduce commuting mishaps.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Evaluate the hazards in your travel plans (fatigue, weather, pressing to get to your destination), then use sound risk management principles and discuss mitigation strategies with your commander or supervisor. (Source: Secretary of the Air Force Michael Donley and Air Force Chief of Staff Gen. Norton Schwartz).
Beware of and monitor fatigue levels of your personnel.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Incorporate mentorship at every level.
Take the time to mentor subordinate leaders on ORM processes.
Review the National Highway Traffic Safety Administration AADD and Designated Driver resources at https://www.nhtsa.gov/campaign/drive-sober
Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the AAA Foundation for Traffic Safety research reports (and Newsroom presentations) at https://aaafoundation.org/research/
Review the BUPERS Designated Driver page at https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx.
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

My supervisor is genuinely concerned about my safety when it comes to POVs/PMVs.

Prior to long cross country drives have a Chief or LPO inspect junior sailors' vehicles just to ensure the basics are operable.
Ensure your unit has an effective sponsorship program.
Ensure your unit safety council/committee programs are effective.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
Take the time to mentor subordinate leaders on ORM processes.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Involve the officers and SNCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

My POV/PMV is currently in good operating condition.

Prior to long cross country drives have a Chief or LPO inspect junior sailors' vehicles just to ensure the basics are operable.
Have tools/spare parts for repairs.
Have an emergency kit.
Have a backup plan ($ for rental car, bus, train).
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

I would say something to the driver of a vehicle I was in if he/she was doing something unsafe.

Leaders set the example.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Communication is key across all pay grades. Ensure it happens.
Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Incorporate mentorship at every level.
Review the National Highway Traffic Safety Administration AADD and Designated Driver resources at https://www.nhtsa.gov/campaign/drive-sober
Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the "Summary of Vehicle Occupant Protection Laws" Ninth Edition, dated April 2011 at http://www.nhtsa.gov/staticfiles/nti/pdf/811458.pdf
Review the BUPERS Designated Driver page at https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx.
Review the list/matrix of relevant Issue Papers on the website.

POV/PMV

I feel pressured by passengers to drive faster and/or bend traffic rules.

Be aware of improper perceptions by your personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the AAA Foundation for Traffic Safety research reports (and Newsroom presentations) at https://aaafoundation.org/research/
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

I feel pressured by other drivers on the road to drive faster and/or bend traffic rules.

Be aware of improper perceptions by your personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the AAA Foundation for Traffic Safety research reports (and Newsroom presentations) at https://aaafoundation.org/research/
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

My driving times or distances between home and work are excessive.

Encourage personnel to live near their place of work. Long work days combined with excessive commutes leads to fatigued workers and drivers.
Avoid recalls/holdovers of night check personnel for non-mission critical tasks (e.g., awards ceremonies, inspections, musters, etc.) to avoid driving fatigued.
Beware of and monitor fatigue levels of your personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

Take long drives

Evaluate the hazards in your travel plans (fatigue, weather, pressing to get to your destination), then use sound risk management principles and discuss mitigation strategies with your commander or supervisor. (Source: Secretary of the Air Force Michael Donley and Air Force Chief of Staff Gen. Norton Schwartz).
Beware of and monitor fatigue levels of your personnel.
Educate your personnel to recognize fatigue's "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.)
Educate your personnel to travel with a companion and switch driving tasks when you get sleepy, make frequent rest stops, and use caffeine strategically, but not in lieu of rest.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Incorporate mentorship at every level.
Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

Work long hours

Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Ensure personnel and mission readiness are not weakened by an over-emphasis on collateral duties/tasks
Periodically review collateral duties to ensure fair and equitable distributions of workloads. Don't overburden (punish) the unit's hardest working and most effective personnel while allowing (rewarding) non-performers with lighter workloads.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Ensure work shifts are adequately manned for workloads (e.g., night check often has more demands with less people than day shift).
Encourage personnel to live near their place of work. Long work days combined with excessive commutes leads to fatigued workers and drivers.
For mission-critical events, always schedule a standby crew to eliminate fatigue/crew rest issues associated with the inevitable operational or equipment delays.
Avoid recalls/holdovers of night check personnel for non-mission critical tasks (e.g., awards ceremonies, inspections, musters, etc.) to avoid driving fatigued.
Beware of and monitor fatigue levels of your personnel.
Educate your personnel to recognize fatigue's "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.)
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

Fail to get adequate rest

Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Ensure personnel and mission readiness are not weakened by an over-emphasis on collateral duties/tasks
Periodically review collateral duties to ensure fair and equitable distributions of workloads. Don't overburden (punish) the unit's hardest working and most effective personnel while allowing (rewarding) non-performers with lighter workloads.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Ensure work shifts are adequately manned for workloads (e.g., night check often has more demands with less people than day shift).
Encourage personnel to live near their place of work. Long work days combined with excessive commutes leads to fatigued workers and drivers.
Avoid recalls/holdovers of night check personnel for non-mission critical tasks (e.g., awards ceremonies, inspections, musters, etc.) to avoid driving fatigued.
Beware of and monitor fatigue levels of your personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Educate your personnel to recognize fatigue's "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.)
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

Over exercise

Beware of and monitor fatigue levels of your personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Integrate the ORM process into identifying/managing high risk personnel.
Recognize fatigue "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding)
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

Excessive speed

Plan accordingly for potential delays.
Establish, communicate (make visible), and enforce performance standards in your command.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly providing intervention strategies for) at-risk personnel.
Integrate the ORM process into identifying/managing high risk personnel.
Monitor aggressive personnel who think rules aren't necessary.
Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

Loss of vehicle control

Promptly notify personnel of impending hazardous weather conditions to reduce commuting mishaps.
Do not text and drive. Hazards are too easily missed, vehicle control is hindered, and reaction time is severely impaired.
Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels.
Beware of and monitor fatigue levels of your personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly providing intervention strategies for) at-risk personnel.
Integrate the ORM process into identifying/managing high risk personnel.
Monitor aggressive personnel who think rules aren't necessary.
Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

Failure to use a seatbelt

Leaders set the example.
Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels.
COs/Safety Officers should conduct periodic seatbelt and cell phone checks of personnel arriving/departing unit parking areas to emphasize commands' commitment to standards and safety of personnel.
Establish, communicate (make visible), and enforce performance standards in your command.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Integrate the ORM process into identifying/managing high risk personnel.
Monitor aggressive personnel who think rules aren't necessary.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the "Summary of Vehicle Occupant Protection Laws" Ninth Edition, dated April 2011 at http://www.nhtsa.gov/staticfiles/nti/pdf/811458.pdf
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

Excessive alcohol consumption

Advise all personnel to have a plan (e.g., designated driver, taxi numbers, bus schedule, etc.) before a night on the town.
Food and coffee do not remove the effects of alcohol . . . you just become a more alert drunk. Have medical, law enforcement, or safety reps clear the confusion.
Eliminate alcohol at unit functions. It sends a mixed message on Drinking and Driving program efforts.
Offer incentives for DUI incident reduction (e.g., time off for three months without a DUI incident).
Punish the individual, not the command, for DUI offences.
An "in-house tipsy taxi program", comprised of volunteer drivers from within the unit, provides an alternative transportation option to reduce DUIs.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Establish, communicate (make visible), and enforce performance standards in your command.
Incorporate mentorship at every level.
Integrate the ORM process into identifying/managing high risk personnel.
Monitor aggressive personnel who think rules aren't necessary.
Officers and SNCOs set the standard for alcohol use at home and deployed.
Review personnel jackets for drug/alcohol histories.
Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Review the National Highway Traffic Safety Administration AADD and Designated Driver resources at https://www.nhtsa.gov/campaign/drive-sober
Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the AAA Foundation for Traffic Safety research reports (and Newsroom presentations) at https://aaafoundation.org/research/
Review the BUPERS Designated Driver page at https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx.
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

Failure to yield right of way

Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

Tailgating

Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

Running a red traffic light

Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Beware of and monitor fatigue levels of your personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

Accelerating through a yellow traffic light

Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Beware of and monitor fatigue levels of your personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

Rolling through a stop sign

Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Beware of and monitor fatigue levels of your personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

Making an illegal U-turn

Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

Allowing a passenger in the front seat to not wear a seatbelt

Leaders set the example.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Be aware of improper perceptions by your personnel.
Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

Allowing a passenger in the back seat to not wear a seatbelt

Leaders set the example.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Be aware of improper perceptions by your personnel.
Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

Using a cell phone while driving

Despite laws/regulations, personnel continue to use cell phones. Emphasize the benefits of calling before driving, using a hands-free device, or asking passengers take important calls.
Do not text and drive. Hazards are too easily missed, vehicle control is hindered, and reaction time is severely impaired.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
COs/Safety Officers should conduct periodic seatbelt and cell phone checks of personnel arriving/departing unit parking areas to emphasize commands' commitment to standards and safety of personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Establish, communicate (make visible), and enforce performance standards in your command.
Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the AAA Foundation for Traffic Safety research reports (and Newsroom presentations) at https://aaafoundation.org/research/
Texting while driving video -- https://www.youtube.com/watch?v=rClJW9gnchc
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

Wearing ear phones

Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

Driving fatigued

Educate your personnel to recognize fatigue's "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.)
Evaluate the hazards in your travel plans (fatigue, weather, pressing to get to your destination), then use sound risk management principles and discuss mitigation strategies with your commander or supervisor. (Source: Secretary of the Air Force Michael Donley and Air Force Chief of Staff Gen. Norton Schwartz).
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Ensure scheduling provides adequate time for rest and adjustments in circadian rhythms.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Encourage personnel to live near their place of work. Long work days combined with excessive commutes leads to fatigued workers and drivers.
Avoid recalls/holdovers of night check personnel for non-mission critical tasks (e.g., awards ceremonies, inspections, musters, etc.) to avoid driving fatigued.
Beware of and monitor fatigue levels of your personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the AAA Foundation for Traffic Safety research reports (and Newsroom presentations) at https://aaafoundation.org/research/
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

Driving while distracted (reading a map, eating, loud music, etc.)

Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the AAA Foundation for Traffic Safety research reports (and Newsroom presentations) at https://aaafoundation.org/research/
Texting while driving video -- https://www.youtube.com/watch?v=rClJW9gnchc
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

Driving while angry/upset/depressed/ill/etc.

Integrate the ORM process into identifying/managing high risk personnel.
Be aware of improper perceptions by your personnel.
Beware of and monitor fatigue levels of your personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure your unit has an effective sponsorship program.
Incorporate mentorship at every level.
Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the AAA Foundation for Traffic Safety research reports (and Newsroom presentations) at https://aaafoundation.org/research/
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

Road rage (anger at other drivers)

Integrate the ORM process into identifying/managing high risk personnel.
Beware of and monitor fatigue levels of your personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly providing intervention strategies for) at-risk personnel.
Monitor aggressive personnel who think rules aren't necessary.
Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the AAA Foundation for Traffic Safety research reports (and Newsroom presentations) at https://aaafoundation.org/research/
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

Failure to take road conditions into account

Check for road closures, detours, alternate routes, etc.
Plan accordingly for potential delays.
Evaluate the hazards in your travel plans (fatigue, weather, pressing to get to your destination), then use sound risk management principles and discuss mitigation strategies with your commander or supervisor. (Source: Secretary of the Air Force Michael Donley and Air Force Chief of Staff Gen. Norton Schwartz).
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

Failure to take weather conditions into account

Check for road closures, detours, alternate routes, etc.
Plan accordingly for potential delays.
Promptly notify personnel of impending hazardous weather conditions to reduce commuting mishaps.
Evaluate the hazards in your travel plans (fatigue, weather, pressing to get to your destination), then use sound risk management principles and discuss mitigation strategies with your commander or supervisor. (Source: Secretary of the Air Force Michael Donley and Air Force Chief of Staff Gen. Norton Schwartz).
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

Failure to wear prescription glasses

Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

Failure to use turn signals (including lane changes)

Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

Failure to make adequate rest stops on long trips

Educate your personnel to recognize fatigue's "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.)
Evaluate the hazards in your travel plans (fatigue, weather, pressing to get to your destination), then use sound risk management principles and discuss mitigation strategies with your commander or supervisor. (Source: Secretary of the Air Force Michael Donley and Air Force Chief of Staff Gen. Norton Schwartz).
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the list/matrix of relevant Issue Papers on this website.

MTRCYCL

How often do your unit leaders show support for the motorcycle safety program?

Programs that are supportive of motorcyclists (e.g., clubs, track days, group rides, and specialized courses) will bring your motorcyclists “out of hiding” and improve operator safety.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Have motorcyclists share incident and accident stories during training and club meetings. This form of discussion promotes mentorship, camaraderie, and risk management to avoid similar events.
Concentrate your motorcycle safety program efforts on new and inexperienced riders who have never had accidents because they are more likely to take risks.
Learn your motorcyclists’ habits, concerns, and equipment shortfalls through active mentorship.
Personnel often want to be more involved and/or become mentors. These personnel are a “solution” to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Direct more command attention at those who do right than those who do wrong.
Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels.
All motorcyclists are NOT the same. Older, more experienced touring motorcycle riders have significantly different habits and risks than young, inexperienced sport bike or dirt bike riders. Tailor motorcycle training and safety programs accordingly.
Communication/Marketing of base motorcycle programs is essential. Many motorcyclists are unaware of courses, mentorship programs, regulations, etc.
Work with base safety to improve courses and offer your most experienced riders as mentors/instructors.
Base motorcycle courses are often insufficiently held or overbooked. Allow your riders to attend when they obtain a quota.
Schedule course quotas for your personnel and/or arrange special classes with the base to ensure all of your riders are trained.
Less threats for those who haven't taken the basic rider's course, more positive influence to take them on their own.
Encourage prospective motorcyclists to take the base courses BEFORE purchasing a motorcycle. They will be a safer rider from the moment they leave the showroom (or they may even forego the purchase altogether based upon their course experience).
Have an actual motorcycle rider (preferably senior) be in charge of the program.
Use command sponsored group rides as an opportunity to inspect motorcycles (e.g., lights, tire tread, loose chains).
Group rides, though beneficial for morale, may increase the risk of injury/accident to motorcyclists riding in close proximity to each other. Use ORM to evaluate the benefits and risks associated with the skill level of your riders.
Carefully plan group rides to prevent excessive separations at traffic lights. Trailing riders often speed to catch up with group, greatly increasing their risk.
Have unit or base safety rep follow behind group rides with duty truck to act as a safety observer, carry a first aid kit, and assist motorcyclists with any equipment failures.
Expert stunt shows, etc. are a mixed blessing. Without a strong message, they may encourage rather than discourage risk-taking behavior.
Have a guest speaker with a severe motorcycle accident story, preferably one in which PPE saved their life.
Encourage Navy Exchange/PX/local stores to offer high quality/low cost PPE.
Ensure riders have recent first aid training.
Invite contractors and government civilians to attend unit motorcycle activities.
Add a training segment for unit automobile drivers on motorcycle visibility, separation distances, and safely sharing the road.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org/
Review the National Highway Traffic Safety Administration motorcycle resources at http://www.nhtsa.dot.gov/portal/site/nhtsa/menuitem.d7975d55e8abbe089ca8e410dba046a0/

MTRCYCL

How often have your unit leaders assisted you in identifying/reducing risks associated with your motorcycle?

Learn your motorcyclists’ habits, concerns, and equipment shortfalls through active mentorship.
Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Personnel often want to be more involved and/or become mentors. These personnel are a “solution” to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Don’t be the “Safety Guy.” Motivate and inspire peers towards safer habits through example and timely information, not inspections and policing of individual actions.
Communication/Marketing of base motorcycle programs is essential. Many motorcyclists are unaware of courses, mentorship programs, regulations, etc.
Base motorcycle courses are often insufficiently held or overbooked. Allow your riders to attend when they obtain a quota.
Schedule course quotas for your personnel and/or arrange special classes with the base to ensure all of your riders are trained.
Less threats for those who haven't taken the basic rider's course, more positive influence to take them on their own.
Encourage prospective motorcyclists to take the base courses BEFORE purchasing a motorcycle. They will be a safer rider from the moment they leave the showroom (or they may even forego the purchase altogether based upon their course experience).
Assist “motorcycle-only” owners in finding car pools/alternative transportation during inclement weather.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org/
Review the National Highway Traffic Safety Administration motorcycle resources at http://www.nhtsa.dot.gov/portal/site/nhtsa/menuitem.d7975d55e8abbe089ca8e410dba046a0/

MTRCYCL

How often do you wear your helmet off base when riding your motorcycle?

Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Have a guest speaker with a severe motorcycle accident story, preferably one in which PPE saved their life.
Have motorcyclists share incident and accident stories during training and club meetings. This form of discussion promotes mentorship, camaraderie, and risk management to avoid similar events.
Learn your motorcyclists’ habits, concerns, and equipment shortfalls through active mentorship.
Be aware of improper perceptions by your personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Incorporate mentorship at every level.
Integrate the ORM process into identifying/managing high risk personnel.
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org/
Review the National Highway Traffic Safety Administration motorcycle resources at http://www.nhtsa.dot.gov/portal/site/nhtsa/menuitem.d7975d55e8abbe089ca8e410dba046a0/

MTRCYCL

How often do you require passengers on your motorcycle to wear a helmet?

Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Have a guest speaker with a severe motorcycle accident story, preferably one in which PPE saved their life.
Have motorcyclists share incident and accident stories during training and club meetings. This form of discussion promotes mentorship, camaraderie, and risk management to avoid similar events.
Learn your motorcyclists’ habits, concerns, and equipment shortfalls through active mentorship.
Be aware of improper perceptions by your personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Incorporate mentorship at every level.
Integrate the ORM process into identifying/managing high risk personnel.
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org/
Review the National Highway Traffic Safety Administration motorcycle resources at http://www.nhtsa.dot.gov/portal/site/nhtsa/menuitem.d7975d55e8abbe089ca8e410dba046a0/

MTRCYCL

How often do you wear other Personal Protective Equipment when riding your motorcycle off base (jacket, riding pants, boots, etc.)?

Have a guest speaker with a severe motorcycle accident story, preferably one in which PPE saved their life.
Learn your motorcyclists’ habits, concerns, and equipment shortfalls through active mentorship.
Encourage Navy Exchange/PX/local stores to offer high quality/low cost PPE.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Have motorcyclists share incident and accident stories during training and club meetings. This form of discussion promotes mentorship, camaraderie, and risk management to avoid similar events.
Be aware of improper perceptions by your personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Incorporate mentorship at every level.
Integrate the ORM process into identifying/managing high risk personnel.
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org/
Review the National Highway Traffic Safety Administration motorcycle resources at http://www.nhtsa.dot.gov/portal/site/nhtsa/menuitem.d7975d55e8abbe089ca8e410dba046a0/

MTRCYCL

How often do you require passengers on your motorcycle to wear Personal Protective Equipment?

Have a guest speaker with a severe motorcycle accident story, preferably one in which PPE saved their life.
Learn your motorcyclists’ habits, concerns, and equipment shortfalls through active mentorship.
Encourage Navy Exchange/PX/local stores to offer high quality/low cost PPE.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Have motorcyclists share incident and accident stories during training and club meetings. This form of discussion promotes mentorship, camaraderie, and risk management to avoid similar events.
Be aware of improper perceptions by your personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Incorporate mentorship at every level.
Integrate the ORM process into identifying/managing high risk personnel.
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org/
Review the National Highway Traffic Safety Administration motorcycle resources at http://www.nhtsa.dot.gov/portal/site/nhtsa/menuitem.d7975d55e8abbe089ca8e410dba046a0/

MTRCYCL

How often do you operate your motorcycle in inclement weather (e.g., rain, sleet, snow, fog, etc.)?

Assist “motorcycle-only” owners in finding car pools/alternative transportation during inclement weather.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Have motorcyclists share incident and accident stories during training and club meetings. This form of discussion promotes mentorship, camaraderie, and risk management to avoid similar events.
Beware of and monitor fatigue levels of your personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Integrate the ORM process into identifying/managing high risk personnel.
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org/
Review the National Highway Traffic Safety Administration motorcycle resources at http://www.nhtsa.dot.gov/portal/site/nhtsa/menuitem.d7975d55e8abbe089ca8e410dba046a0/

MTRCYCL

How often do you check T-CLOCS (tire pressure, controls, lights, oil, chassis/chain, and stand) before you ride your motorcycle?

Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Concentrate your motorcycle safety program efforts on new and inexperienced riders who have never had accidents because they are more likely to take risks.
Learn your motorcyclists’ habits, concerns, and equipment shortfalls through active mentorship.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use command sponsored group rides as an opportunity to inspect motorcycles (e.g., lights, tire tread, loose chains).
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org/
Review the National Highway Traffic Safety Administration motorcycle resources at http://www.nhtsa.dot.gov/portal/site/nhtsa/menuitem.d7975d55e8abbe089ca8e410dba046a0/

MTRCYCL

How often do you use portable music players when operating your motorcycle?

Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Have motorcyclists share incident and accident stories during training and club meetings. This form of discussion promotes mentorship, camaraderie, and risk management to avoid similar events.
Learn your motorcyclists’ habits, concerns, and equipment shortfalls through active mentorship.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Integrate the ORM process into identifying/managing high risk personnel.
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org/
Review the National Highway Traffic Safety Administration motorcycle resources at http://www.nhtsa.dot.gov/portal/site/nhtsa/menuitem.d7975d55e8abbe089ca8e410dba046a0/

MTRCYCL

How often do you use a cell phone when operating your motorcycle?

Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Have motorcyclists share incident and accident stories during training and club meetings. This form of discussion promotes mentorship, camaraderie, and risk management to avoid similar events.
Learn your motorcyclists’ habits, concerns, and equipment shortfalls through active mentorship.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Integrate the ORM process into identifying/managing high risk personnel.
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org/
Review the National Highway Traffic Safety Administration motorcycle resources at http://www.nhtsa.dot.gov/portal/site/nhtsa/menuitem.d7975d55e8abbe089ca8e410dba046a0/

MTRCYCL

How often do you drive greater than 10 mph faster than the flow of traffic when operating your motorcycle?

Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Have motorcyclists share incident and accident stories during training and club meetings. This form of discussion promotes mentorship, camaraderie, and risk management to avoid similar events.
Learn your motorcyclists’ habits, concerns, and equipment shortfalls through active mentorship.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Integrate the ORM process into identifying/managing high risk personnel.
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org/
Review the National Highway Traffic Safety Administration motorcycle resources at http://www.nhtsa.dot.gov/portal/site/nhtsa/menuitem.d7975d55e8abbe089ca8e410dba046a0/

MTRCYCL

How often does peer pressure influence you to take unnecessary risks when operating your motorcycle (e.g., speeding, a wheelie, no hands, no helmet, etc.)?

Expert stunt shows, etc. are a mixed blessing. Without a strong message, they may encourage rather than discourage risk-taking behavior.
Personnel often want to be more involved and/or become mentors. These personnel are a “solution” to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Have motorcyclists share incident and accident stories during training and club meetings. This form of discussion promotes mentorship, camaraderie, and risk management to avoid similar events.
Learn your motorcyclists’ habits, concerns, and equipment shortfalls through active mentorship.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Integrate the ORM process into identifying/managing high risk personnel.
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org/
Review the National Highway Traffic Safety Administration motorcycle resources at http://www.nhtsa.dot.gov/portal/site/nhtsa/menuitem.d7975d55e8abbe089ca8e410dba046a0/

MTRCYCL

How often do you operate your motorcycle within one hour of consuming alcohol?

I reissued all new Arrive Alive cards and held a formation for every Marine to hold up and show - to include myself. The message was that is non-attribution to use and enables me to help the Marine vice being forced into a purely reactive situation if something bad happens. We are trying to create a sense of family where every Marine looks out for the safety of their brother.
We implemented a program for free rides with a duty vehicle. Too many Marines are at risk of drinking and driving.
Advise all personnel to have a plan (e.g., designated driver, taxi numbers, bus schedule, etc.) before a night on the town.
Food and coffee do not remove the effects of alcohol . . . you just become a more alert drunk. Have medical, law enforcement, or safety reps clear the confusion.
Eliminate alcohol at unit functions. It sends a mixed message on Drinking and Driving program efforts.
Offer incentives for DUI incident reduction (e.g., time off for three months without a DUI incident).
As the CO, I talk about DUI awareness more. After the survey, I shared some key statistics with our unit, openly clarified a policy change that occurred over the course of several DUIs...and had our DUI Marines share some of their stories. I honestly believe that DUIs occur mostly because many are unsure about how bad (intoxicated) they are...and we can't stop talking about how the decision to not drive under the influence must occur before the drinking.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Have motorcyclists share incident and accident stories during training and club meetings. This form of discussion promotes mentorship, camaraderie, and risk management to avoid similar events.
Learn your motorcyclists’ habits, concerns, and equipment shortfalls through active mentorship.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Integrate the ORM process into identifying/managing high risk personnel.
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org/
Review the National Highway Traffic Safety Administration motorcycle resources at http://www.nhtsa.dot.gov/portal/site/nhtsa/menuitem.d7975d55e8abbe089ca8e410dba046a0/

MTRCYCL

How often do you carry a first aid kit on your motorcycle?

Purchase a unit first aid kit that can be carried in a motorcycle saddle bag during group rides.
Have unit or base safety rep follow behind group rides with duty truck to act as a safety observer, carry a first aid kit, and assist motorcyclists with any equipment failures.
Ensure riders have recent first aid training.
Have a guest speaker with a severe motorcycle accident story, preferably one in which PPE saved their life.
Encourage Navy Exchange/PX/local stores to offer high quality/low cost PPE.
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org/
Review the National Highway Traffic Safety Administration motorcycle resources at http://www.nhtsa.dot.gov/portal/site/nhtsa/menuitem.d7975d55e8abbe089ca8e410dba046a0/

ATC

My facility adequately trains our personnel to safely conduct their jobs.

Hard schedule training.
Ensure that scheduled training is provided per the weekly training schedule, or rescheduled immediately if events require a slide.
Officers/Senior enlisted leadership personally monitor training sessions to ensure quality.
Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Develop a weekly qualification tracker to maximize training and eliminate "gun decking."
Conduct a complete review of each qualification to ensure there are no immediate shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Do not push personnel beyond their own perception of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks.
Invest the time (in training) now. It'll cost you, but less than later.
Review the list/matrix of relevant Issue Papers on this website.

ATC

My facility provides recognition of individuals for exceptional safety acts.

Ensure your facility has an effective safety awards program.
Ensure safety recognition programs (e.g., safety pro, individual/group actions/etc.) are utilized and advertised.
We have invigorated our internal safety award process and we are much more attuned to giving individuals time off from work when we can afford it.
Reinvigorated the safety award process to "catch personnel in the act of using solid ORM."
Direct more command attention at those who do right than those who do wrong.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Publish a Safety Gram with recognition for personnel accomplishments/acts.
Submit a hometown news release and/or letter to family for significant safety acts.
Recognize a Safety Pro of the Month with a parking spot as a reward.
Recognize government civilian and contract employee safety achievements, if warranted.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Ensure your facility has a safety climate that encourages reporting safety issues.
Review the list/matrix of relevant Issue Papers on this website.

ATC

Standards in my facility are clearly defined.

Challenge established SOPs to ensure they are current and still relevant.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Establish, communicate (make visible), and enforce performance standards in your facility.
Review the list/matrix of relevant Issue Papers on this website.

ATC

Standards in my facility are enforced.

The CO should enforce a "by the book" philosophy.
Establish, communicate (make visible), and enforce performance standards in your facility.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fail
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Involve the officers and senior enlisted leadership on appropriate issues.
Monitor aggressive personnel who think rules aren't necessary.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Review the list/matrix of relevant Issue Papers on this website.

ATC

Only personnel with appropriate experience/skills earn qualifications in my facility.

Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Conduct a complete review of each qualification to ensure there are no immediate shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Develop a weekly qualification tracker to maximize training and eliminate "gun decking."
Establish, communicate (make visible), and enforce performance standards in your facility.
Set the bar extremely high. Personnel only reach as high as the stated goals.
Officers/Senior enlisted leadership personally monitors training sessions to ensure quality.
Monitor turnover in personnel; conduct six-month forecast/track personnel moves.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Review the list/matrix of relevant Issue Papers on this website.

ATC

Anyone breaking SOPs or safety rules is swiftly corrected.

Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fail.
Establish, communicate (make visible), and enforce performance standards in your facility.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Monitor aggressive personnel who think rules aren't necessary.
Monitor supervisors who think it's okay to cut corners.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Review the list/matrix of relevant Issue Papers on this website.

ATC

Facility members, from the top down, incorporate risk management into daily activities.

Integrate the ORM process into planning and executing operations.
Train personnel to properly use ORM for their high-risk activities.
Ensure members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Request ORM training from higher headquarters (e.g., Naval Safety Command).
Use real life, practical examples of CRM and ORM for training, vice repetitive overviews of the seven skills and ORM steps. The goal is safe operations, not memorization.
We reinvigorated the safety award process to "catch personnel in the act of using solid ORM and CRM.
Do not push personnel beyond their own perception of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks.
Challenge the Chiefs/SNCOs to be more proactive with subordinates and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the mid-grade enlisted level by empowering them to make decisions regarding safety practices.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the facility.
Are ORM Worksheets in your command being "gamed" by personnel to keep go/no-go decisions at their level?
Review the list/matrix of relevant Issue Papers on this website.

ATC

Effective communication exists within my facility.

Establish/update an in-house calendar to track future events and post relevant information.
Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
Engage the khaki leadership and share information from the survey. Discuss command culture, communication, and standardization required to sustain long term goals so that leaders speak with one voice.
Having an open door policy on safety related issues has greatly improved communication within the unit.
More frequent Captain's Calls to ensure the CO is personally getting the word to all personnel.
Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
All organizations have communication challenges. Find solutions for the bottlenecks and shortfalls.
Communication is key across all pay grades. Ensure it happens.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Do not allow poor communication due to too much reliance on one-way emails.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Provide a "state of the facility" address. It will help you find out where you are and communicate it to your subordinates.
Discuss survey results and interventions with personnel to develop optimal solutions and increase survey process "buy in."
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Ensure intervention options are clearly communicated.
Review the list/matrix of relevant Issue Papers on this website.

ATC

My facility keeps me well informed regarding important safety information.

Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication.
Maintain relevant hazard reports, notices, etc. in coffee break areas to increase awareness/discussion.
Increase emphasis on aviation and ground safety at formations/quarters.
Encourage safety reps to use every morning meeting and evening pass down to address trends and "stay on message."
Don't beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
Reach out to counterparts in similar facilities for lessons learned and common concerns.
Ensure intervention options are clearly communicated.
Ensure your safety representatives are visible members of your command.
Routinely encourage your subordinate leaders to work with your safety representatives.
Review the list/matrix of relevant Issue Papers on this website.

ATC

My facility makes good use of special staff (e.g., legal, chaplain, family services, etc.) to help manage high-risk personnel.

Use special staff (e.g., chaplain, medical, etc.) to monitor your facility's "health" (e.g., morale and motivation).
Review personnel jackets for drug/alcohol histories.
Ensure your Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk personnel.
Integrate the ORM process into identifying/managing high risk personnel.
Monitor aggressive personnel who think rules aren't necessary.
Ensure your supervisors are leading at their level.
Involve the officers and Chiefs/SNCOs on appropriate issues.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Ensure your safety representative is a visible member of your command.
Routinely encourage your subordinate leaders to work with your safety representative.
Review the list/matrix of relevant Issue Papers on this website.

ATC

Safety decisions are made at the proper levels by the most qualified personnel.

Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Challenge the Chiefs/SNCOs to be more proactive with subordinates and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the mid-grade enlisted level by empowering them to make decisions regarding safety practices.
Integrate the ORM process into planning and executing operations.
Ensure members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Routinely encourage your subordinate leaders to work with your safety representatives.
Ensure your facility has a safety climate that encourages reporting safety issues.
Involve the officers and senior enlisted leadership on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

ATC

Airfield vehicle operators maintain communications with our facility at all times while operating on designated movement areas of the airfield.

Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the facility.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
Review the list/matrix of relevant Issue Papers on this website.

ATC

ATC logs and records are accurately maintained.

Establish, communicate (make visible), and enforce performance standards in your facility.
Leadership should establish organizational priorities (at all levels) and live by them.
COs /Supervisors at all levels must periodically reinforce emphasis on procedures.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Review the list/matrix of relevant Issue Papers on this website.

ATC

ATC simulators are regularly used at my facility to maintain proficiency.

Leadership should establish organizational priorities (at all levels) and live by them.
Beware of an environment where "work-arounds" are "the way we do things here."
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Implement a formal training plan.
Be aware of the consequences of training with fewer resources.
Monitor turnover in personnel.
Review the OPTEMPO of your facility and its effect on safety and performance.
Review the list/matrix of relevant Issue Papers on this website.

ATC

Our Human Factors Councils have been successful identifying personnel who pose a risk to safety.

Ensure your Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Bolster safety councils by having more ranks represented.
Include junior personnel in Human Factors Councils. They will provide additional perspectives on climate issues, while learning that the Human Factors Council/Board process is a helpful and proactive safety tool (vice a means of punishment).
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.)
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Review personnel jackets for drug/alcohol histories.
Increase the number of Human Factors Councils (HFCs) completed on deployed detachments.
Monitor aggressive aircrew who think rules aren't necessary.
Be aware of improper perceptions by your personnel.
Beware of and monitor fatigue levels of your personnel.
Integrate the ORM process into identifying/managing high risk personnel.
Review the list/matrix of relevant Issue Papers on this website.

ATC

My facility temporarily restricts controllers from performing ATC services who are under high personal stress.

Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Ensure personnel and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
Use special staff (e.g., chaplain, medical, etc.) to monitor your facility's "health" (e.g., morale and motivation).
Involve the officers and senior enlisted leadership on appropriate issues.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Ensure your Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk controllers.
Review the list/matrix of relevant Issue Papers on this website.

ATC

Equipment trouble call status is obtained at the beginning/close of each shift.

Focus renewed attention on shift turnover.
Adjust schedules to permit more of an overlap to get better pass downs.
All organizations have communication challenges. Find solutions for the bottlenecks and shortfalls.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the facility.
Communication is key across all pay grades. Ensure it happens.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Review the list/matrix of relevant Issue Papers on this website.

ATC

My facility effectively communicates pertinent information during watch changes.

Focus renewed attention on watch turnover.
We adjusted our schedules to permit more of an overlap to get better pass downs.
Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
All organizations have communication challenges. Find solutions for the bottlenecks and shortfalls.
Communication is key across all pay grades. Ensure it happens.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
Review the list/matrix of relevant Issue Papers on this website.

ATC

My facility receives timely notification of flight operations (e.g., upcoming, add-on, high tempo, etc.).

Have Ops brief the weekly plan to ensure that controllers are provided adequate notification of events.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
All organizations have communication challenges. Find solutions for the bottlenecks and shortfalls.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
Do not allow poor communication due to too much reliance on one-way emails.
Review the list/matrix of relevant Issue Papers on this website.

ATC

My facility has a reputation for high-quality performance.

Outstanding command leadership teams are "brilliant on the basics."
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Focus on what you are doing correctly.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
Reach out to counterparts in similar facilities for lessons learned and common concerns.
Establish, communicate (make visible), and enforce performance standards in your facility.
Set the bar extremely high. Personnel only reach as high as the command's stated goals.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Review the list/matrix of relevant Issue Papers on this website.

ATC

Violations of SOPs and safety rules are rare in my facility.

Challenge established SOPs to ensure they are current and still relevant.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Leaders set the example.
Establish, communicate (make visible), and enforce performance standards in your facility.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Monitor supervisors who think it's okay to cut corners.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Direct more command attention at those who do right than those who do wrong.
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the facility.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Review the list/matrix of relevant Issue Papers on this website.

ATC

Adverse incidents are reported within my facility.

There is nothing new under the sun. Seek assistance from those who are familiar with similar situations (e.g., higher headquarters, peers, Safety Center, base services, etc.) instead of wasting time and effort creating "new" solutions.
Trust, built through human contact/engagement, is the fundamental building block of our command and control structure and our ability to achieve mission success.
Without trust, we cannot delegate authority. Without authority, we cannot fulfill our responsibilities. Without the delegation of authority, we cannot operate as a Navy.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Implement a policy letter that encourages the reporting of safety issues.
Ensure your facility has a safety culture that encourages reporting safety issues.
Ensure your facility solicits and values honest feedback.
Involve the officers and senior enlisted leadership on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

ATC

Training is rarely postponed/cancelled in my facility.

Hard schedule training.
Ensure that scheduled training is provided per the weekly training schedule, or rescheduled immediately if events require a slide.
Leadership should establish organizational priorities (at all levels) and live by them.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Officers/Senior enlisted leadership personally monitor training sessions to ensure quality.
Invest the time (in training) now. It'll cost you, but less than later.
Review the list/matrix of relevant Issue Papers on this website.

ATC

Individuals in my facility are comfortable reporting safety violations, unsafe behaviors, or hazardous conditions.

Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
Direct more command attention at those who do right than those who do wrong.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Publish a Safety Gram with recognition for personnel accomplishments/acts.
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Be aware of improper perceptions by your personnel.
Ensure your safety representatives are visible members of your command.
Routinely encourage your subordinate leaders to work with your safety representatives.
A strong "Anymouse" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Ensure your facility has an effective safety awards program.
Ensure your facility has a safety climate that encourages reporting safety issues.
Review the list/matrix of relevant Issue Papers on this website.

ATC

Facility members avoid cutting corners to accomplish their job/mission.

The CO frequently reinforces the fact that cutting corners is not tolerated in this organization. The CO ensures department heads and senior supervisory personnel understand that this is the only acceptable policy.
Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Beware of an environment where "work-arounds" are "the way we do things here."
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Monitor supervisors who think it's okay to cut corners.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Beware of and monitor fatigue levels of your personnel.
Monitor and be aware of perceived mission creep.
Establish, communicate (make visible), and enforce performance standards in your facility.
Involve the officers and senior enlisted leadership on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

ATC

Morale in my facility is high.

Safety climate survey results revealed that morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Institute morale building incentives like "shop/platoon/company of the month."
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
Assign teams/tasks across departmental boundaries to reduce departmental rivalries and build camaraderie.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Plan ahead and share plans/timelines with personnel to improve productivity and morale
Focus on what you are doing correctly.
COs who prioritize the betterment of their command over the betterment of their careers have the most "operationally excellent" organizations.
Incorporate mentorship at every level.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Review the list/matrix of relevant Issue Papers on this website.

ATC

In my facility, conflicts between individuals rarely degrade performance.

Leaders set the example.
Leaders/Supervisors resolve conflicts before they degrade organizational performance.
Establish, communicate (make visible), and enforce performance standards in your facility.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Involve the officers and senior enlisted leadership on appropriate issues.
Ensure that the balance between mission accomplishment and members' personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Review the list/matrix of relevant Issue Papers on this website.

ATC

Standard control phraseology is adhered to by all controllers at my facility at all times.

Outstanding command leadership teams are "brilliant on the basics."
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the facility.
The CO should enforce a "by the book" philosophy.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Establish, communicate (make visible), and enforce performance standards in your facility.
Hard schedule training.
Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Review the list/matrix of relevant Issue Papers on this website.

ATC

Unprofessional behavior in my facility is not tolerated.

The CO should enforce a "by the book" philosophy.
Establish, communicate (make visible), and enforce performance standards in your facility.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Outstanding command leadership teams are "brilliant on the basics."
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Review the list/matrix of relevant Issue Papers on this website.

ATC

My facility has a good working relationship with other facilities on our base (e.g., Fire Dept, Airfield Management, Security, Fuels, T-Line, etc.).

Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Assign teams/tasks across organizational boundaries to reduce rivalries and build camaraderie.
Communication is key across all pay grades. Ensure it happens.
Do not allow poor communication due to too much reliance on one-way emails.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Be aware of improper perceptions by your personnel.
Leaders set the example.
Outstanding command leadership teams are "brilliant on the basics."
Direct more command attention at those who do right than those who do wrong.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Involve the officers and CPOs/SNCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

ATC

My facility has a good working relationship with adjacent facilities (e.g., ARTCC, Approach, Commercial/Civil Airfields, etc.).

Plan ahead and share plans/timelines with counterparts to improve productivity and morale.
Reach out to counterparts in similar organizations for lessons learned and common concerns.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Establish, communicate (make visible), and enforce performance standards in your facility.
Leadership should establish organizational priorities (at all levels) and live by them.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Involve the officers and CPOs/SNCOs on appropriate issues.
Communication is key across all pay grades. Ensure it happens.
Do not allow poor communication due to too much reliance on one-way emails.
Review the list/matrix of relevant Issue Papers on this website.

ATC

Personnel work effectively as a team in my facility.

Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Assign teams/tasks across departmental boundaries to reduce departmental rivalries and build camaraderie.
Plan ahead and share plans/timelines with personnel to improve productivity and morale
Leaders set the example.
Outstanding command leadership teams are "brilliant on the basics."
Direct more command attention at those who do right than those who do wrong.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Involve the officers and senior enlisted leadership on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

ATC

Crew rest standards are enforced in my facility.

[The CO should] Reinforce "by the book" using the book (e.g., discussing "crew rest" with the crew rest instruction in hand).
Ensure all personnel understand the crew rest requirements and command policy on any waivers.
Ensure personnel and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Encourage personnel to live near their place of work. Long work days combined with excessive commutes leads to fatigued workers and drivers.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Leaders set the example.
Tighten crew rest/crew day adherence through advanced scheduling.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Ensure scheduling provides adequate time for rest and adjustments in circadian rhythms.
For mission-critical events, always schedule a standby crew to eliminate fatigue/crew rest issues associated with the inevitable operational or equipment delays.
Monitor aggressive aircrew who think rules aren't necessary.
Review the OPTEMPO of your facility and its effect on safety and performance.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Review the list/matrix of relevant Issue Papers on this website.

ATC

Adequate time is allotted for breaks/rest during watches at my facility.

Beware of and monitor fatigue levels of your personnel.
Beware of an environment where "work-arounds" are "the way we do things here."
Review the OPTEMPO of your facility and its effect on safety and performance.
Educate your personnel to recognize fatigue "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.)
For mission-critical events, always schedule a standby crew to eliminate fatigue/crew rest issues associated with the inevitable operational or equipment delays.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Integrate the ORM process into planning and executing operations.
Review the list/matrix of relevant Issue Papers on this website.

ATC

Minimum manning is not an accepted practice after normal working hours.

Ensure work shifts are adequately manned for workloads.
Beware of an environment where "work-arounds" are "the way we do things here."
Review the OPTEMPO of your facility and its effect on safety and performance.
For mission-critical events, always schedule a standby crew to eliminate fatigue/crew rest issues associated with the inevitable operational or equipment delays.
Plan ahead and share plans/timelines with personnel to improve productivity and morale.
The CO frequently reinforces the fact that cutting corners is not tolerated in this organization. The CO ensures department heads and senior supervisory personnel understand that this is the only acceptable policy.
Monitor supervisors who think it's okay to cut corners.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Review the list/matrix of relevant Issue Papers on this website.

ATC

I am provided adequate resources (e.g., time, staffing, budget, tools, and equipment) to accomplish my job.

Many hardships are outside your unit's control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of NECs/MOSs.
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
We identified several shops that did not have adequate tools to do their job. We implemented a way for supervisors to identify tool deficiencies and were able to use end of the FY money to get them the correct tools.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Review the OPTEMPO of your facility and its effect on safety and performance.
Be aware of collateral mission creep.
Monitor turnover in personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish organizational priorities (at all levels) and live by them.
Review the list/matrix of relevant Issue Papers on this website.

ATC

Fatigue rarely degrades performance in my facility.

Beware of and monitor fatigue levels of your personnel.
Implemented new rules on shift work going to duty in order to avoid excessively tired folks driving home.
Track the days off for each person in the facility to ensure that each person receives adequate time away from work.
We created a "weekend" shift to cover weekends rather than calling in duty sections every weekend.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Educate your personnel to recognize fatigue "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.)
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Review the OPTEMPO of your facility and its effect on safety and performance.
Encourage personnel to live near their place of work. Long work days combined with excessive commutes leads to fatigued workers and drivers.
Avoid recalls/holdovers of night crew personnel for non-mission critical tasks (e.g., awards ceremonies, inspections, musters, etc.) to avoid driving fatigued.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Review the list/matrix of relevant Issue Papers on this website.

ATC

My facility has enough experienced personnel to perform its current tasks.

Many hardships are outside your facility's control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Conduct a complete review of each qualification to ensure there are no immediate shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of NECs/MOSs.
Use survey results to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to your facility.
Ensure work shifts are adequately manned for workloads (e.g., night check often has more demands with less people than day shift).
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Be aware of collateral mission creep.
Monitor turnover in personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish organizational priorities (at all levels) and live by them.
Review the OPTEMPO of your facility and its effect on safety and performance.
Review the list/matrix of relevant Issue Papers on this website.

ATC

My facility is not over-tasked.

Many hardships are outside your facility's control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
Use safety climate surveys to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to your facility.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of NECs/MOSs.
Balance the delicate issues of ops/pers tempo with mission accomplishment.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Be aware of collateral mission creep.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish organizational priorities (at all levels) and live by them.
Review the list/matrix of relevant Issue Papers on this website.

ATC

There are no airfield obstructions at my facility that adversely affect safety of operations.

Request removal of obstacles, if possible.
Limit/prohibit aircraft operations in area of obstructions.
Ensure NOTAMs are updated accordingly.
Ensure controllers communicate obstruction concerns to aircrew, as necessary.
Ensure any changes in temporary or mobile obstacles (i.e., due to construction, airfield maintenance, etc.) are adequately communicated to controllers, aircrew, and other necessary airfield personnel.
Base operations should periodically assess airfield and surrounding areas for new/removed obstacles. Construction/maintenance crews may not provide timely or accurate obstacle information.
Review the list/matrix of relevant Issue Papers on this website.

ATC

My facility has sufficient airfield traffic to maintain controller proficiency/currency.

Ask local squadrons to utilize your facility's services for both aircrew and controller training requirements. A "win-win" proficiency solution.
Leadership should establish organizational priorities (at all levels) and live by them.
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Conduct a complete review of each qualification to ensure there are no immediate shortfalls. Then, review the process for qualification to make sure you are teaching the right skills.
Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Implement a formal training plan.
Reach out to counterparts in similar facilities for lessons learned and common concerns.
Review the list/matrix of relevant Issue Papers on this website.

ATC

I have time to adequately perform all my additional duties, including non-ATC watch standing.

Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Beware of an environment where "work-arounds" are "the way we do things here."
Periodically review collateral duties to ensure fair and equitable distributions of workloads. Don't overburden (punish) the unit's hardest working and most effective personnel while allowing (rewarding) non-performers with lighter workloads.
Be aware of collateral mission creep.
Use survey results to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to your facility.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Review the list/matrix of relevant Issue Papers on this website.

ATC

Temporary Additional Duty (TAD)/Individual Augmentee (IA) deployment rates for the last year have not created problems in my facility.

We thoroughly scrub all IA nominees to ensure we do not diminish the team/crew concept, and keep the right mix of personnel on operating positions.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Conduct a complete review of each qualification to ensure there are no immediate shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of NECs/MOSs.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Use survey results to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to your facility.
Monitor turnover in personnel.
Integrate the ORM process into planning and executing operations.
Review the list/matrix of relevant Issue Papers on this website.

ATC

Leaders/Supervisors in my facility are actively engaged in the safety program.

Outstanding command leadership teams are "brilliant on the basics."
Routinely encourage your subordinate leaders to work with your safety representatives.
Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations.
Challenge the Chiefs/SNCOs to be more proactive with subordinates and ensure the importance of doing things safely is very clear to them.
Have mid-grade supervisors discuss survey results with their personnel to obtain additional clarification of issues and suggestions for interventions.
Bolster safety councils by having more ranks represented.
Get Safety Standdowns out of the classroom/auditorium. Supervisor facilitated activities, hands-on training, small group discussions, etc. may be more beneficial.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Ensure intervention options are clearly communicated.
Maximize safety program "buy-in" by quickly responding to individuals' concerns/ suggestions/ recommendations and by using group-developed solutions (e.g., by work center or "tiger team").
Leadership by Walking Around remains the #1 leadership tool as seen through the eyes of junior personnel. Is your command's leadership/supervisors staring at their computer screens or getting "out and about"?
Ensure your facility has an effective safety awards program.
Routinely conduct safety council and enlisted safety committee meetings (in accordance with applicable directives) to review SOPs and operating procedures.
Review the list/matrix of relevant Issue Papers on this website.

ATC

Leaders/Supervisors encourage reporting safety discrepancies.

The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
Trust, built through human contact/engagement, is the fundamental building block of our command and control structure and our ability to achieve mission success.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Having and open door policy on safety related issues has greatly improved communication within the unit.
Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
Ensure safety representatives are visible members of the unit.
Ensure safety recognition programs (e.g., safety pro, individual/group actions/etc.) are utilized and advertised.
Communication is key across all pay grades. Ensure it happens.
A strong "Anymouse" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Implement a policy letter that encourages the reporting of safety issues.
Ensure your facility has a safety climate that encourages reporting safety issues.
Involve the officers and senior enlisted leadership on appropriate issues.
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Review the list/matrix of relevant Issue Papers on this website.

ATC

Leaders/Supervisors in my facility prohibit cutting corners to get a job done.

Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
The CO frequently reinforces the fact that cutting corners is not tolerated in this organization. The CO ensures department heads and senior supervisory personnel understand that this is the only acceptable policy.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Involve the officers and senior enlisted leadership on appropriate issues.
Monitor supervisors who think it's okay to cut corners.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Leaders set the example.
Review the list/matrix of relevant Issue Papers on this website.

ATC

Leaders/Supervisors in my facility care about my quality of life.

Survey results show that morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
Personnel often want to be more involved and/or become mentors. These personnel are a "solution" to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Be aware of improper perceptions by your personnel.
Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Involve the officers and senior enlisted leadership on appropriate issues.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Review the list/matrix of relevant Issue Papers on this website.

ATC

Supervisors react well to unexpected changes.

Leaders set the example.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Many hardships are outside your facility's control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
Communication is key across all pay grades. Ensure it happens.
Review the OPTEMPO of your facility and its effect on safety and performance.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Be aware of seniors that are not malleable to change (for that matter, be aware of juniors, too).
Review the list/matrix of relevant Issue Papers on this website.

ATC

Branch managers are effective at promoting safety in my facility.

Outstanding command leadership teams are "brilliant on the basics."
Leaders set the example.
Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication.
Encouraging safety reps to use every morning meeting and evening pass down to address trends and "stay on message."
We have now assigned and advertised the names of safety reps. We have an active safety council that meets regularly to address safety issues.
Don't be the "Safety Guy." Motivate and inspire peers towards safer habits through example and timely information, not inspections and policing of individual actions.
Use real life, practical examples of CRM and ORM for training, vice repetitive overviews of the seven skills and ORM steps. The goal is safe operations, not memorization.
Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels.
Challenge managers/supervisors to be more proactive with their personnel and ensure the importance of doing things safely is very clear to them.
Don't beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
Reach out to counterparts in similar organizations for lessons learned and common concerns.
Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations.
Routinely encourage your subordinate leaders to work with your safety representatives.
Ensure your safety representatives are visible members of your command.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, formations, publications, etc.). Too often, vehicles to communicate are overlooked.
Ensure your facility has a safety climate that encourages reporting safety issues.
Review the list/matrix of relevant Issue Papers on this website.

ATC

Military and civilian controllers in my facility are held to the same standards of performance.

Establish, communicate (make visible), and enforce performance standards in your facility.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Outstanding command leadership teams are "brilliant on the basics."
The CO frequently reinforces the fact that cutting corners is not tolerated in this organization. The CO ensures department heads and senior supervisory personnel understand that this is the only acceptable policy.
Monitor supervisors who think it's okay to cut corners.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the facility.
Review the list/matrix of relevant Issue Papers on this website.

ATC

Branch Managers maintain an adequate presence within their respective branches.

Leadership by Walking Around remains the #1 leadership tool as seen through the eyes of junior personnel. Are your command's leadership, managers, and supervisors staring at their computer screens or getting "out and about"?
Challenge Branch Managers to be more proactive with their personnel and ensure the importance of doing things safely is very clear to them.
Outstanding command leadership teams are "brilliant on the basics."
Safety climate survey results show that morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Leaders set the example.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Personnel often want to be more involved and/or become mentors. These personnel are a "solution" to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Review the list/matrix of relevant Issue Papers on this website.

FLT MET

I am satisfied with the accuracy of the flight weather briefs (DD175-1s/Canned Route Weather) I receive.

The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
Outstanding command leadership teams are "brilliant on the basics."
Set the bar extremely high. Personnel only reach as high as the command's stated goals.
Reach out to counterparts in other Regional Hubs for lessons learned and common concerns.
Have supervisors discuss survey results within their work centers to obtain additional clarification of issues and suggestions for interventions.
Ensure intervention options are clearly communicated to appropriate personnel.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Review the list/matrix of relevant Issue Papers on this website.

FLT MET

I am satisfied with the timeliness of the flight weather briefs (DD175-1s/Canned Route Weather) I receive.

The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
Outstanding command leadership teams are "brilliant on the basics."
Set the bar extremely high. Personnel only reach as high as the command's stated goals.
Reach out to counterparts in other Regional Hubs for lessons learned and common concerns.
Have supervisors discuss survey results within their work centers to obtain additional clarification of issues and suggestions for interventions.
Ensure intervention options are clearly communicated to appropriate personnel.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Review the list/matrix of relevant Issue Papers on this website.

FLT MET

I am satisfied with the graphics of the flight weather briefs (DD175-1s/Canned Route Weather) I receive.

The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
Outstanding command leadership teams are "brilliant on the basics."
Set the bar extremely high. Personnel only reach as high as the command's stated goals.
Reach out to counterparts in other Regional Hubs for lessons learned and common concerns.
Have supervisors discuss survey results within their work centers to obtain additional clarification of issues and suggestions for interventions.
Ensure intervention options are clearly communicated to appropriate personnel.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Many hardships are outside your unit's control. Seek assistance from higher headquarters on these issues, while focusing your attention on the Regional Hub-level issues you can change.
Review the list/matrix of relevant Issue Papers on this website.

FLT MET

I am satisfied with the timeliness of the DD175-1s Extensions I receive.

The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
Outstanding command leadership teams are "brilliant on the basics."
Set the bar extremely high. Personnel only reach as high as the command's stated goals.
Reach out to counterparts in other Regional Hubs for lessons learned and common concerns.
Have supervisors discuss survey results within their work centers to obtain additional clarification of issues and suggestions for interventions.
Ensure intervention options are clearly communicated to appropriate personnel.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Review the list/matrix of relevant Issue Papers on this website.

FLT MET

I am satisfied with the timeliness of the DD175-1s Updates I receive.

The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
Outstanding command leadership teams are "brilliant on the basics."
Set the bar extremely high. Personnel only reach as high as the command's stated goals.
Reach out to counterparts in other Regional Hubs for lessons learned and common concerns.
Have supervisors discuss survey results within their work centers to obtain additional clarification of issues and suggestions for interventions.
Ensure intervention options are clearly communicated to appropriate personnel.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Review the list/matrix of relevant Issue Papers on this website.

FLT MET

Overall I am satisfied with the flight weather briefs (DD175-1s/Canned Route Weather) I receive.

The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
Outstanding command leadership teams are "brilliant on the basics."
Set the bar extremely high. Personnel only reach as high as the command's stated goals.
Focus on what you are doing correctly.
Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
Reach out to counterparts in other Regional Hubs for lessons learned and common concerns.
Have supervisors discuss survey results within their work centers to obtain additional clarification of issues and suggestions for interventions.
Ensure intervention options are clearly communicated to appropriate personnel.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Review the list/matrix of relevant Issue Papers on this website.

FLT MET

Overall I am satisfied with my experience using Flight Weather Briefer (FWB).

The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
Have supervisors discuss survey results within their work centers to obtain additional clarification of issues and suggestions for interventions.
Ensure intervention options are clearly communicated to appropriate personnel.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Many hardships are outside your unit's control. Seek assistance from higher headquarters on these issues, while focusing your attention on the Regional Hub-level issues you can change.
Review the list/matrix of relevant Issue Papers on this website.

FLT MET

I am satisfied with the competence of my regional hub/local forecaster.

The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
Establish, communicate (make visible), and enforce forecaster performance standards in your command.
Leaders set the example.
Outstanding command leadership teams are "brilliant on the basics."
Set the bar extremely high. Personnel only reach as high as the command's stated goals.
Hard schedule training.
Invest the time (in training) now. It'll cost you, but less than later.
Ensure that forecaster scheduled training is provided, or rescheduled immediately if events require a slide.
Supervisors personally monitor forecaster training sessions to ensure quality.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Ensure the forecaster qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Conduct a complete review of each qualification to ensure there are no immediate shortfalls. Then review the process for forecaster qualification to make sure you are teaching the right skills.
Incorporate mentorship at every level.
Use safety climate surveys to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to your Regional Hub.
Have supervisors discuss survey results within their work centers to obtain additional clarification of issues and suggestions for interventions.
Ensure intervention options are clearly communicated to appropriate personnel.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Monitor supervisors/forecasters who think it's okay to cut corners.
Review the list/matrix of relevant Issue Papers on this website.

FLT MET

I am satisfied with the professionalism of my regional hub/local forecaster.

The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
Establish, communicate (make visible), and enforce forecaster performance standards in your command.
Leaders set the example.
Outstanding command leadership teams are "brilliant on the basics."
Set the bar extremely high. Personnel only reach as high as the command's stated goals.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Provide recognition/incentives to forecasters for professional achievements.
Direct more command attention at those who do right than those who do wrong.
Institute morale building incentives like "forecaster of the month."
Beware of an environment where "work-arounds" are "the way we do things here."
Beware of and monitor fatigue levels of your personnel.
Ensure that the balance between mission accomplishment and members' personal life does not result in overworked and over-stressed personnel.
Incorporate mentorship at every level.
Use safety climate surveys to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to your Regional Hub.
Have supervisors discuss survey results within their work centers to obtain additional clarification of issues and suggestions for interventions.
Ensure intervention options are clearly communicated to appropriate personnel.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Monitor supervisors/forecasters who think it's okay to cut corners.
Review the list/matrix of relevant Issue Papers on this website.

FLT MET

Overall I am satisfied with my customer service experience when contacting my regional hub/local forecaster.

The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
Ensure your Regional Hub solicits and values honest feedback.
Offer a monthly "Retribution Free" discussion period for forecasters to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Leaders set the example.
Challenge established SOPs to ensure they are current and still relevant.
Outstanding command leadership teams are "brilliant on the basics."
Set the bar extremely high. Personnel only reach as high as the command's stated goals.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Conduct a complete review of each qualification to ensure there are no immediate shortfalls. Then review the process for forecaster qualification to make sure you are teaching the right skills.
Establish, communicate (make visible), and enforce forecaster performance standards in your command.
Set the bar extremely high. Personnel only reach as high as the stated goals.
Supervisors personally monitor forecaster training sessions to ensure quality.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used by ALL personnel.
Direct more command attention at those who do right than those who do wrong.
Beware of an environment where "work-arounds" are "the way we do things here."
Beware of and monitor fatigue levels of your personnel.
Ensure that the balance between mission accomplishment and members' personal life does not result in overworked and over-stressed personnel.
Use safety climate surveys to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to your Regional Hub.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Have supervisors discuss survey results within their work centers to obtain additional clarification of issues and suggestions for interventions.
Ensure intervention options are clearly communicated to appropriate personnel.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Review the list/matrix of relevant Issue Papers on this website.

CSA v2

Our unit adequately trains aircrews to safely conduct all flights.

Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Develop a weekly qualification tracker to maximize training and eliminate “gun decking.”
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then, review the process for qualification to make sure you are teaching the right skills.
Hard schedule training.
Ensure that scheduled training is provided per the weekly training schedule, or rescheduled immediately if events require a slide.
Schedule periodic EP flights.
Conduct Stan checks on NATOPS instructors to ensure robust NATOPS check flights.
If necessary, schedule training flights that focus on strictly core skills training.
Reiterate to aircrew and the entire squadron that there is NO pressure to make sorties in the training environment. Combat readiness comes from continuous good training with up jets, rather than individual sorties.
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Do not push personnel beyond their own perception of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks.
Increase focus on training at Det sites.
Establish a "standardization cadre" of experienced flight instructors specific to aircrew needs.
Implement a formal training plan.
Invest the time (in training) now. It'll cost you, but less than later.
Review the list/matrix of relevant Issue Papers on this website.

CSA v2

Individual safety acts are recognized through awards and incentives.

Ensure your unit has an effective safety awards program.
Direct more command attention at those who do right than those who do wrong.
We have invigorated our internal Safety Award process and we are much more attuned to giving individuals time off from work when we can afford it.
Reinvigorated the safety award process to "catch personnel in the act of using solid ORM.
Publish a Safety Gram with recognition for personnel accomplishments/acts.
Submit a hometown news release and/or letter to family for significant safety acts.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Recognize a Safety–Pro of the Month with a parking spot as a reward.
Ensure safety recognition programs (e.g., safety pro, individual/group actions/etc.) are utilized and advertised.
Also recognize government civilian and contract employee safety achievements, if warranted.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Ensure your unit has a safety climate that encourages reporting safety issues.
Review the list/matrix of relevant Issue Papers on this website.

CSA v2

Safety decisions are made at the proper levels by the most qualified personnel.

Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Involve the officers and senior NCOs on appropriate issues.
Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices.
Integrate the ORM process into planning and executing operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
Ensure your unit has a safety climate that encourages reporting safety issues.
Review the list/matrix of relevant Issue Papers on this website.

CSA v2

Standards in my unit are clearly defined.

Establish, communicate (make visible), and enforce performance standards in your unit.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Review the list/matrix of relevant Issue Papers on this website.

CSA v2

Standards in my unit are enforced.

The CO should enforce a "by the book" philosophy.
Hold non-performers accountable and counsel those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fail
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Check to see if your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Monitor aggressive aircrew who think rules aren't necessary.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Establish, communicate (make visible), and enforce performance standards in your command.
Review the list/matrix of relevant Issue Papers on this website.

CSA v2

Individuals are given qualifications without the appropriate experience or skills.

Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then, review the process for qualification to make sure you are teaching the right skills.
Develop a weekly qualification tracker to maximize training and eliminate "gun decking."
Establish, communicate (make visible), and enforce performance standards in your unit.
Set the bar extremely high. Personnel only reach as high as the unit stated goals.
Officers/Senior NCO leadership personally monitors training sessions to ensure quality.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Monitor turnover in personnel; conduct 6 month forecast/track personnel moves.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
We did Stan checks on the NATOPS instructors because the NATOPS check flights were identified as not robust enough.
Review the list/matrix of relevant Issue Papers on this website.

CSA v2

Anyone intentionally violating SOPs or safety rules is swiftly corrected.

Hold non-performers accountable and counsel those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fail
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
[The CO should] Reinforce "by the book" using the book (e.g., discussing "crew rest" with the crew rest instruction in hand).
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Monitor aggressive aircrew who think rules aren't necessary.
Monitor supervisors who think it's okay to cut corners.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Review the list/matrix of relevant Issue Papers on this website.

CSA v2

Individuals, from the top down, incorporate Operational Risk Management (ORM) into daily activities.

Integrate the ORM process into planning and executing operations.
Assign, educate, and employ ORM instructors in your unit.
Train personnel to properly use ORM for their high-risk activities.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Request ORM training from higher headquarters (e.g., Naval Safety Command).
Use real life, practical examples of CRM and ORM for training, vice repetitive overviews of the seven skills and ORM steps. The goal is safe operations, not memorization.
We reinvigorated the safety award process to "catch personnel in the act of using solid ORM and CRM.
We did some small group discussions on how to keep safety briefs impactful and have relooked unit processes to ensure the entire audience receives the benefit of ORM training.
Do not push personnel beyond their own perception of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks.
I am challenging the Chiefs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Are ORM Worksheets in your command being "gamed" by aircrew to keep go/no-go decisions at their level?
Review the list/matrix of relevant Issue Papers on this website.

CSA v2

Effective communication flow exists within my unit.

Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
CO sets aside a "dialogue period" with aircrew/maintainers and discusses pertinent issues, such as: individual flight time, training requirements, the latest rumors, etc.
More frequent CO/JO calls to address areas of concern within the unit.
In order to open the lines of communication I have ensured that we hold quarters at least once every 2 weeks and hold all khaki meetings (E-7 - O-5) every Monday. I use this time to let everyone know "the big picture" and to ensure that the entire chain of command knows what we are doing and why.
I have scheduled Captain's Calls for each pay grade in order to emphasize and enhance communication flow.
I have engaged the khaki leadership and shared the information in the survey. We have discussed command culture, communication, and standardization required to sustain long term production. The leaders of the squadron are now speaking with one voice.
Having an open door policy on safety related issues has greatly improved communication within the unit.
Attend more meetings (e.g., morning Maintenance Meetings) and show by example how leadership needs to provide opportunities for juniors to voice their concerns/comments. Leaders sometimes need to "pull" information from juniors, and some command leaders have not yet developed the skill to "pull" information.
COs/Department leaders can conduct a quarterly breakfast with the SNCOs to open up lines of communication between each other.
More frequent Captain's Calls to ensure the CO is personally getting the word to the troops.
Have Ops brief the weekly plan at the Maintenance Meeting the day following its signing (an effort to ensure that maintainers are given as much info on what is coming the following week).
We adjusted our day/night crew schedules to permit more of an overlap to get better pass downs.
Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
All large organizations have communication challenges. Find solutions for the bottlenecks and shortfalls.
CO concludes formations by asking personnel if anyone has heard any rumors, vice the more standard, "Does anyone have any questions for me?" . . . . Gets better results.
Communication is key across all pay grades. Ensure it happens.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Do not allow poor communication due to too much reliance on one-way emails.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Provide a "state of the squadron" address. It will help you find out where you are and communicate it to your subordinates.
Offer a monthly "Retribution Free" discussion period for flight crew and maintainers to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Discuss survey results and interventions with personnel to develop optimal solutions and increase survey process "buy in".
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Ensure intervention options are clearly communicated.
Review the list/matrix of relevant Issue Papers on this website.

CSA v2

Effective communication flow exists with external units.

Reach out to counterparts in similar units for lessons learned and common concerns.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Do not allow poor communication due to too much reliance on one-way emails.
Ensure your unit solicits and values honest feedback.
Review the list/matrix of relevant Issue Papers on this website.

CSA v2

Our Safety Department keeps me well informed regarding relevant hazards/mishaps.

Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication.
Maintain relevant hazard reports, notices, etc. in ready rooms and lounges to increase awareness/discussion.
We initiated bi-weekly all aircrew meetings to discuss issues such as CRM, standards, and the latest on HAZREPS and mishap reports. Very well received and helpful in maintaining an open climate.
Increase emphasis on aviation and ground safety at AOMs and quarters.
Encourage safety reps to use every morning meeting and evening pass down to address trends and "stay on message." Getting out and visiting the extremely diverse work centers and production divisions.
Don't beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
Reach out to counterparts in similar units for lessons learned and common concerns.
Personnel invest considerable effort in inspections, exercises, surveys, etc. Share results and recognize them for their efforts.
Ensure intervention options are clearly communicated.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
Make the Safety/NATOPS Department a "powerhouse" by adding pilot training and the WTI/tactics to it.
Review the list/matrix of relevant Issue Papers on this website.

CSA v2

Our Human Factors Councils have been successful identifying aircrew who pose a risk to safety.

Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Bolster safety councils by having more ranks represented.
Include junior personnel in Human Factors Councils. They will provide additional perspectives on climate issues, while learning that the Human Factors Council/Board process is a helpful and proactive safety tool (vice a means of punishment).
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.)
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Review personnel jackets for drug/alcohol histories.
Increase the number of Human Factors Councils (HFCs) completed on deployed detachments.
Monitor aggressive aircrew who think rules aren't necessary.
Be aware of improper perceptions by your personnel.
Beware of and monitor fatigue levels of your personnel.
Integrate the ORM process into identifying/managing high risk personnel.
Review the list/matrix of relevant Issue Papers on this website.

CSA v2

Our Human Factors Boards have been successful managing aircrew who pose a risk to safety.

HFBs are a benefit to the individual and the entire command. Don't hold off using them wisely.
We held an HFB for one particular aircrew. The fact that we held the HFB relieved concerns from all the squadron aircrew.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.)
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Include junior personnel in Human Factors Councils. They will provide additional perspectives on climate issues, while learning that the Human Factors Council/Board process is a helpful and proactive safety tool (vice a means of punishment).
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
There is nothing new under the sun. Seek assistance from those who are familiar with similar situations (e.g., higher headquarters, peers, Safety Center, base services, etc.) instead of wasting time and effort creating "new" solutions.
Integrate the ORM process into identifying/managing high risk personnel.
Monitor aggressive aircrew who think rules aren't necessary.
Be aware of improper perceptions by your personnel.
Beware of and monitor fatigue levels of your personnel.
Review the list/matrix of relevant Issue Papers on this website.

CSA v2

Our flight surgeon is effective at helping to identify/manage high-risk personnel.

Discuss survey results with flight surgeon (or local medical hierarchy) to garner increased flight surgeon presence within squadron spaces and at Human Factors Councils/Boards.
Flight surgeon shortfalls/issues may need to be referred to the head flight surgeon for resolution.
Use survey results as a “lessons learned” opportunity for newly assigned flight surgeons on how he/she can be better integrated with the squadron.
Increase involvement of flight surgeon in day-to-day operations.
Review personnel jackets for drug/alcohol histories.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Institute Human Factors Councils for ALL HANDS, not just aircrew.
Increase the number of Human Factors Councils (HFCs) completed on deployed detachments.
Reach out to counterparts in similar units for lessons learned and common concerns.
Monitor aggressive aircrew who think rules aren't necessary.
Beware of and monitor fatigue levels of your personnel.
Integrate the ORM process into identifying/managing high risk personnel.
Review the list/matrix of relevant Issue Papers on this website.

CSA v2

Proficiency/Currency standards are closely monitored.

Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then, review the process for qualification to make sure you are teaching the right skills.
We did Stan checks on the NATOPS instructors because the NATOPS check flights were identified as not robust enough.
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
CO sets aside a "dialogue period" with aircrew/maintainers and discusses pertinent issues, such as: individual flight time, training requirements, the latest rumors, etc.
Establish a "standardization cadre" of experienced flight instructors specific to nuggets' needs.
Be aware of the consequences of training with fewer resources.
Implement a formal training plan.
Incorporate mentorship at every level.
Monitor turnover in personnel.
Review the list/matrix of relevant Issue Papers on this website.

CSA v2

NATOPS tests/check rides are conducted as intended, to honestly assess qualifications.

Conduct Stan checks on the NATOPS instructors to ensure robust NATOPS check flights.
Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Leaders set the example.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Ensure your junior officers are leading at their level.
Establish, communicate (make visible), and enforce performance standards in your command.
Establish a "standardization cadre" of experienced flight instructors specific to nuggets' needs.
Implement a formal training plan.
Review the list/matrix of relevant Issue Papers on this website.

CSA v2

Our Crew Resource Management (CRM) program is helping to improve mission performance and safety.

Use real life, practical examples of CRM and ORM for training, vice repetitive overviews of the seven skills and ORM steps. The goal is safe operations, not memorization.
Leaders set the example.
Conduct bi-weekly (every two weeks) all-aircrew meetings to discuss issues such as CRM, standards, and the latest on HAZREPS and mishap reports.
Reinvigorate the safety award process to "catch personnel in the act of using solid ORM and CRM.
Check in the box safety training damages a unit's safety climate and culture. Conduct all training, surveys, etc. with a realistic goal to provide/obtain useful information or impart a skill.
Reach out to counterparts in similar units for lessons learned and common concerns.
Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Direct more command attention at those who do right than those who do wrong.
Monitor aggressive aircrew who think rules aren't necessary.
Establish, communicate (make visible), and enforce performance standards in your command.
Implement a formal training plan.
Be aware of improper perceptions by your personnel.
Review the list/matrix of relevant Issue Papers on this website.
Focus pilot and aircrew ground training on crew coordination.

CSA v2

Our unit has a reputation for high-quality performance.

Outstanding command leadership teams are "brilliant on the basics."
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Focus on what you are doing correctly.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
Reach out to counterparts in similar units for lessons learned and common concerns.
Establish, communicate (make visible), and enforce performance standards in your command.
Set the bar extremely high. Sailors only reach as high as the command's stated goals.
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Incorporate mentorship at every level.
Monitor supervisors who think it's okay to cut corners.
Review the list/matrix of relevant Issue Papers on this website.

CSA v2

Violations of SOPs, flying regulations, or general flight discipline are rare.

Challenge established SOPs to ensure they are current and still relevant.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Leaders set the example.
Realize that subordinates watch their leaders/supervisors regarding what is and is not acceptable behaviors.
Establish, communicate (make visible), and enforce performance standards in your command.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Ensure your junior officers are leading at their level.
[The CO should] Reinforce "by the book" using the book (e.g., discussing "crew rest" with the crew rest instruction in hand).
Monitor aggressive aircrew who think rules aren't necessary.
Hold non-performers accountable and counsel those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Direct more command attention at those who do right than those who do wrong.
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Offer a monthly "Retribution Free" discussion period for flight crew and maintainers to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Review the list/matrix of relevant Issue Papers on this website.

CSA v2

Our unit conceals adverse incidents.

The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel’s well-being.
If survey results are a “bad surprise,” suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Don’t shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
There is nothing new under the sun. Seek assistance from those who are familiar with similar situations (e.g., higher headquarters, peers, Safety Center, base services, etc.) instead of wasting time and effort creating “new” solutions.
Trust, built through human contact/engagement, is the fundamental building block of our command and control structure and our ability to achieve mission success.
Without trust, we cannot delegate authority. Without authority, we cannot fulfill our responsibilities. Without the delegation of authority, we cannot operate as a Navy.
Implement a unit policy letter that encourages the reporting of safety issues.
Involve the officers and senior NCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

CSA v2

Training is often postponed/cancelled.

Leadership should establish unit priorities (at all levels) and live by them.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Hard schedule training.
Ensure that scheduled training is provided per the weekly training schedule, or rescheduled immediately if events require a slide.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Aircrew survey stated that we do not practice EP's enough. We have implemented an EP flight which all must complete quarterly to fix this problem.
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Invest the time (in training) now. It'll cost you, but less than later.
Review the list/matrix of relevant Issue Papers on this website.

CSA v2

Individuals are comfortable approaching supervisors about personal problems/illness.

Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
Communication is key across all pay grades. Ensure it happens.
Trust, built through human contact/engagement, is the fundamental building block of our command and control structure and our ability to achieve mission success.
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Don’t shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Check to see if your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Be aware of improper perceptions by your personnel.
Review the list/matrix of relevant Issue Papers on this website.

CSA v2

Individuals are willing to report safety violations, unsafe behaviors, or hazardous conditions.

Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Publish a Safety Gram with recognition for personnel accomplishments/acts.
If survey results are a "bad surprise", suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Direct more command attention at those who do right than those who do wrong.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Be aware of improper perceptions by your personnel.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
A strong "Anymouse" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Offer a monthly "Retribution Free" discussion period for flight crew and maintainers to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Ensure your unit has an effective safety awards program.
Ensure your unit has a safety climate that encourages reporting safety issues.
Review the list/matrix of relevant Issue Papers on this website.

CSA v2

The Aviation Safety Officer (ASO) billet is a desirable assignment in our unit.

Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication.
In an effort to enhance the status of the Safety Dept, we will add an experienced junior officer to the Safety team. It sends a poor message when we have a brand new LTJG or LT assigned to Safety as his first job, when he doesn't know much about the squadron.
Be aware of improper perceptions by your personnel.
CO moved the Safety office next to the CO's and XO's offices to place emphasis on the unit's safety program and emphasize the relationship between the CO/XO and the Safety Officer/ASO.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Make your ASO a member of the CO's special staff and routinely have him/her attend department head meetings (similar to your flight surgeon).
Don't be the "Safety Guy." Motivate and inspire peers towards safer habits through example and timely information, not inspections and policing of individual actions.
Review the list/matrix of relevant Issue Papers on this website.

CSA v2

The Safety Department is well-respected.

Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication.
In an effort to enhance the status of the Safety Dept, we will add an experienced junior officer to the Safety team. It sends a poor message when we have a brand new LTJG or LT assigned to Safety as his first job, when he doesn't know much about the squadron.
Encouraging safety reps to use every morning meeting and evening pass down to address trends and 'stay on message' Getting out and visiting the extremely diverse work centers and production divisions.
We have now assigned and advertised the names of safety reps at the company and shop floor level. We have an active safety council that meets regularly to address safety issues.
Increase emphasis on aviation and ground safety at AOMs and quarters.
Don't be the "Safety Guy." Motivate and inspire peers towards safer habits through example and timely information, not inspections and policing of individual actions.
Don't beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
"Check in the box" safety training damages a unit's safety climate and culture. Conduct all training, surveys, etc. with a realistic goal to provide/obtain useful information or impart a skill.
Use real life, practical examples of CRM and ORM for training, vice repetitive overviews of the seven skills and ORM steps. The goal is safe operations, not memorization.
Maximize safety program "buy-in" by quickly responding to individuals' concerns/ suggestions/ recommendations and by using group-developed solutions (e.g., by work center or "tiger team").
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels.
CO moved the Safety office next to the CO's and XO's offices to place emphasis on the unit's safety program and emphasize the relationship between the CO/XO and the Safety Officer/ASO.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
Ensure your unit has a safety climate that encourages reporting safety issues.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Make your ASO a member of the CO's special staff and routinely have him/her attend department head meetings (similar to your flight surgeon).
Make the Safety/NATOPS Department a "powerhouse" by adding pilot training and the WTI/tactics to it.
Review the list/matrix of relevant Issue Papers on this website.

CSA v2

Our safety pauses are effective.

Conduct a Safety Standdown focused on unit survey results, mishap/hazard reports, incident reports, recent "near misses," etc. , and utilize audience participation (via large or small group) to further clarify hazards, identify trends, and develop workable solutions. The group's synergy will help to identify previously overlooked factors, and the group-developed interventions will have greater acceptance/compliance.
Plan Safety Standdowns well in advance to address key issues and heighten awareness. Maintain an updated list of speakers and topics to ensure "short notice" standdowns (e.g., following a mishap or other recent incident) are professional and worthwhile.
Encourage, praise, and professionally respond to safety concerns raised in any forum (e.g., Safety Standdowns, Human Factor Councils, Safety Councils/Committees, "True Confessions," etc.). Ridicule, arguments, retribution, or inaction will stifle any further safety communication and greatly increase the risk that hazards will remain hidden until it's too late.
Get Safety Standdowns out of the classroom/auditorium. Supervisor facilitated activities, hands-on training, small group discussions, etc. may be more beneficial.
Implement a grass roots safety campaign to give junior Marines the opportunity to shape the safety messages vice the usual safety "stand-arounds".
Have a seminar-based safety day to get at the root of the problems.
Reach out to counterparts in similar units for lessons learned and common concerns.
Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations.
Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Review the list/matrix of relevant Issue Papers on this website.

CSA v2

Individuals feel pressured to cut corners to accomplish their job/mission.

Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Offer a monthly "Retribution Free" discussion period for flight crew and maintainers to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Monitor supervisors who think it's okay to cut corners.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Beware of and monitor fatigue levels of your personnel.
Monitor and be aware of perceived mission creep.
Establish, communicate (make visible), and enforce performance standards in your command.
Involve the officers and senior NCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

CSA v2

Conflicts between individuals in my unit are degrading unit performance.

Leaders set the example.
Establish, communicate (make visible), and enforce performance standards in your unit.
Hold non-performers accountable and counsel those who demonstrate unsatisfactory performance.
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Ensure that the balance between mission accomplishment and members' personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Review the list/matrix of relevant Issue Papers on this website.

CSA v2

Crew rest standards are enforced in my unit.

For aircrew that have a late flight and a subsequent flight the following day, place a note on the flight schedule directing the earliest time that individual can report to work (using a 10-hour standard to allow for transit and 8-hour crew-rest).
[The CO should] Reinforce "by the book" using the book (e.g., discussing "crew rest" with the crew rest instruction in hand).
The Safety Department should provide training to all aircrew on what OPNAVINST 3710 states with regard to crew rest. Additionally, have the Safety Department review all flight schedules to QA aircrew scheduling.
Ensure all personnel understand the crew rest requirements and command policy on any waivers.
Establish clear guidance for detachment OICs to ensure crew rest standards are followed in their often more demanding operational environment.
Ensure personnel and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
Although we often “do more with less,” always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
If possible, reduce extraneous tasking and challenge unreasonable requests.
Encourage personnel to live near their place of work. Long work days combined with excessive commutes leads to fatigued workers and drivers.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Leaders set the example.
Tighten crew rest/crew day adherence through advanced scheduling.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Ensure scheduling provides adequate time for rest and adjustments in circadian rhythms.
For mission-critical events, always schedule a standby crew to eliminate fatigue/crew rest issues associated with the inevitable operational or equipment delays.
Monitor aggressive aircrew who think rules aren't necessary.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Commuting/road travel highlighted as an area of concern? Evaluate policies on rest and travel, ensuring accommodation available for extended and/or late-night events.
Review the list/matrix of relevant Issue Papers on this website.
Crew rest - Publish the daily flight schedule earlier to reduce impact on crew rest.

CSA v2

Aircrew work effectively as a team.

Use real life, practical examples of CRM and ORM for training, vice repetitive overviews of the seven skills and ORM steps. The goal is safe operations, not memorization.
Leaders set the example.
Outstanding command leadership teams are "brilliant on the basics."
Conduct bi-weekly (every two weeks) all aircrew meetings to discuss issues such as CRM, standards, and the latest on HAZREPS and mishap reports.
Reinvigorate the safety award process to "catch personnel in the act of using solid ORM and CRM.
Direct more command attention at those who do right than those who do wrong.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

CSA v2

Morale in my unit is high

CSA/MCAS survey results revealed that unit morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Unit leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Institute morale building incentives like "shop/platoon/company of the month."
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Share all relevant information. Playing “I’ve got a secret” hurts productivity and morale.
Assign teams/tasks across departmental boundaries to reduce departmental rivalries (e.g., OPS versus Maintenance) and build camaraderie.
Similar to a detachment concept, squadrons can assign personnel to permanent teams for particular aircraft or pieces of equipment (e.g., teams could be assigned two aircraft each within a squadron). The healthy competition between the teams will improve morale, productivity, and aircraft/equipment availability.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Plan ahead and share plans/timelines with personnel to improve productivity and morale
Focus on what you are doing correctly.
COs who prioritize the betterment of their command over the betterment of their careers have the most "operationally excellent" squadrons.
Incorporate mentorship at every level.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Review the list/matrix of relevant Issue Papers on this website.

CSA v2

I am provided adequate resources (time, staffing, budget, and equipment) to accomplish my job.

Many hardships are outside your unit's control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of military occupational specialties (MOSs).
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Leadership should establish unit priorities (at all levels) and live by them.
Ensure personnel and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
I have required my maintenance and operations officers to meet and agree on the supportability of the schedule. Also, I have asked them to give a harder look into attainable weekly goals.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Be aware of collateral mission creep.
Monitor turnover in personnel.
Be aware of the consequences of training with fewer resources.
Beware of and monitor fatigue levels of your personnel.
Review the list/matrix of relevant Issue Papers on this website.

CSA v2

Based upon our current manning/assets, my unit is over-committed.

Many hardships are outside your unit’s control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
Use safety climate surveys to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Ensure personnel and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
I have required my maintenance and operations officers to meet and agree on the supportability of the schedule. Also, I have asked them to give a harder look into attainable weekly goals.
My AMO is reviewing in detail our manning documents and working w/ BUPERS through ONR to recode some critical billets that need to be filled by qualified NEC Sailors.
Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of military occupational specialties (MOSs).
Balance the delicate issues of ops/pers tempo with mission accomplishment.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Be aware of collateral mission creep.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish unit priorities (at all levels) and live by them.
Review the list/matrix of relevant Issue Papers on this website.

CSA v2

Fatigue due to current operational commitments is degrading performance.

Beware of and monitor fatigue levels of your personnel.
There were several comments concerning a misconception about crew rest requirements that we were able to clear up and as a result we drafted more clear guidance to put in place for OICs at our detachment sites.
The Safety department provided training to all aircrew on what OPNAVINST 3710 states with regard to crew rest. Additionally, I have the Safety department review all flight schedules to QA aircrew scheduling.
Based on the info from the comments I have developed a squadron order to specifically define a "maintenance work day" as ten hours. We've shifted scheduling, developed a standard flight window duration, and created small recovery crews to ensure that no Marines are getting the short end. This fairly simple fix had an immediate and positive effect on both morale and in the reduction of fatigue.
Implemented new rules on shift work going to duty in order to avoid excessively tired folks driving home.
We are now tracking days off for each Marine in the Squadron to ensure that each person receives adequate time away from work.
Directed more proactive time off policies. I told maintenance leaders to treat the maintainers as if they had to pay them hourly. Don't keep them around if they're not making you any money.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
We reduced op tempo / mission complexity to focus on strictly core skills training and adjusted flight ops to avoid pilots having to fly - land - brief - fly again. Reassigned many aircrew collateral duties to SNCOs where able.
Ensure personnel and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Educate your personnel to recognize fatigue "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.)
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Encourage personnel to live near their place of work. Long work days combined with excessive commutes leads to fatigued workers and drivers.
Avoid recalls/holdovers of night check personnel for non-mission critical tasks (e.g., awards ceremonies, inspections, musters, etc.) to avoid driving fatigued.
Ensure scheduling provides adequate time for rest and adjustments in circadian rhythms.
Ensure all personnel understand the crew rest requirements and command policy on any waivers.
For mission-critical events, always schedule a standby crew to eliminate fatigue/crew rest issues associated with the inevitable operational or equipment delays.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Review the list/matrix of relevant Issue Papers on this website.

CSA v2

Our unit has sufficient experienced personnel to operate safely.

Many hardships are outside your unit’s control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then, review the process for qualification to make sure you are teaching the right skills.
I have required my maintenance and operations officers to meet and agree on the supportability of the schedule. Also, I have asked them to give a harder look into attainable weekly goals.
My AMO is reviewing in detail our manning documents and working w/ BUPERS through ONR to recode some critical billets that need to be filled by qualified NEC Sailors.
Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of military occupational specialties (MOSs).
Use CSA/MCAS to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Ensure work shifts are adequately manned for workloads (e.g., night check often has more demands with less people than day shift).
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Be aware of collateral mission creep.
Monitor turnover in personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish unit priorities (at all levels) and live by them.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Review the list/matrix of relevant Issue Papers on this website.

CSA v2

I have adequate time to prepare for and brief my flights.

Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Beware of an environment where "work-arounds" are "the way we do things here."
If possible, reduce extraneous tasking and challenge unreasonable requests.
If necessary, reduce op tempo / mission complexity to focus on strictly core skills training and adjust flight ops to avoid pilots having to fly - land - brief - fly again.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Ensure personnel and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
Periodically review collateral duties to ensure fair and equitable distributions of workloads. Don't overburden (punish) the unit's hardest working and most effective personnel while allowing (rewarding) non-performers with lighter workloads.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Tighten crew rest/crew day adherence through advanced scheduling.
Beware of and monitor fatigue levels of your personnel.
Leaders should implement ORM processes into their operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Be aware of collateral mission creep.
Review the list/matrix of relevant Issue Papers on this website.

CSA v2

I am provided the right number of flight hours to fly safely.

Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
If necessary, reduce op tempo / mission complexity to focus on strictly core skills training and adjust flight ops to avoid pilots having to fly - land - brief - fly again.
Many hardships are outside your unit's control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
Leadership should establish unit priorities (at all levels) and live by them.
Implement a formal training plan.
Set aside a "dialogue period" with aircrew/maintainers and discusses pertinent issues, such as: individual flight time, training requirements, the latest rumors, etc.
The distribution of flight hours should consider who may need additional hours for safety, confidence, and proficiency . . . everyone does not need the same hours each month.
Be aware of the consequences of training with fewer resources.
Review the list/matrix of relevant Issue Papers on this website.

CSA v2

Multiple job assignments and collateral duties adversely affect my job performance.

Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Reassigned many aircrew collateral duties to SNCOs where able.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Beware of an environment where "work-arounds" are "the way we do things here."
Ensure personnel and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
Periodically review collateral duties to ensure fair and equitable distributions of workloads. Don't overburden (punish) the unit's hardest working and most effective personnel while allowing (rewarding) non-performers with lighter workloads.
Be aware of collateral mission creep.
Use CSA/MCAS to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Review the list/matrix of relevant Issue Papers on this website.

CSA v2

Temporary Additional Duty (TAD)/Individual Augmentee (IA) deployment rates for the last year have created safety problems.

We thoroughly scrub all IA nominees to ensure we do not diminish the team/crew concept, and keep the right mix of Sailors on operating positions.
Reassigned many aircrew collateral duties to SNCOs where able.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Beware of an environment where "work-arounds" are "the way we do things here."
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then, review the process for qualification to make sure you are teaching the right skills.
I have required my maintenance and operations officers to meet and agree on the supportability of the schedule. Also, I have asked them to give a harder look into attainable weekly goals.
Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of military occupational specialties (MOSs).
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Use CSA/MCAS to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Monitor turnover in personnel.
Integrate the ORM process into planning and executing operations.
Review the list/matrix of relevant Issue Papers on this website.

CSA v2

Leaders are actively engaged in the safety program and management of safety matters.

Outstanding command leadership teams are "brilliant on the basics."
Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations.
I am challenging the Chiefs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them.
I had the DH's debrief results at their level. Helped promote discussion and I believe that each individual "shop" feels that they have the empowerment to intervene more often when they see potential flags go up.
Bolster safety councils by having more ranks represented.
Get Safety Standdowns out of the classroom/auditorium. Supervisor facilitated activities, hands-on training, small group discussions, etc. may be more beneficial.
There is nothing new under the sun. Seek assistance from those who are familiar with similar situations (e.g., higher headquarters, peers, Safety Center, base services, etc.) instead of wasting time and effort creating "new" solutions.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Have NCOs discuss survey results within their work centers to obtain additional clarification of issues and suggestions for interventions.
Ensure intervention options are clearly communicated.
Maximize safety program "buy-in" by quickly responding to individuals' concerns/ suggestions/ recommendations and by using group-developed solutions (e.g., by work center or "tiger team").
Leaders set the example.
Leadership by Walking Around remains the #1 leadership tool as seen through the eyes of junior personnel. Is your command's leadership/supervisors staring at their computer screens or getting "out and about"?
Offer a monthly "Retribution Free" discussion period for flight crew and maintainers to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Ensure your unit has an effective "anymouse" program.
Ensure your unit has an effective safety awards program.
Unit routinely conducts officer safety council and enlisted safety committee meetings (in accordance with applicable directives) to review SOPs and operating procedures.
Increase the number of Human Factors Councils (HFCs) completed on deployed detachments.
Review the list/matrix of relevant Issue Papers on this website.

CSA v2

Leaders are more concerned with the flight schedule than safe maintenance.

Leadership should establish unit priorities (at all levels) and live by them.
We changed our maintenance training attitude. Moving away from flying on training days to a dedicated day to train.
I have required my maintenance and operations officers to meet and agree on the supportability of the schedule. Also, I have asked them to give a harder look into attainable weekly goals.
Have Ops brief the weekly plan at the maintenance meeting the day following its signing (an effort to ensure that maintainers are given as much info on what is coming the following week).
We conducted operations/maintenance on an ADHOC basis until this survey. We now do so on a scheduled, weekly basis.
Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Monitor supervisors who think it's okay to cut corners.
Integrate the ORM process into planning and executing operations.
Review the list/matrix of relevant Issue Papers on this website.

CSA v2

Leaders encourage reporting safety discrepancies without fear of negative repercussions.

If survey results are a "bad surprise", suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
Trust, built through human contact/engagement, is the fundamental building block of our command and control structure and our ability to achieve mission success.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Having and open door policy on safety related issues has greatly improved communication within the unit.
Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
Ensure safety reps are visible members of the unit.
Ensure safety recognition programs (e.g., safety pro, individual/group actions/etc.) are utilized and advertised.
Communication is key across all pay grades. Ensure it happens.
A strong "Anymouse" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Offer a monthly "Retribution Free" discussion period for flight crew and maintainers to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your unit has a safety climate that encourages reporting safety issues.
Involve the officers and senior NCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

CSA v2

Leaders set a good example for following standards.

COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Outstanding command leadership teams are "brilliant on the basics."
Hold non-performers accountable and counsel those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Check to see if your junior officers are leading at their level.
Establish, communicate (make visible), and enforce performance standards in your command.
Establish a "standardization cadre" of experienced flight instructors specific to nuggets' needs.
[The CO should] Reinforce "by the book" using the book (e.g., discussing "crew rest" with the crew rest instruction in hand).
Monitor aggressive aircrew who think rules aren't necessary.
Personnel often want to be more involved and/or become mentors. These personnel are a "solution" to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Show me a squadron with a strong sponsor program, and I'll show you a squadron that is "Operationally Excellent".
Review the list/matrix of relevant Issue Papers on this website.

CSA v2

Leaders permit cutting corners to get a job done.

Leaders set the example.
Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
The CO frequently reinforces the fact that cutting corners is not tolerated in this organization. The CO ensures department heads and senior supervisory personnel understand that this is the only acceptable policy.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Hold non-performers accountable and counsel those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Involve the officers and senior NCOs on appropriate issues.
Monitor supervisors who think it's okay to cut corners.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Review the list/matrix of relevant Issue Papers on this website.

CSA v2

Leaders react well to unexpected changes.

Leaders set the example.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day’s schedule.
Although we often “do more with less,” always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Many hardships are outside your unit’s control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
Communication is key across all pay grades. Ensure it happens.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Be aware of seniors that are not malleable to change (for that matter, be aware of juniors, too).
Review the list/matrix of relevant Issue Papers on this website.

CSA v2

Leaders care for members' quality of life.

Survey results show that unit morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Unit leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Ensure personnel and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
Personnel often want to be more involved and/or become mentors. These personnel are a "solution" to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Be aware of improper perceptions by your personnel.
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Involve the officers and senior NCOs on appropriate issues.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Review the list/matrix of relevant Issue Papers on this website.

CSA v2

Leaders micromanage routine operations.

Don't micromanage. Leadership growth and accountability requires that we provide our junior personnel with opportunities to lead.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Trust, built through human contact/engagement, is the fundamental building block of our command and control structure and our ability to achieve mission success.
Without trust, we cannot delegate authority. Without authority, we cannot fulfill our responsibilities. Without the delegation of authority, we cannot operate as a Navy.
Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Ensure that the balance between mission accomplishment and members' personal life does not result in overworked and over-stressed personnel.
Review the list/matrix of relevant Issue Papers on this website.

CSA_Prev

Our unit adequately trains aircrews to safely conduct all flights.

Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Develop a weekly qualification tracker to maximize training and eliminate “gun decking.”
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then, review the process for qualification to make sure you are teaching the right skills.
Hard schedule training.
Ensure that scheduled training is provided per the weekly training schedule, or rescheduled immediately if events require a slide.
Schedule periodic EP flights.
Conduct Stan checks on NATOPS instructors to ensure robust NATOPS check flights.
If necessary, schedule training flights that focus on strictly core skills training.
Reiterate to aircrew and the entire squadron that there is NO pressure to make sorties in the training environment. Combat readiness comes from continuous good training with up jets, rather than individual sorties.
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Do not push personnel beyond their own perception of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks.
Increase focus on training at Det sites.
Establish a "standardization cadre" of experienced flight instructors specific to aircrew needs.
Implement a formal training plan.
Invest the time (in training) now. It'll cost you, but less than later.
Review the list/matrix of relevant Issue Papers on this website.

CSA_Prev

My unit provides adequate recognition for exceptional safety acts.

Ensure your unit has an effective safety awards program.
Survey respondents often perceive that Safety Pros awards are too infrequent despite monthly awards in their squadrons. Ensure when reading the citations that it is understood these awards are for being a Safety Pro.
Ensure safety recognition programs (e.g., safety pro, individual/group actions/etc.) are utilized and advertised.
Reinvigorate the safety award process to "catch personnel in the act of using solid ORM."
Direct more command attention at those who do right than those who do wrong.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Publish a Safety Gram with recognition for personnel accomplishments/acts.
Submit a hometown news release and/or letter to family for significant safety acts.
Recognize a Safety Pro of the Month with a parking spot as a reward.
Recognize government civilian and contract employee safety achievements, if warranted.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Ensure your unit has a safety climate that encourages reporting safety issues.
Review the list/matrix of relevant Issue Papers on this website.
Establish a unit-level Maintenance Marine or Risk Manager of the Quarter program to emphasize proper maintenance and a just reporting culture.
Implement a "BZ" whiteboard in a common area in which anyone can give recognition to other personnel.
Implement an online method (e.g., via QR Code) in which anyone can give recognition to other personnel.

CSA_Prev

Safety decisions are made at the proper levels by the most qualified personnel.

Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Involve the officers and senior NCOs on appropriate issues.
Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices.
Integrate the ORM process into planning and executing operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
Ensure your unit has a safety climate that encourages reporting safety issues.
Review the list/matrix of relevant Issue Papers on this website.

CSA_Prev

SOPs and safety rules are enforced in my unit.

The CO should enforce a "by the book" philosophy.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Check to see if your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Monitor aggressive personnel who think rules aren't necessary.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Establish, communicate (make visible), and enforce performance standards in your command.
Review the list/matrix of relevant Issue Papers on this website.
Conduct unit-wide reviews of SOPS and publish/enforce changes effectively.

CSA_Prev

Personnel must possess the appropriate experience/skills to earn qualifications in my unit.

Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then, review the process for qualification to make sure you are teaching the right skills.
Develop a weekly qualification tracker to maximize training and eliminate "gun decking."
Establish, communicate (make visible), and enforce performance standards in your unit.
Set the bar extremely high. Personnel only reach as high as the unit stated goals.
Have officers/senior NCO leadership personally monitor training sessions to ensure quality.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Monitor turnover in personnel; conduct 6 month forecast/track personnel moves.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Conduct Stan checks on the NATOPS instructors to ensure robust NATOPS check flights.
Institute XO to JO leadership development sessions to include topics such as flight hour and qualification milestones.
Establish a "standardization cadre" of experienced flight instructors specific to aircrew needs. Plan ahead to prevent rushed qualifications for detachments/deployments.
Unearned qualifications to meet professional timelines (e.g., HAC) ultimately water down the qualification process, reduce morale, and burden Operations with “selective” scheduling, as well as, create unnecessary hazards..
Review the list/matrix of relevant Issue Papers on this website.

CSA_Prev

Unit members, from the top down, incorporate Risk Management (RM) into daily activities.

Integrate the ORM process into planning and executing operations.
Assign, educate, and employ ORM instructors in your unit.
Train personnel to properly use ORM for their high-risk activities.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Request ORM training from higher headquarters (e.g., Naval Safety Command).
Use real life, practical examples of CRM and ORM for training, vice repetitive overviews of the seven skills and ORM steps. The goal is safe operations, not memorization.
Reinvigorate the safety award process to "catch personnel in the act of using solid ORM and CRM.
Conduct small group discussions on how to keep safety briefs impactful and review unit processes to ensure the entire audience receives the benefit of ORM training.
Do not push personnel beyond their own perception of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks.
Challenge the supervisors to be more proactive with their subordinates and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Are ORM Worksheets in your command being "gamed" by personnel to keep go/no-go decisions at their level?
Address any misperceptions of “getting the X at all costs” with pilots, aircrew, tactics instructors, and Department Heads.
Review the list/matrix of relevant Issue Papers on this website.
Aggressivel monitor weather conditions to ensure personnel are not at risk at work or during travel.
Ensure Officers and SNCOs address safety, sleep plans, and improve communication to inculcate a culture of risk assessment and mitigation.

CSA_Prev

Effective communication exists within my unit.

Assistant Operations Officer reviews the Plan of the Week (POW) with each work center each Monday after the FOD walk.
Offer a "Retribution Free" discussion period for personnel to allow discussions with leadership.
“True Confessions” and other methods of sharing experiences are invaluable methods to promulgate safety information, incorporate lessons learned, further communication in other avenues, and improve camaraderie and morale.
Have each department provide updates to an in-house calendar to track future events and post relevant information.
Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
In order to open the lines of communication, hold quarters at least once every 2 weeks and hold all khaki meetings (E-7 - O-5) every Monday. Use this time to let everyone know "the big picture" and ensure that the entire chain of command knows what you are doing and why.
Have frequent Captain's Calls (by department or paygrade) to personally get the word to the troops and enhance communication flow. Engage the khaki leadership and share the information from your survey(s). Discuss command culture, communication, and standardization required to sustain long term production. The leaders of the squadron will then speak with one voice.
Having an open door policy on safety related issues will greatly improve communication within the unit.
COs/Department leaders can conduct a quarterly breakfast with the SNCOs to open up lines of communication between each other.
Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
All large organizations have communication challenges. Find solutions for the bottlenecks and shortfalls.
CO concludes formations by asking personnel if anyone has heard any rumors, vice the more standard, "Does anyone have any questions for me?" . . . . Gets better results.
Communication is key across all pay grades. Ensure it happens.
Ensure all communication vehicles are used (e.g., face-to-face, POD, Quarters, publications, social media, etc.). Too often, vehicles to communicate are overlooked.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Do not allow poor communication due to too much reliance on one-way emails.
Don't expect people to remember what you said two weeks ago. If it's important, publish it or restate it often.
Provide a "state of the squadron" address. It will help you find out where you are and communicate it to your subordinates.
Discuss survey results and interventions with personnel to develop optimal solutions and increase survey process "buy in."
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Ensure intervention options are clearly communicated.
Publish a newsletter that outlines upcoming events for the next month. Email to everyone in the unit and post throughout the unit.
Establish a tiger team to look at how to improve communication across the organization.
Hold "Town Hall" meetings (Officers/SNCOs, NCOs, and junior Marines) to address positive and negative survey results to allow the Marines to become part of the solution to weak areas.
Brief survey specifics at an All Hands Call and discuss root causes and possible solutions. Then conduct a detailed review with an Assessments Working Group to generate a comprehensive long-term plan of resolution.
Incorporate SNCO and Enlisted meetings with Senior Enlisted in order to improve communication.
Review the list/matrix of relevant Issue Papers on this website.
Involve command in proper messaging, extinguishing disinformation, and explaining the "whys".
Publish a monthly operations calendar to ensure all hands understand expected goals and events.
Hold Monday training for all personnel to discuss Plan of the Week and upcoming events. Triad walkthroughs for verification.
Assign specific personnel to ensure TAD personnel are informed of upcoming command events.
Hold formations to pass the word after FOD walkdown and/or during liberty brief (to also reach night crews) .
Provide a weekly Dashboard of priorities, 90-day outlook, long-term projects, and upcoming taskers.
Post a Plan of the Week to include major events
Ensure leadership at all levels considers the unintended consequences of cutting corners by telling personnel to get something "done now."

CSA_Prev

My unit keeps me well informed regarding important safety information.

Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication.
Maintain relevant hazard reports, notices, etc. in ready rooms and lounges to increase awareness/discussion.
Increase emphasis on aviation and ground safety at AOMs and quarters.
Encourage safety reps to use every morning meeting and evening pass down to address trends and "stay on message." They need to routinely visit all work centers and production divisions.
Have monthly section ground safety meetings.
Don't beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
Reach out to counterparts in similar units for lessons learned and common concerns.
Ensure intervention options are clearly communicated.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
“True Confessions” and other methods of sharing experiences are invaluable methods to promulgate safety information, incorporate lessons learned, further communication in other avenues, and improve camaraderie and morale.
Regularly publicize (through multiple venues) the names of the command safety representatives.
Hold "Town Hall" meetings (Officers/SNCOs, NCOs, and junior Marines) to address positive and negative survey results to allow the Marines to become part of the solution to weak areas.
Brief survey specifics at an All Hands Call and discuss root causes and possible solutions. Then conduct a detailed review with an Assessments Working Group to generate a comprehensive long-term plan of resolution.
Review the list/matrix of relevant Issue Papers on this website.

CSA_Prev

Our Human Factors Councils/Boards are effective at improving safety.

Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Protect the confidential personal information passed between leaders/supervisors at the HFC. Otherwise, personnel will be reluctant to bring their issues forward.
Institute Human Factors Councils for ALL HANDS, not just aircrew.
HFBs are a benefit to the individual and the entire command. Don't hold off using them wisely.
Include junior personnel in Human Factors Councils. They will provide additional perspectives on climate issues, while learning that the Human Factors Council/Board process is a helpful and proactive safety tool (vice a means of punishment).
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.)
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Instill a climate that issues can be presented at the HFC without fear of retribution.
Review personnel jackets for drug/alcohol histories.
Increase the number of Human Factors Councils (HFCs) completed on deployed detachments.
Monitor aggressive aircrew who think rules aren't necessary.
Beware of and monitor fatigue levels of your personnel.
Integrate the ORM process into identifying/managing high risk personnel.
Review the list/matrix of relevant Issue Papers on this website.

CSA_Prev

Our flight surgeon is effective at helping to identify/manage high-risk personnel.

Discuss survey results with flight surgeon (or local medical hierarchy) to garner increased flight surgeon presence within squadron spaces and at Human Factors Councils/Boards.
Flight surgeon shortfalls/issues may need to be referred to the head flight surgeon for resolution.
Use survey results as a “lessons learned” opportunity for newly assigned flight surgeons on how he/she can be better integrated with the squadron.
Increase involvement of flight surgeon in day-to-day operations.
Review personnel jackets for drug/alcohol histories.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Institute Human Factors Councils for ALL HANDS, not just aircrew.
Increase the number of Human Factors Councils (HFCs) completed on deployed detachments.
Reach out to counterparts in similar units for lessons learned and common concerns.
Monitor aggressive aircrew who think rules aren't necessary.
Beware of and monitor fatigue levels of your personnel.
Integrate the ORM process into identifying/managing high risk personnel.
Review the list/matrix of relevant Issue Papers on this website.

CSA_Prev

Aircrew in my unit are able to maintain flight proficiency/currency standards.

Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then, review the process for qualification to make sure you are teaching the right skills.
The safety department, in concert with operations, can provide some new measures (left seat versus right seat, # of landings/flight hour, # of approaches/flight hour, etc.) beyond simple currency requirements to aid in righting the schedule and matching aircrew.
Institute a process to more fairly distribute monthly flight hours for aircrew.
Encourage aircrew to add instrument approaches, touch & go’s, autorotations, etc. at the end of scheduled flights to gain proficiency, while reducing the need to schedule separate events to cover the “basics.”
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Establish a "standardization cadre" of experienced flight instructors specific to nuggets' needs.
Be aware of the consequences of training with fewer resources.
Implement a formal training plan.
Incorporate mentorship at every level.
Monitor turnover in personnel.
Review the list/matrix of relevant Issue Papers on this website.

CSA_Prev

NATOPS tests/check rides are conducted as intended, to honestly assess qualifications.

Conduct Stan checks on the NATOPS instructors to ensure robust NATOPS check flights.
Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Leaders set the example.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Ensure your junior officers are leading at their level.
Establish, communicate (make visible), and enforce performance standards in your command.
Establish a "standardization cadre" of experienced flight instructors specific to nuggets' needs.
Implement a formal training plan.
Review the list/matrix of relevant Issue Papers on this website.

CSA_Prev

Our Crew Resource Management (CRM) program is helping to improve mission performance and safety.

Use real life, practical examples of CRM and ORM for training, vice repetitive overviews of the seven skills and ORM steps. The goal is safe operations, not memorization.
Leaders set the example.
Conduct bi-weekly (every two weeks) all-aircrew meetings to discuss issues such as CRM, standards, and the latest on HAZREPS and mishap reports.
Reinvigorate the safety award process to "catch personnel in the act of using solid ORM and CRM.
Check in the box safety training damages a unit's safety climate and culture. Conduct all training, surveys, etc. with a realistic goal to provide/obtain useful information or impart a skill.
Reach out to counterparts in similar units for lessons learned and common concerns.
Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Direct more command attention at those who do right than those who do wrong.
Monitor aggressive aircrew who think rules aren't necessary.
Establish, communicate (make visible), and enforce performance standards in your command.
Implement a formal training plan.
Be aware of improper perceptions by your personnel.
Review the list/matrix of relevant Issue Papers on this website.
Focus pilot and aircrew ground training on crew coordination.

CSA_Prev

My unit has a reputation for high-quality performance.

Outstanding command leadership teams are "brilliant on the basics."
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Focus on what you are doing correctly.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
Reach out to counterparts in similar units for lessons learned and common concerns.
Establish, communicate (make visible), and enforce performance standards in your command.
Set the bar extremely high. Sailors only reach as high as the command's stated goals.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Review the list/matrix of relevant Issue Papers on this website.

CSA_Prev

Violations of SOPs, flying regulations, or general flight discipline are rare.

Challenge established SOPs to ensure they are current and still relevant.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Leaders set the example.
Realize that subordinates watch their leaders/supervisors regarding what is and is not acceptable behaviors.
Establish, communicate (make visible), and enforce performance standards in your command.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Ensure your junior officers are leading at their level.
[The CO should] Reinforce "by the book" using the book (e.g., discussing "crew rest" with the crew rest instruction in hand).
Monitor aggressive aircrew who think rules aren't necessary.
Hold non-performers accountable and counsel those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Direct more command attention at those who do right than those who do wrong.
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Offer a monthly "Retribution Free" discussion period for flight crew and maintainers to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Review the list/matrix of relevant Issue Papers on this website.

CSA_Prev

Training is conducted as scheduled.

Hard schedule training.
Leadership should establish priorities (at all levels) and live by them.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Formalize maintenance training (not just OJT).
Supervisors personally monitor training sessions to ensure quality.
Invest the time (in training) now. It'll cost you, but less than later.
Have QA provide a 15-30 minute training session to a different maintenance work center each day following FOD walk down.
Review the list/matrix of relevant Issue Papers on this website.
Conduct training to optimize hands on evolutions during the week, vice last event before Friday liberty.
Mainteanance Training - Establish a weekly "MX trng" block on the flight schedule (applicable to shifts). Continue as long as enlisted leaders provide relevant, useful training.

CSA_Prev

Individuals are comfortable approaching their supervisor about personal issues/illness.

Central to good leadership is maintaining strong and vibrant two-way conversations with ALL personnel.
Communication is key across all military/artisan levels. Ensure it happens.
Trust, built through human contact/engagement, is the fundamental building block of our command and control structure and our ability to achieve mission success.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Be aware of inaccurate perceptions by your personnel.
Engage your personnel and attempt to discover their issues and concerns.
Leaders/Supervisors should take appropriate action on subordinates’ issues, so it does not appear that they are ignoring their concerns.
Review the list/matrix of relevant Issue Papers on this website.

CSA_Prev

Individuals in my unit are comfortable reporting safety violations, unsafe behaviors, or hazardous conditions.

Self-reporting does not work if the only outcome is repercussions.
Personnel should expect positive reinforcement for reporting issues, not fear repercussions.
Lead by example and admit your own mistakes/issues. This will encourage others to come forward without fear of reprisal.
Leaders/supervisors should take appropriate action on subordinates’ issues, so it does not appear that they are ignoring their concerns.
Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
Direct more command attention at those who do right than those who do wrong.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Publish a Safety Gram with recognition for personnel accomplishments/acts.
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Be aware of improper perceptions by your personnel.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
A strong "Anymouse" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Ensure your unit has an effective safety awards program.
Ensure your unit has a safety climate that encourages reporting safety issues.
Regularly publicize (through multiple venues) the names of the command safety representatives.
Review the list/matrix of relevant Issue Papers on this website.
Encourage future safety reporting by thanking personnel for open and honest survey feedback that helps identifiy issues and trends.

CSA_Prev

All members of my unit have the authority to halt unsafe activities until the hazards/risks are addressed.

Empower ALL personnel to halt unsafe activities until hazards/risks are addressed.
Involve the officers and senior enlisted personnel on appropriate issues.
Challenge the enlisted leadership to be more proactive with their personnel and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the NCO/Petty Officer level by empowering them to make decisions regarding safety practices.
Integrate the ORM process into planning and executing operations.
Ensure members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety PO/NCO.
Ensure your unit has a safety climate that encourages reporting safety issues.
Review the list/matrix of relevant Issue Papers on this website.

CSA_Prev

Our Safety Department is well-respected.

Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication.
In an effort to enhance the status of the Safety Dept., add an experienced junior officer to the Safety team. It sends a poor message when you have a brand new LTJG or LT assigned to Safety as his first job, when he doesn't know much about the squadron.
Encourage safety reps to use every morning meeting and evening pass down to address trends and "stay on message." They need to routinely visit all work centers and production divisions.
Assign and advertise the names of safety reps at the shop floor level.
Have an active safety council that meets regularly to address safety issues.
Increase emphasis on aviation and ground safety at AOMs and quarters.
Don't be the "Safety Guy." Motivate and inspire peers towards safer habits through example and timely information, not inspections and policing of individual actions.
Don't beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
Check in the box safety training damages a unit's safety climate and culture. Conduct all training, surveys, etc. with a realistic goal to provide/obtain useful information or impart a skill.
Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels.
Use real life, practical examples of CRM and ORM for training, vice repetitive overviews of the seven skills and ORM steps. The goal is safe operations, not memorization.
Maximize safety program "buy-in" by quickly responding to individuals' concerns/ suggestions/ recommendations and by using group-developed solutions (e.g., by work center or "tiger team").
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Have the Safety office next to the CO's and XO's offices to place emphasis on the unit's safety program and emphasize the relationship between the CO/XO and the Safety Officer/ASO.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
Ensure your unit has a safety climate that encourages reporting safety issues.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Review the list/matrix of relevant Issue Papers on this website.
Safety Dept visibility - Survey results often reveal that safety personnel are not known or visible. Use formations, command board photos, and other communication means to resolve.

CSA_Prev

Our safety pauses are effective.

Conduct a Safety Standdown focused on unit survey results, mishap/hazard reports, incident reports, recent "near misses," etc. , and utilize audience participation (via large or small group) to further clarify hazards, identify trends, and develop workable solutions. The group's synergy will help to identify previously overlooked factors, and the group-developed interventions will have greater acceptance/compliance.
Plan Safety Standdowns well in advance to address key issues and heighten awareness. Maintain an updated list of speakers and topics to ensure "short notice" standdowns (e.g., following a mishap or other recent incident) are professional and worthwhile.
Encourage, praise, and professionally respond to safety concerns raised in any forum (e.g., Safety Standdowns, Human Factor Councils, Safety Councils/Committees, "True Confessions," etc.). Ridicule, arguments, retribution, or inaction will stifle any further safety communication and greatly increase the risk that hazards will remain hidden until it's too late.
Get Safety Standdowns out of the classroom/auditorium. Supervisor facilitated activities, hands-on training, small group discussions, etc. may be more beneficial.
Implement a grass roots safety campaign to give junior Marines the opportunity to shape the safety messages vice the usual safety "stand-arounds".
Have a seminar-based safety day to get at the root of the problems.
Reach out to counterparts in similar units for lessons learned and common concerns.
Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations.
Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Review the list/matrix of relevant Issue Papers on this website.

CSA_Prev

Unit members do not cut corners to accomplish their job/mission.

The CO frequently reinforces the fact that cutting corners is not tolerated in this organization. The CO ensures department heads and senior supervisory personnel understand that this is the only acceptable policy.
Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Address any misperceptions of “getting the X at all costs” with pilots, aircrew, tactics instructors, and Department Heads.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time. Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Beware of an environment where "work-arounds" are "the way we do things here."
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Monitor supervisors who think it's okay to cut corners.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Beware of and monitor fatigue levels of your personnel.
Monitor and be aware of perceived mission creep.
Establish, communicate (make visible), and enforce performance standards in your command.
Involve the officers and senior NCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.
Ensure leadership at all levels considers the unintended consequences of cutting corners by telling personnel to get something "done now."
Impress on all personnel the "costs of cutting corners" and accountability.

CSA_Prev

Crew rest standards are enforced in my unit.

For aircrew that have a late flight and a subsequent flight the following day, place a note on the flight schedule directing the earliest time that individual can report to work (using a 10-hour standard to allow for transit and 8-hour crew-rest).
[The CO should] Reinforce "by the book" using the book (e.g., discussing "crew rest" with the crew rest instruction in hand).
The Safety Department should provide training to all aircrew on what OPNAVINST 3710 states with regard to crew rest. Additionally, have the Safety Department review all flight schedules to QA aircrew scheduling.
Ensure all personnel understand the crew rest requirements and command policy on any waivers.
Establish clear guidance for detachment OICs to ensure crew rest standards are followed in their often more demanding operational environment.
Ensure personnel and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
Although we often “do more with less,” always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
If possible, reduce extraneous tasking and challenge unreasonable requests.
Encourage personnel to live near their place of work. Long work days combined with excessive commutes leads to fatigued workers and drivers.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Leaders set the example.
Tighten crew rest/crew day adherence through advanced scheduling.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Ensure scheduling provides adequate time for rest and adjustments in circadian rhythms.
For mission-critical events, always schedule a standby crew to eliminate fatigue/crew rest issues associated with the inevitable operational or equipment delays.
Monitor aggressive aircrew who think rules aren't necessary.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Commuting/road travel highlighted as an area of concern? Evaluate policies on rest and travel, ensuring accommodation available for extended and/or late-night events.
Review the list/matrix of relevant Issue Papers on this website.
Crew rest - Publish the daily flight schedule earlier to reduce impact on crew rest.

CSA_Prev

Aircrew work effectively as a team.

Use real life, practical examples of CRM and ORM for training, vice repetitive overviews of the seven skills and ORM steps. The goal is safe operations, not memorization.
Leaders set the example.
Outstanding command leadership teams are "brilliant on the basics."
Conduct bi-weekly (every two weeks) all aircrew meetings to discuss issues such as CRM, standards, and the latest on HAZREPS and mishap reports.
Reinvigorate the safety award process to "catch personnel in the act of using solid ORM and CRM.
Direct more command attention at those who do right than those who do wrong.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

CSA_Prev

Morale in my unit is high.

Safety climate survey results revealed that unit morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Unit leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
Ensure junior officers visit a different work center/shop at least once a month to increase their knowledge, unit camaraderie, and enlisted/officer morale.
CO or XO visiting the workspaces and just talking to the junior Marines and getting to know them would greatly increase not only morale, but also let the Marines know that their command cares about them and listens to them.
Improve morale within the SNCO/officer ranks by increasing their authority and control of their sections/departments (e.g., liberty/leave approval, planning, training, etc.).
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Institute morale building incentives like "shop/platoon/company of the month."
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Share all relevant information. Playing “I’ve got a secret” hurts productivity and morale.
Assign teams/tasks across departmental boundaries to reduce departmental rivalries (e.g., OPS versus Maintenance) and build camaraderie.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Plan ahead and share plans/timelines with personnel to improve productivity and morale
Focus on what you are doing correctly.
COs who prioritize the betterment of their command over the betterment of their careers have the most "operationally excellent" squadrons.
Incorporate mentorship at every level.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Review the list/matrix of relevant Issue Papers on this website.
Explaining "why" alleviates many concerns that reduce morale.
Ensure Marines understand the importance of the unit's mission and their own purpose and role in achieving it.
Actively engage Marines in morale enhancing events outside of working hours to get Marines out of the barracks on weekends.

CSA_Prev

My unit has adequate resources (e.g., tools, equipment, publications, etc.) to perform its current tasks.

Many hardships are outside your unit's control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Identify the shops that do not have adequate tools to do their job and prioritize ordering/replacements.
If possible, reduce extraneous tasking and challenge unreasonable requests.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Be aware of collateral mission creep.
Leadership should establish unit priorities (at all levels) and live by them.
Unfavorable respondent comments to this survey item often reveal a misunderstanding of the various funding allocations and unit priorities. Consider a short training session with all personnel to answer their concerns.
Implement a push-logistics model for supplying companies/departments with necessary consumable supplies based upon average usage rates.
Seek out the agencies responsible for providing support, equipment, and consumables to have sufficient replacements on hand prior to needing them.
Review the list/matrix of relevant Issue Papers on this website.
Use survey results on identified hazards to lobby for resources.
Assess and procure seasonal equipment and supplies early in order to take advantage of restrictive timelines.
Procure sufficient PPE (e.g., earplugs, gloves, goggles) to prevent workarounds when not available.
Utilize station personnel and hygienists to assess spaces are safe and in proper working order.
Ensurve flight briefing spaces have adequate computers, publications, etc. to increase functionality.

CSA_Prev

My unit has enough experienced personnel to perform its current tasks.

Many hardships are outside your unit’s control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
If possible, reduce extraneous tasking and challenge unreasonable requests.
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of military occupational specialties (MOSs).
Use survey results to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Ensure work shifts are adequately manned for workloads (e.g., night check often has more demands with less people than day shift).
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Be aware of collateral mission creep.
Monitor turnover in personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish unit priorities (at all levels) and live by them.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Review the list/matrix of relevant Issue Papers on this website.

CSA_Prev

I have adequate time to prepare for and brief my flights.

Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Beware of an environment where "work-arounds" are "the way we do things here."
If possible, reduce extraneous tasking and challenge unreasonable requests.
If necessary, reduce op tempo / mission complexity to focus on strictly core skills training and adjust flight ops to avoid pilots having to fly - land - brief - fly again.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Ensure personnel and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
Periodically review collateral duties to ensure fair and equitable distributions of workloads. Don't overburden (punish) the unit's hardest working and most effective personnel while allowing (rewarding) non-performers with lighter workloads.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Tighten crew rest/crew day adherence through advanced scheduling.
Beware of and monitor fatigue levels of your personnel.
Leaders should implement ORM processes into their operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Be aware of collateral mission creep.
Review the list/matrix of relevant Issue Papers on this website.

CSA_Prev

I am provided the right number of flight hours to fly safely.

Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
If necessary, reduce op tempo / mission complexity to focus on strictly core skills training and adjust flight ops to avoid pilots having to fly - land - brief - fly again.
Many hardships are outside your unit's control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
Leadership should establish unit priorities (at all levels) and live by them.
Implement a formal training plan.
Set aside a "dialogue period" with aircrew/maintainers and discusses pertinent issues, such as: individual flight time, training requirements, the latest rumors, etc.
The distribution of flight hours should consider who may need additional hours for safety, confidence, and proficiency . . . everyone does not need the same hours each month.
Be aware of the consequences of training with fewer resources.
Review the list/matrix of relevant Issue Papers on this website.

CSA_Prev

Leaders/Supervisors in my unit emphasize safe maintenance in achieving flight schedule goals.

Require maintenance and operations officers to meet and agree on the supportability of the schedule. Also have them take a harder look into attainable weekly goals.
Have Ops brief the weekly plan at the Maintenance Meeting the day following its signing (an effort to ensure that maintainers are given as much info on what is coming the following week).
The Maintenance Officer should hold a weekly "maintenance management meeting" for all maintenance khaki to ensure the MO's word is getting out and major issues are discussed.
Leadership should establish unit priorities (at all levels) and live by them.
Avoid flying during dedicated maintenance training.
Reiterate to aircrew and the entire squadron that there is NO pressure to make sorties in the training environment. Combat readiness comes from continuous good training with up jets, rather than individual sorties.
Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Monitor supervisors who think it's okay to cut corners.
Integrate the ORM process into planning and executing operations.
Review the list/matrix of relevant Issue Papers on this website.

CSA_Prev

Leaders/Supervisors in my unit care about my quality of life.

Survey results show that unit morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Unit leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
Personnel often want to be more involved and/or become mentors. These personnel are a "solution" to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Involve the officers and senior NCOs on appropriate issues.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Ensure your subordinate commanders, leaders, and/or supervisors secure their people as early as possible when and where they can on a daily basis.
Guard against daily last minute tasking with short suspense dates for your personnel, especially after they have been inactive for hours prior to that tasking.
Often the current condition of the BEQs/BOQs and the command's involvement in fixing those conditions have the utmost impact on personnel's quality of life.
Ensure BEQs/BOQs are inspected regularly and any issues are readily corrected (e.g., mold, pests, damaged washers/dryers, plumbing, lighting, etc.)
Create an innovation working group to address physical issues within the housing and workspace infrastructure to improve quality of life.
Get involved, along with base personnel, to address facility issues (e.g., hot water, broken locks/doors, broken washers/dryers, HVAC, etc.) and get a weekly brief on the progress.
Along with family-oriented events, don’t forget to also have events for the single personnel in the unit (e.g., ski trips, sporting events, etc.).
Request station personnel and environmental hygienist’s assistance to inspect and ensure spaces are in good working order.
Modify the daily maintenance briefs and crew day to better fit the squadron requirements, while balancing the quality of life for the Marines.
Review the list/matrix of relevant Issue Papers on this website.
Monitor/encourage personnnel on balancing workload in high OPTEMPO environment.
Mitigate "burnout" through the use of Special Liberty, etc. after high OPTEMPO periods.
Change watch hour rotatations and implement more flexible work options (when/where applicable).
Actively engage Marines in morale enhancing events outside of working hours to get Marines out of the barracks on weekends.
Hold a Barracks Beautifcation Day to clean common areas and support other self-help projects.

CSA_Prev

Leaders/Supervisors in my unit set a good example for following standards.

Establish, communicate (make visible), and enforce performance standards in your command.
Realize that subordinates watch their leaders/supervisors regarding what is and is not acceptable behaviors.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Outstanding command leadership teams are "brilliant on the basics."
The CO should frequently reinforce that cutting corners is not tolerated. Ensure department heads and senior supervisory personnel understand that this is the only acceptable policy.
Monitor supervisors who think it's okay to cut corners.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Check to see if your junior officers are leading at their level.
Review the list/matrix of relevant Issue Papers on this website.
Leader stds - Increase oversight and mentoring of subordinate leaders to ensure basic leadership standards are upheld.

CSA_Prev

Leaders/Supervisors know who the high-risk members are in my unit.

Discuss survey results with flight surgeon (or local medical hierarchy) to garner increased flight surgeon presence within squadron spaces and at Human Factors Councils/Boards.
Review personnel jackets for drug/alcohol histories.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Increase the number of Human Factors Councils (HFCs) completed on deployed detachments.
Monitor aggressive aircrew who think rules aren't necessary.
Be aware of improper perceptions by your personnel.
Beware of and monitor fatigue levels of your personnel.
Integrate the ORM process into identifying/managing high risk personnel.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.)
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Include junior personnel in Human Factors Councils. They will provide additional perspectives on climate issues, while learning that the Human Factors Council/Board process is a helpful and proactive safety tool (vice a means of punishment).
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Review the list/matrix of relevant Issue Papers on this website.

CSA_Prev

My unit's privately owned vehicle (POV) / private motor vehicle (PMV) program is working well to reduce POV/PMV incidents.

Review the CMC Safety Division PMV Safety Program Resources at http://www.safety.marines.mil/Resources.
Review the National Highway Traffic Safety Administration Traffic Safety resources at http://www.nhtsa.gov.
Conduct safety vehicle inspections before driving extended distances.
Implement additional rest and driving restriction measures, especially during periods of inclement weather and extended work days.
Review pre-holiday vehicle inspection checklists and personal ORM plans.
Encourage personnel to live near their place of work. Long work days combined with excessive commutes leads to fatigued workers and drivers.
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, formations, publications, social media, etc.). Too often, vehicles to communicate are overlooked.
Don't expect people to remember what you said two weeks ago. If it's important, publish it or restate it often.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Despite laws/regulations, personnel continue to use cell phones. Emphasize the benefits of calling before driving, using a hands-free device, or asking passengers take important calls.
Do not text and drive. Hazards are too easily missed, vehicle control is hindered, and reaction time is severely impaired.
COs/Safety Officers should conduct periodic seatbelt and cell phone checks of personnel arriving/departing unit parking areas to emphasize commands' commitment to standards and safety of personnel.
Promptly notify personnel of impending hazardous weather conditions to reduce commuting mishaps.
Adjust base working hours to avoid highest levels of local commuter traffic.
Review the list/matrix of relevant Issue Papers on this website.

CSA_Prev

My unit's motorcycle safety program is working well to reduce motorcycle incidents.

Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org.
Review the National Highway Traffic Safety Administration motorcycle resources at http://www.nhtsa.gov/Safety/Motorcycles.
Spend more time getting to know your riders habits, concerns, and equipment shortfalls through very interactive senior rider and motorcycle mentors.
Have a dedicated motorcycle safety officer who is a motorcycle rider. This collateral duty is separate from the formal ground safety officer to allow him to be a true SME on the subject.
Have an actual motorcycle rider (preferably senior) be in charge of the program.
Establish a mentorship program for riders in my command.
Conduct motorcycle PPE training (its use on and off base) and repercussions of getting caught without it.
Screen new check-ins to ensure they are attending the mandatory riders courses.
Include ATV and dirt bike riders into your motorcycle club.
Schedule rides on the Plan of the Day/Flight Schedule to ensure more active and transparent participation in the program.
Personnel often want to be more involved and/or become mentors. These personnel are a "solution" to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Integrate the ORM process into identifying/managing high risk personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Communication/Marketing of base motorcycle programs is essential. Many motorcyclists are unaware of courses, mentorship programs, regulations, etc.
Encourage prospective motorcyclists to take the base courses BEFORE purchasing a motorcycle. They will be a safer rider from the moment they leave the showroom (or they may even forego the purchase altogether based upon their course experience).
All motorcyclists are NOT the same. Older, more experienced touring motorcycle riders have significantly different habits and risks than young, inexperienced sport bike or dirt bike riders. Tailor motorcycle training and safety programs accordingly.
Work with base safety to improve courses and offer your most experienced riders as mentors/instructors.
Base motorcycle courses are often insufficiently held or overbooked. Allow your riders to attend when they obtain a quota.
Schedule course quotas for your personnel and/or arrange a special class with the base to ensure all of your riders are trained.
Assist "motorcycle-only" owners in finding car pools/alternative transportation during inclement weather.
Carefully plan group rides to prevent excessive separations at traffic lights. Trailing riders often speed to catch up with group, greatly increasing their risk.
Group rides, though beneficial for morale, may increase the risk of injury/accident to motorcyclists riding in close proximity to each other. Use ORM to evaluate the benefits and risks associated with the skill level of your riders.
Have unit or base safety rep follow behind group rides with a duty truck to act as a safety observer, carry a first aid kit, and assist motorcyclists with any equipment failures.
Have motorcyclists share incident and accident stories during training and club meetings. This form of "ready room" discussion promotes mentorship, camaraderie, and risk management to avoid similar events.
Concentrate your motorcycle safety program efforts on new and inexperienced riders who have never had accidents because they are more likely to take risks.
Purchase a unit first aid kit that can be carried in a motorcycle saddle bag during group rides.
Programs that are supportive of motorcyclists (e.g., clubs, track days, group rides, specialized courses) will bring your motorcyclists "out of hiding" and improve operator safety.
Expert stunt shows, etc. are a mixed blessing. Without a strong message, they may encourage rather than discourage risk-taking behavior.
Have a guest speaker with a bad motorcycle accident story, preferably one in which PPE saved their life.
Encourage Navy Exchange/PX/local stores to offer high quality/low cost PPE.
Ensure riders have recent first aid training.
Invite contractors and government civilians to attend unit motorcycle activities.
Add a training segment for unit automobile drivers on motorcycle visibility, separation distances, and safely sharing the road.
Have all riders write Next of Kin notification letters. Aside from a stark reminder to riders of the risk involved, it gives the CO something else to tell surviving family members other than that the parent was current in his/her training.
Periodically invite the Motorcycle Program manager to staff meetings to brief who has completed all the necessary training and who has not.
Review the list/matrix of relevant Issue Papers on this website.
Reinvigorate the Motorcycle program by assigning strong leaders and updating current rider data.
Smaller units/organizations with limited riders can participate with higher/adjacent/base motorcycle programs.
COs should attend Motorcycle Program meetings to emphasize its importance, even if COs are not riders.
Ensure all unit riders have current license and adequate insurance at Motorcycle Program meetings and/or group rides.
Assign a Motorcycle Program Coordinator who can uphold standards and expectations for safety, training, and mentorship.

CSA_Prev

My unit's drinking and driving policies are working well to reduce DUI events.

Use data gathered from the drinking and driving (D&D) survey to assess potential unit alcohol issues.
Your "consumption of alcohol" plan (e.g., designated driver, taxi numbers, Uber/Lyft, bus schedule, etc.) has to be in place before a night on the town.
Talk about DUI awareness more, and have your DUI personnel share some of their stories.
Began a peer alcohol awareness group to target at risk personnel.
Issue Arrive Alive cards (or comparable taxi/designated driver program/Uber/Lyft info) and hold a formation for all personnel to hold up and show - to include yourself. The message is that is non-attribution to use and enables the CO/unit to help the person, vice being forced into a purely reactive situation if something bad happens. This will also help foster a sense of family where personnel look out for each other.
Use a duty vehicle, if necessary. Too many Marines are at risk of drinking and driving.
Similar to port call efforts, work with the base special services to offer tours, classes, special events, etc., along with transportation, so junior personnel have a variety of low-cost, non-alcohol related activities.
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety NCO.
Advise all personnel to have a plan (e.g., designated driver, taxi numbers, bus schedule, etc.) before a night on the town.
Food and coffee do not remove the effects of alcohol . . . you just become a more alert drunk. Have medical, law enforcement, or safety reps clear the confusion.
Eliminate alcohol at unit functions. It sends a mixed message on Drinking and Driving program efforts.
Offer incentives for DUI incident reduction (e.g., time off for three months without a DUI incident). Incentives/time off for consecutive days without DUIs/ARIs increases the likelihood that peers/supervisors will be more assertive in controlling the issue.
Punish the individual, not the command, for DUI offences.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, formations, publications, social media, etc.). Too often, vehicles to communicate are overlooked.
Don't expect people to remember what you said two weeks ago. If it's important, publish it or restate it often.
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Establish, communicate (make visible), and enforce performance standards in your command.
Officers and SNCOs set the standard for alcohol use at home and deployed.
Have NCO-led, small group discussions to address the concerns over substance abuse. The desired outcome is a list of bottom-up recommendations that will more effectively address the issue.
Ensure the legal ramifications of alcohol abuse are understood; then focus on physical, mental, and emotional effects of alcohol.
Volunteer designated driver programs are highly effective. Volunteers can be further enticed with a point system to earn a duty-free day, a day off, or other benefit.
Review the list/matrix of relevant Issue Papers on this website.
Work with base security to allow/escort taxis, etc. inside the gate, possibly even to barracks areas.
Focus alcohold-free command functions on camaraderie and taking care of each other. Alcohol sends a mixed message.
Incentivize alcohol-free milestones (e.g. time off, etc.)

CSA_Prev

My unit's off-duty and recreational activity safety program is working well to reduce injuries.

Leaders/Supervisors should be aware of their personnel's off-duty activities.
Do not use scare tactics. Educate your personnel on the hazards and ORM.
Train personnel to properly use ORM for their high-risk activities.
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Page 13 entries, Line of Duty briefs, etc. are not just for motorcycle riders. Personnel who conduct any high risk activity should be aware of the consequences of their actions.
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
Encourage alcohol-free activities.
Similar to port call efforts, work with the base special services to offer tours, classes, special events, etc., along with transportation, so junior personnel have a variety of low-cost, non-alcohol related activities.
Continue to place flyers, bulletins, notices, etc. concerning OD&R activities on bulletin boards and information racks for easy access near lounges or other gathering spots. Emails and Web pages are too often ignored or ineffective.
Have field meet PME's by rank (i.e., NCO's, SNCO's, officers) and have personnel participate in the activities with SME's observing and teaching the rights/wrongs.
Review the list/matrix of relevant Issue Papers on this website.

CSA_Prev

My unit's Substance Abuse Rehabilitation Program (SARP) is working well to address the risks of drug and alcohol abuse.

The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
Leadership should be aware of individuals' off duty life.
Ensure that drug screening dates are not predictable.
Self-reporting does not work if the only outcome is repercussions.
If the unit has gone years without a drug incident, ensure the unit is testing like it should.
If drug/alcohol abuse is suspected, add appropriate probing survey items to online surveys.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Review personnel jackets for drug/alcohol histories.
Incorporate mentorship at every level.
Discuss alcohol/drug use during one-on-one mentoring/counseling sessions.
Integrate the ORM process into identifying/managing high risk personnel.
Reach out to counterparts in similar units for lessons learned and common concerns.
Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Establish, communicate (make visible), and enforce performance standards in your command.
Ensure the legal ramifications of alcohol abuse are understood; then focus on physical, mental, and emotional effects of alcohol.
Have NCO-led, small group discussions to address the concerns over substance abuse. The desired outcome is a list of bottom-up recommendations that will more effectively address the issue.
Review the list/matrix of relevant Issue Papers on this website.
Work with base security to allow/escort taxis, etc. inside the gate, possibly even to barracks areas.
Focus alcohold-free command functions on camaraderie and taking care of each other. Alcohol sends a mixed message.
Incentivize alcohol-free milestones (e.g. time off, etc.)
Conduct more aggressive drug testing with regular, unannouced barracks health and comfort inspections.

MCAS v2

Our unit adequately trains maintainers to safely conduct their jobs.

Each work center conducts 30 minutes of shop training after every FOD walk.
Hard schedule training.
Ensure that scheduled training is provided per the weekly training schedule, or rescheduled immediately if events require a slide.
Formalize maintenance training (not just OJT to work gripes).
Officers/CPO leadership personally monitor training sessions to ensure quality.
Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Develop a weekly qualification tracker to maximize training and eliminate “gun decking.”
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
We changed our Maintenance training attitude. Moving away from flying on training days to a dedicated day to train.
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Do not push personnel beyond their own perception of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks.
Increase focus on training at Det sites.
Invest the time (in training) now. It'll cost you, but less than later.
QA shop provides a 15-30 minute training session to a different maintenance work center each day following FOD walk down.
Review the list/matrix of relevant Issue Papers on this website.

MCAS v2

Individual safety acts are recognized through awards and incentives.

Ensure your unit has an effective safety awards program.
Ensure safety recognition programs (e.g., safety pro, individual/group actions/etc.) are utilized and advertised.
Have a safety/maintainer recognition program (safety-pro/maintenance thumbs-up award) to recognize safety and maintenance achievement.
We have invigorated our internal Safety Award process and we are much more attuned to giving individuals time off from work when we can afford it.
Reinvigorated the safety award process to "catch personnel in the act of using solid ORM."
Direct more command attention at those who do right than those who do wrong.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Publish a Safety Gram with recognition for personnel accomplishments/acts.
Submit a hometown news release and/or letter to family for significant safety acts.
Recognize a Safety–Pro of the Month with a parking spot as a reward.
Implement a QA outstanding performer award. It will improve maintainer interactions with QA, while providing appropriate recognition for quality workmanship.
Recognize government civilian and contract employee safety achievements, if warranted.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Ensure your unit has a safety climate that encourages reporting safety issues.
Review the list/matrix of relevant Issue Papers on this website.

MCAS v2

Safety decisions are made at the proper levels by the most qualified personnel.

Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices.
Integrate the ORM process into planning and executing operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
Ensure your unit has a safety climate that encourages reporting safety issues.
Involve the officers and senior NCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

MCAS v2

Standards in my unit are clearly defined.

Challenge established SOPs to ensure they are current and still relevant.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
The Maintenance Officer personally develops a Personnel Qualification Standard (PQS) for new branch officers.
Establish, communicate (make visible), and enforce performance standards in your command.
Review the list/matrix of relevant Issue Papers on this website.

MCAS v2

Standards in my unit are enforced.

The CO should enforce a "by the book" philosophy.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fail
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Check to see if your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Monitor aggressive personnel who think rules aren't necessary.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Establish, communicate (make visible), and enforce performance standards in your command.
Review the list/matrix of relevant Issue Papers on this website.

MCAS v2

Individuals are given qualifications without the appropriate experience or skills.

Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Develop a weekly qualification tracker to maximize training and eliminate "gun decking."
Have the MO submit a weekly qualification tracker to the CO.
Establish, communicate (make visible), and enforce performance standards in your unit.
Set the bar extremely high. Personnel only reach as high as the unit stated goals.
Officers/Senior NCO leadership personally monitors training sessions to ensure quality.
Monitor turnover in personnel; conduct six-month forecast/track personnel moves.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Review the list/matrix of relevant Issue Papers on this website.

MCAS v2

Anyone intentionally violating SOPs or safety rules is swiftly corrected.

Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fail.
Establish, communicate (make visible), and enforce performance standards in your unit.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Monitor aggressive personnel who think rules aren't necessary.
Monitor supervisors who think it's okay to cut corners.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Review the list/matrix of relevant Issue Papers on this website.

MCAS v2

Individuals, from the top down, incorporate Operational Risk Management (ORM) into daily activities.

Integrate the ORM process into planning and executing operations.
Assign, educate, and employ ORM instructors in your unit.
Train personnel to properly use ORM for their high-risk activities.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Request ORM training from higher headquarters (e.g., Naval Safety Command).
Use real life, practical examples of CRM and ORM for training, vice repetitive overviews of the seven skills and ORM steps. The goal is safe operations, not memorization.
We reinvigorated the safety award process to "catch personnel in the act of using solid ORM and CRM.
We did some small group discussions on how to keep safety briefs impactful and have relooked unit processes to ensure the entire audience receives the benefit of ORM training.
Do not push personnel beyond their own perception of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks.
I am challenging the Chiefs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Are ORM Worksheets in your command being "gamed" by personnel to keep go/no-go decisions at their level?
Review the list/matrix of relevant Issue Papers on this website.

MCAS v2

Effective communication flow exists within my unit.

All "major" maintenance evolutions (e.g., aircraft moves, engine wash, dynamic component change, etc.) are briefed prior to execution, including maintenance control, QA, LPO/LCPO.
The Maintenance Officer holds a weekly "maintenance management meeting" for all maintenance khaki to ensure the MO's word is getting out and major issues are discussed.
I have required my maintenance and operations officers to meet and agree on the supportability of the schedule. Also, I have asked them to give a harder look into attainable weekly goals.
Have Ops brief the weekly plan at the Maintenance Meeting the day following its signing (an effort to ensure that maintainers are given as much info on what is coming the following week).
Each department now provides updates to an in-house calendar where we track future events and post relevant information.
Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
In order to open the lines of communication I have ensured that we hold quarters at least once every 2 weeks and hold all khaki meetings (E-7 - O-5) every Monday. I use this time to let everyone know "the big picture" and to ensure that the entire chain of command knows what we are doing and why.
We adjusted our day/night crew schedules to permit more of an overlap to get better pass downs.
I have scheduled Captain's Calls for each pay grade in order to emphasize and enhance communication flow.
I have engaged the khaki leadership and shared the information in the survey. We have discussed command culture, communication, and standardization required to sustain long term production. The leaders of the squadron are now speaking with one voice.
Having an open door policy on safety related issues has greatly improved communication within the unit.
Attend more meetings (e.g., morning Maintenance Meetings) and show by example how leadership needs to provide opportunities for juniors to voice their concerns/comments. Leaders sometimes need to "pull" information from juniors, and some command leaders have not yet developed the skill to "pull" information.
COs/Department leaders can conduct a quarterly breakfast with the SNCOs to open up lines of communication between each other.
CO sets aside a "dialogue period" with aircrew/maintainers and discusses pertinent issues, such as: individual flight time, training requirements, the latest rumors, etc.
Focus renewed attention on maintenance shift turnover.
More frequent Captain's Calls to ensure the CO is personally getting the word to the troops.
Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
All large organizations have communication challenges. Find solutions for the bottlenecks and shortfalls.
CO concludes formations by asking personnel if anyone has heard any rumors, vice the more standard, "Does anyone have any questions for me?" . . . . Gets better results.
Communication is key across all pay grades. Ensure it happens.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Do not allow poor communication due to too much reliance on one-way emails.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Provide a "state of the squadron" address. It will help you find out where you are and communicate it to your subordinates.
Offer a monthly "Retribution Free" discussion period for flight crew and maintainers to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Discuss survey results and interventions with personnel to develop optimal solutions and increase survey process "buy in."
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Ensure intervention options are clearly communicated.
Review the list/matrix of relevant Issue Papers on this website.

MCAS v2

Effective communication flow exists with external units.

Reach out to counterparts in similar units for lessons learned and common concerns.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Do not allow poor communication due to too much reliance on one-way emails.
Ensure your unit solicits and values honest feedback.
Review the list/matrix of relevant Issue Papers on this website.

MCAS v2

Our Safety Department keeps me well informed regarding relevant hazards/mishaps.

Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication.
Maintain relevant hazard reports, notices, etc. in ready rooms and lounges to increase awareness/discussion.
Increase emphasis on aviation and ground safety at AOMs and quarters.
Encourage safety reps to use every morning meeting and evening pass down to address trends and "stay on message." Getting out and visiting the extremely diverse work centers and production divisions.
Have monthly section ground safety meetings.
Don't beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
Reach out to counterparts in similar units for lessons learned and common concerns.
Ensure intervention options are clearly communicated.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
Review the list/matrix of relevant Issue Papers on this website.

MCAS v2

Our Maintenance Department conducts effective pass-downs between shifts.

Focus renewed attention on maintenance shift turnover.
We adjusted our day/night crew schedules to permit more of an overlap to get better pass downs.
All "major" maintenance evolutions (e.g., aircraft moves, engine wash, dynamic component change, etc.) are briefed prior to execution, including maintenance control, QA, LPO/LCPO.
Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
All large organizations have communication challenges. Find solutions for the bottlenecks and shortfalls.
Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Communication is key across all pay grades. Ensure it happens.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
Review the list/matrix of relevant Issue Papers on this website.

MCAS v2

Maintainer qualifications are closely monitored.

Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
My AMO is reviewing in detail our manning documents and working w/ BUPERS through ONR to recode some critical billets that need to be filled by qualified NEC Sailors.
Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Develop a weekly qualification tracker to maximize training and eliminate "gun decking."
I now Have the MO submit a weekly qualification tracker to the CO.
Monitor turnover in personnel.
Review the list/matrix of relevant Issue Papers on this website.

MCAS v2

Tool Control is closely monitored.

I now have two very sharp PO1's assigned to the tool room, and we have made it a focus area for Maintenance training on every MMP.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Establish, communicate (make visible), and enforce performance standards in your command.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Involve the officers and senior NCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

MCAS v2

CDIs/QARs routinely monitor maintenance evolutions.

All "major" maintenance evolutions (e.g., aircraft moves, engine wash, dynamic component change, etc.) are briefed prior to execution, including maintenance control, QA, LPO/LCPO.
We are looking very hard at the process for designating CDIs and how we recognize and reward those individuals.
Direct more command attention at those who do right than those who do wrong.
Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Periodically review collateral duties to ensure fair and equitable distributions of workloads. Don't overburden (punish) the unit's hardest working and most effective personnel while allowing (rewarding) non-performers with lighter workloads.
Establish, communicate (make visible), and enforce performance standards in your command.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Review the list/matrix of relevant Issue Papers on this website.

MCAS v2

Maintenance records are accurately maintained.

Establish, communicate (make visible), and enforce performance standards in your unit.
Leadership should establish unit priorities (at all levels) and live by them.
COs /Supervisors at all levels must periodically reinforce emphasis on procedures.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Ensure your junior officers are leading at their level.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Review the list/matrix of relevant Issue Papers on this website.

MCAS v2

Maintenance evolutions are supervised and staffed by qualified personnel.

All "major" maintenance evolutions (e.g., aircraft moves, engine wash, dynamic component change, etc.) are briefed prior to execution, including maintenance control, QA, LPO/LCPO.
My AMO is reviewing in detail our manning documents and working w/ BUPERS through ONR to recode some critical billets that need to be filled by qualified NEC Sailors.
Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices.
Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Involve the officers and senior NCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

MCAS v2

Maintainers are routinely briefed on the potential hazards associated with their assigned tasks.

All "major" maintenance evolutions (e.g., aircraft moves, engine wash, dynamic component change, etc.) are briefed prior to execution, including maintenance control, QA, LPO/LCPO.
We adjusted our day/night crew schedules to permit more of an overlap to get better pass downs.
Encourage safety reps to use every morning meeting and evening pass down to address trends and "stay on message." Getting out and visiting the extremely diverse work centers and production divisions.
Focus renewed attention on maintenance shift turnover.
Ensure intervention options are clearly communicated.
Ensure your unit has a safety climate that encourages reporting safety issues.
Ensure your unit Safety Officer and Safety NCO are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
Ensure your junior officers are leading at their level.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Integrate the ORM process into planning and executing operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Communication is key across all pay grades. Ensure it happens.
Do not allow poor communication due to too much reliance on one-way emails.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
Review the list/matrix of relevant Issue Papers on this website.

MCAS v2

Our Maintenance Department has a reputation for high-quality maintenance.

Outstanding command leadership teams are "brilliant on the basics."
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Focus on what you are doing correctly.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
Reach out to counterparts in similar units for lessons learned and common concerns.
Establish, communicate (make visible), and enforce performance standards in your command.
Set the bar extremely high. Sailors only reach as high as the command's stated goals.
Formalize maintenance training (not just OJT to work gripes). Officers/CPO leadership personally monitor training sessions to ensure quality.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Review the list/matrix of relevant Issue Papers on this website.

MCAS v2

Violations of SOP, NAMP, or other procedures are rare.

Challenge established SOPs to ensure they are current and still relevant.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Leaders set the example.
Establish, communicate (make visible), and enforce performance standards in your command.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Ensure your junior officers are leading at their level.
Monitor supervisors who think it's okay to cut corners.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Direct more command attention at those who do right than those who do wrong.
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Offer a monthly "Retribution Free" discussion period for flight crew and maintainers to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Review the list/matrix of relevant Issue Papers on this website.
Conduct training to optimize hands on evolutions during the week, vice last event before Friday liberty.

MCAS v2

Our unit conceals adverse incidents.

There is nothing new under the sun. Seek assistance from those who are familiar with similar situations (e.g., higher headquarters, peers, Safety Center, base services, etc.) instead of wasting time and effort creating “new” solutions.
Trust, built through human contact/engagement, is the fundamental building block of our command and control structure and our ability to achieve mission success.
Without trust, we cannot delegate authority. Without authority, we cannot fulfill our responsibilities. Without the delegation of authority, we cannot operate as a Navy.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel’s well-being.
If survey results are a “bad surprise,” suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Don’t shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your unit has a safety culture that encourages reporting safety issues.
Ensure your unit solicits and values honest feedback.
Involve the officers and senior NCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

MCAS v2

Training is often postponed/cancelled.

Hard schedule training.
Ensure that scheduled training is provided per the weekly training schedule, or rescheduled immediately if events require a slide.
Leadership should establish unit priorities (at all levels) and live by them.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Formalize maintenance training (not just OJT to work gripes).
Officers/CPO leadership personally monitor training sessions to ensure quality.
Invest the time (in training) now. It'll cost you, but less than later.
Review the list/matrix of relevant Issue Papers on this website.

MCAS v2

Individuals are comfortable approaching supervisors about personal problems/illness.

Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
Communication is key across all pay grades. Ensure it happens.
Trust, built through human contact/engagement, is the fundamental building block of our command and control structure and our ability to achieve mission success.
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Don’t shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Check to see if your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Be aware of improper perceptions by your personnel.
Review the list/matrix of relevant Issue Papers on this website.

MCAS v2

Individuals are willing to report safety violations, unsafe behaviors, or hazardous conditions.

Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
Direct more command attention at those who do right than those who do wrong.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Publish a Safety Gram with recognition for personnel accomplishments/acts.
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Be aware of improper perceptions by your personnel.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
A strong "Anymouse" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Offer a monthly "Retribution Free" discussion period for flight crew and maintainers to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Ensure your unit has an effective safety awards program.
Ensure your unit has a safety climate that encourages reporting safety issues.
Review the list/matrix of relevant Issue Papers on this website.

MCAS v2

QAR and CDI billets are desirable assignments in our unit.

Reinforce the power of QA personnel.
Implement a QA outstanding performer award. It will improve maintainer interactions with QA, while providing appropriate recognition for quality workmanship.
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Direct more command attention at those who do right than those who do wrong.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Be aware of improper perceptions by your personnel.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Involve the officers and senior NCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.
Conduct focus group with E6 and below to discuss ways to change perceptions.

MCAS v2

QA is well respected.

I have made some changes within the QA division to make it a stronger and more independent division within the Maintenance Department.
Reinforce the power of QA personnel.
Implement a QA outstanding performer award. It will improve maintainer interactions with QA, while providing appropriate recognition for quality workmanship.
Be aware of improper perceptions by your personnel.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Involve the officers and senior NCOs on appropriate issues.
Check to see if your junior officers are leading at their level.
Review the list/matrix of relevant Issue Papers on this website.

MCAS v2

The Safety Department is well respected.

Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication.
In an effort to enhance the status of the Safety Dept, we will add an experienced junior officer to the Safety team. It sends a poor message when we have a brand new LTJG or LT assigned to Safety as his first job, when he doesn't know much about the squadron.
Encouraging safety reps to use every morning meeting and evening pass down to address trends and "stay on message." Getting out and visiting the extremely diverse work centers and production divisions.
We have now assigned and advertised the names of safety reps at the company and shop floor level. We have an active safety council that meets regularly to address safety issues.
Increase emphasis on aviation and ground safety at AOMs and quarters.
Don't be the "Safety Guy." Motivate and inspire peers towards safer habits through example and timely information, not inspections and policing of individual actions.
Don't beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
Check in the box safety training damages a unit's safety climate and culture. Conduct all training, surveys, etc. with a realistic goal to provide/obtain useful information or impart a skill.
Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels.
Use real life, practical examples of CRM and ORM for training, vice repetitive overviews of the seven skills and ORM steps. The goal is safe operations, not memorization.
Maximize safety program "buy-in" by quickly responding to individuals' concerns/ suggestions/ recommendations and by using group-developed solutions (e.g., by work center or "tiger team").
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
CO moved the Safety office next to the CO's and XO's offices to place emphasis on the unit's safety program and emphasize the relationship between the CO/XO and the Safety Officer/ASO.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
Ensure your unit has a safety climate that encourages reporting safety issues.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Review the list/matrix of relevant Issue Papers on this website.

MCAS v2

Our safety pauses are effective.

Conduct a Safety Standdown focused on unit survey results, mishap/hazard reports, incident reports, recent "near misses," etc. , and utilize audience participation (via large or small group) to further clarify hazards, identify trends, and develop workable solutions. The group's synergy will help to identify previously overlooked factors, and the group-developed interventions will have greater acceptance/compliance.
Plan Safety Standdowns well in advance to address key issues and heighten awareness. Maintain an updated list of speakers and topics to ensure "short notice" standdowns (e.g., following a mishap or other recent incident) are professional and worthwhile.
Encourage, praise, and professionally respond to safety concerns raised in any forum (e.g., Safety Standdowns, Human Factor Councils, Safety Councils/Committees, "True Confessions," etc.). Ridicule, arguments, retribution, or inaction will stifle any further safety communication and greatly increase the risk that hazards will remain hidden until it's too late.
Get Safety Standdowns out of the classroom/auditorium. Supervisor facilitated activities, hands-on training, small group discussions, etc. may be more beneficial.
Implement a grass roots safety campaign to give junior personnel the opportunity to shape the safety messages vice the usual safety "stand-arounds."
Review Appendix A (Good Safety Standdown Ideas) and Appendix B (Safety Standdown Tips) of Issue Paper #98.
Seminar based safety day to get at the root of the problems.
Reach out to counterparts in similar units for lessons learned and common concerns.
Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations.
Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Include contractors into squadron operational pauses/standdowns.
Review the list/matrix of relevant Issue Papers on this website.

MCAS v2

Individuals feel pressured to cut corners to accomplish their job/mission.

The CO frequently reinforces the fact that cutting corners is not tolerated in this organization. The CO ensures department heads and senior supervisory personnel understand that this is the only acceptable policy.
I have told my aircrew and the entire squadron that there is NO pressure to make sorties in the training environment. Combat readiness comes from continuous good training with up jets, rather than individual sorties.
Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Beware of an environment where "work-arounds" are "the way we do things here."
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Offer a monthly "Retribution Free" discussion period for flight crew and maintainers to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Monitor supervisors who think it's okay to cut corners.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Beware of and monitor fatigue levels of your personnel.
Monitor and be aware of perceived mission creep.
Establish, communicate (make visible), and enforce performance standards in your command.
Involve the officers and senior NCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

MCAS v2

Conflicts between individuals in my unit are degrading unit performance.

Leaders set the example.
Leaders/supervisors resolve conflicts before they degrade unit performance.
Establish, communicate (make visible), and enforce performance standards in your unit.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Ensure that the balance between mission accomplishment and members' personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Review the list/matrix of relevant Issue Papers on this website.

MCAS v2

Maintenance crew rest standards are enforced in my unit.

[The CO should] Reinforce "by the book" using the book (e.g., discussing "crew rest" with the crew rest instruction in hand).
Ensure all personnel understand the crew rest requirements and command policy on any waivers.
There were several comments concerning a misconception about crew rest requirements that we were able to clear up and as a result we drafted more clear guidance to put in place for OICs at our detachment sites.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
Although we often “do more with less,” always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Encourage personnel to live near their place of work. Long work days combined with excessive commutes leads to fatigued workers and drivers.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Tighten crew rest/crew day adherence through advanced scheduling.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
For mission-critical events, always schedule a standby crew to eliminate fatigue/crew rest issues associated with the inevitable operational or equipment delays.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Involve the officers and senior NCOs on appropriate issues.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Review the list/matrix of relevant Issue Papers on this website.

MCAS v2

Maintainers work effectively as a team.

All "major" maintenance evolutions (e.g., aircraft moves, engine wash, dynamic component change, etc.) are briefed prior to execution, including maintenance control, QA, LPO/LCPO.
Similar to a detachment concept, squadrons can assign personnel to permanent teams for particular aircraft or pieces of equipment (e.g., teams could be assigned two aircraft each within a squadron). The healthy competition between the teams will improve morale, productivity, and aircraft/equipment availability.
Leaders set the example.
Outstanding command leadership teams are "brilliant on the basics."
Direct more command attention at those who do right than those who do wrong.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Establish a CRM curriculum for maintainers based on what aircrew are taught.
Review the list/matrix of relevant Issue Papers on this website.
Establish a CRM curriculum for maintainers based on aircrew model.

MCAS v2

My department has a good working relationship with other departments in my unit.

I have required my maintenance and operations officers to meet and agree on the supportability of the schedule. Also, I have asked them to give a harder look into attainable weekly goals.
Plan ahead and share plans/timelines with personnel to improve productivity and morale
Assign teams/tasks across departmental boundaries to reduce departmental rivalries and build camaraderie.
Involve the officers and senior NCOs on appropriate issues.
Communication is key across all pay grades. Ensure it happens.
Do not allow poor communication due to too much reliance on one-way emails.
Be aware of improper perceptions by your personnel.
Review the list/matrix of relevant Issue Papers on this website.

MCAS v2

Morale in my unit is high

CSA/MCAS survey results revealed that unit morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Unit leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Institute morale building incentives like "shop/platoon/company of the month."
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Share all relevant information. Playing “I’ve got a secret” hurts productivity and morale.
Assign teams/tasks across departmental boundaries to reduce departmental rivalries (e.g., OPS versus Maintenance) and build camaraderie.
Similar to a detachment concept, squadrons can assign personnel to permanent teams for particular aircraft or pieces of equipment (e.g., teams could be assigned two aircraft each within a squadron). The healthy competition between the teams will improve morale, productivity, and aircraft/equipment availability.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Plan ahead and share plans/timelines with personnel to improve productivity and morale
Focus on what you are doing correctly.
COs who prioritize the betterment of their command over the betterment of their careers have the most "operationally excellent" squadrons.
Incorporate mentorship at every level.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Review the list/matrix of relevant Issue Papers on this website.

MCAS v2

I am provided adequate resources (e.g., time, staffing, budget, and equipment) to accomplish my job.

Many hardships are outside your unit's control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of military occupational specialties (MOSs).
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
We identified several shops that did not have adequate tools to do their job. We implemented a way for supervisors to identify tool deficiencies and were able to use end of the FY money to get them the correct tools.
My AMO is reviewing in detail our manning documents and working w/ BUPERS through ONR to recode some critical billets that need to be filled by qualified NEC Sailors.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
I have required my maintenance and operations officers to meet and agree on the supportability of the schedule. Also, I have asked them to give a harder look into attainable weekly goals.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Be aware of collateral mission creep.
Monitor turnover in personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish unit priorities (at all levels) and live by them.
Review the list/matrix of relevant Issue Papers on this website.

MCAS v2

Based upon our current manning/assets, my unit is over-committed.

Many hardships are outside your unit’s control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
Use safety climate surveys to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
I have required my maintenance and operations officers to meet and agree on the supportability of the schedule. Also, I have asked them to give a harder look into attainable weekly goals.
My AMO is reviewing in detail our manning documents and working w/ BUPERS through ONR to recode some critical billets that need to be filled by qualified NEC Sailors.
Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of military occupational specialties (MOSs).
Balance the delicate issues of ops/pers tempo with mission accomplishment.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Be aware of collateral mission creep.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish unit priorities (at all levels) and live by them.
Review the list/matrix of relevant Issue Papers on this website.

MCAS v2

Fatigue due to current operational commitments is degrading performance.

Beware of and monitor fatigue levels of your personnel.
There were several comments concerning a misconception about crew rest requirements that we were able to clear up and as a result we drafted more clear guidance to put in place for OICs at our detachment sites.
Based on the info from the comments I have developed a squadron order to specifically define a "maintenance work day" as ten hours. We've shifted scheduling, developed a standard flight window duration, and created small recovery crews to ensure that no Marines are getting the short end. This fairly simple fix had an immediate and positive effect on both morale and in the reduction of fatigue.
Implemented new rules on shift work going to duty in order to avoid excessively tired folks driving home.
We are now tracking days off for each Marine in the Squadron to ensure that each person receives adequate time away from work.
Directed more proactive time off policies. I told maintenance leaders to treat the maintainers as if they had to pay them hourly. Don't keep them around if they're not making you any money.
We created a "weekend" shift to cover weekends rather than calling in duty sections every weekend.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Educate your personnel to recognize fatigue "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.)
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Encourage personnel to live near their place of work. Long work days combined with excessive commutes leads to fatigued workers and drivers.
Avoid recalls/holdovers of night check personnel for non-mission critical tasks (e.g., awards ceremonies, inspections, musters, etc.) to avoid driving fatigued.
Ensure all personnel understand the crew rest requirements and command policy on any waivers.
For mission-critical events, always schedule a standby crew to eliminate fatigue/crew rest issues associated with the inevitable operational or equipment delays.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Review the list/matrix of relevant Issue Papers on this website.

MCAS v2

Day crew has sufficient staffing for their workload.

Many hardships are outside your unit’s control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
I have required my maintenance and operations officers to meet and agree on the supportability of the schedule. Also, I have asked them to give a harder look into attainable weekly goals.
My AMO is reviewing in detail our manning documents and working w/ BUPERS through ONR to recode some critical billets that need to be filled by qualified NEC Sailors.
Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of military occupational specialties (MOSs).
Use CSA/MCAS to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Ensure work shifts are adequately manned for workloads (e.g., night check often has more demands with less people than day shift).
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Be aware of collateral mission creep.
Monitor turnover in personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish unit priorities (at all levels) and live by them.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Review the list/matrix of relevant Issue Papers on this website.
Created policy to ensure night check works no more hours than day check (even if both extended) to ensure "fairness."

MCAS v2

Night crew has sufficient staffing for their workload.

Many hardships are outside your unit’s control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
I have required my maintenance and operations officers to meet and agree on the supportability of the schedule. Also, I have asked them to give a harder look into attainable weekly goals.
My AMO is reviewing in detail our manning documents and working w/ BUPERS through ONR to recode some critical billets that need to be filled by qualified NEC Sailors.
Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of military occupational specialties (MOSs).
Use CSA/MCAS to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Ensure work shifts are adequately manned for workloads (e.g., night check often has more demands with less people than day shift).
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Be aware of collateral mission creep.
Monitor turnover in personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish unit priorities (at all levels) and live by them.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Review the list/matrix of relevant Issue Papers on this website.

MCAS v2

Night crew has sufficient supervisors for their workload.

Our senior maintenance leadership E-6 and above were predominantly on day shift. Now there is a balance between days and nights.
Many hardships are outside your unit’s control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
I have required my maintenance and operations officers to meet and agree on the supportability of the schedule. Also, I have asked them to give a harder look into attainable weekly goals.
My AMO is reviewing in detail our manning documents and working w/ BUPERS through ONR to recode some critical billets that need to be filled by qualified NEC Sailors.
Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of military occupational specialties (MOSs).
Use CSA/MCAS to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Ensure work shifts are adequately manned for workloads (e.g., night check often has more demands with less people than day shift).
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Be aware of collateral mission creep.
Monitor turnover in personnel.
Involve the officers and senior NCOs on appropriate issues.
Leadership should establish unit priorities (at all levels) and live by them.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Review the list/matrix of relevant Issue Papers on this website.

MCAS v2

Required publications are current and used.

Beware of an environment where "work-arounds" are "the way we do things here."
Involve the officers and senior NCOs on appropriate issues.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the list/matrix of relevant Issue Papers on this website.

MCAS v2

Required tools/equipment are serviceable and used.

I now have two very sharp PO1's assigned to the tool room, and we have made it a focus area for Maintenance training on every MMP.
Beware of an environment where "work-arounds" are "the way we do things here."
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
We identified several shops that did not have adequate tools to do their job. We implemented a way for supervisors to identify tool deficiencies and were able to use end of the FY money to get them the correct tools.
Involve the officers and senior NCOs on appropriate issues.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Integrate the ORM process into planning and executing operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the list/matrix of relevant Issue Papers on this website.

MCAS v2

Parts are sufficiently available to meet maintenance demands.

Beware of an environment where "work-arounds" are "the way we do things here."
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Involve the officers and senior NCOs on appropriate issues.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Integrate the ORM process into planning and executing operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the list/matrix of relevant Issue Papers on this website.

MCAS v2

Multiple job assignments and collateral duties adversely affect my job performance.

Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Beware of an environment where "work-arounds" are "the way we do things here."
Periodically review collateral duties to ensure fair and equitable distributions of workloads. Don't overburden (punish) the unit's hardest working and most effective personnel while allowing (rewarding) non-performers with lighter workloads.
Be aware of collateral mission creep.
Use CSA/MCAS to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Review the list/matrix of relevant Issue Papers on this website.

MCAS v2

Temporary Additional Duty (TAD)/Individual Augmentee (IA) deployment rates for the last year have created safety problems.

We thoroughly scrub all IA nominees to ensure we do not diminish the team/crew concept, and keep the right mix of Sailors on operating positions.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
I have required my maintenance and operations officers to meet and agree on the supportability of the schedule. Also, I have asked them to give a harder look into attainable weekly goals.
Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of military occupational specialties (MOSs).
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Use CSA/MCAS to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Monitor turnover in personnel.
Integrate the ORM process into planning and executing operations.
Review the list/matrix of relevant Issue Papers on this website.

MCAS v2

Supervisors are actively engaged in the safety program and management of safety matters.

Outstanding command leadership teams are "brilliant on the basics."
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations.
I am challenging the Chiefs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them.
I had the DH's debrief survey results at their level. Helped promote discussion and I believe that each individual "shop" feels that they have the empowerment to intervene more often when they see potential flags go up.
Have NCOs discuss survey results within their work centers to obtain additional clarification of issues and suggestions for interventions.
Bolster safety councils by having more ranks represented.
Get Safety Standdowns out of the classroom/auditorium. Supervisor facilitated activities, hands-on training, small group discussions, etc. may be more beneficial.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Ensure intervention options are clearly communicated.
Maximize safety program "buy-in" by quickly responding to individuals' concerns/ suggestions/ recommendations and by using group-developed solutions (e.g., by work center or "tiger team").
Leadership by Walking Around remains the #1 leadership tool as seen through the eyes of junior personnel. Is your command's leadership/supervisors staring at their computer screens or getting "out and about"?
Ensure your unit has an effective safety awards program.
Unit routinely conducts officer safety council and enlisted safety committee meetings (in accordance with applicable directives) to review SOPs and operating procedures.
Review the list/matrix of relevant Issue Papers on this website.

MCAS v2

Supervisors are more concerned with the flight schedule than safe maintenance.

I have required my maintenance and operations officers to meet and agree on the supportability of the schedule. Also, I have asked them to give a harder look into attainable weekly goals.
Have Ops brief the weekly plan at the Maintenance Meeting the day following its signing (an effort to ensure that maintainers are given as much info on what is coming the following week).
We conducted operations/maintenance on an adhoc basis until this survey. We now operate on a scheduled, weekly basis.
The Maintenance Officer holds a weekly "maintenance management meeting" for all maintenance khaki to ensure the MO's word is getting out and major issues are discussed.
Leadership should establish unit priorities (at all levels) and live by them.
We changed our Maintenance training attitude. Moving away from flying on training days to a dedicated day to train.
I have told my aircrew and the entire squadron that there is NO pressure to make sorties in the training environment. Combat readiness comes from continuous good training with up jets, rather than individual sorties.
Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Monitor supervisors who think it's okay to cut corners.
Integrate the ORM process into planning and executing operations.
Review the list/matrix of relevant Issue Papers on this website.

MCAS v2

Supervisors encourage reporting safety discrepancies without fear of negative repercussions.

If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
Trust, built through human contact/engagement, is the fundamental building block of our command and control structure and our ability to achieve mission success.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Having and open door policy on safety related issues has greatly improved communication within the unit.
Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
Ensure safety reps are visible members of the unit.
Ensure safety recognition programs (e.g., safety pro, individual/group actions/etc.) are utilized and advertised.
Communication is key across all pay grades. Ensure it happens.
A strong "Anymouse" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Offer a monthly "Retribution Free" discussion period for flight crew and maintainers to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your unit has a safety climate that encourages reporting safety issues.
Involve the officers and senior NCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

MCAS v2

Supervisors set a good example for following maintenance standards.

Establish, communicate (make visible), and enforce performance standards in your command.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Outstanding command leadership teams are "brilliant on the basics."
The CO frequently reinforces the fact that cutting corners is not tolerated in this organization. The CO ensures department heads and senior supervisory personnel understand that this is the only acceptable policy.
Monitor supervisors who think it's okay to cut corners.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
The Maintenance Officer personally develops a Personnel Qualification Standard (PQS) for new branch officers.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Check to see if your junior officers are leading at their level.
Review the list/matrix of relevant Issue Papers on this website.

MCAS v2

Supervisors permit cutting corners to get a job done.

Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
The CO frequently reinforces the fact that cutting corners is not tolerated in this organization. The CO ensures department heads and senior supervisory personnel understand that this is the only acceptable policy.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
I have told my aircrew and the entire squadron that there is NO pressure to make sorties in the training environment. Combat readiness comes from continuous good training with up jets, rather than individual sorties.
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Involve the officers and senior NCOs on appropriate issues.
Monitor supervisors who think it's okay to cut corners.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Leaders set the example.
Review the list/matrix of relevant Issue Papers on this website.

MCAS v2

Supervisors react well to unexpected changes.

Leaders set the example.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day’s schedule.
Although we often “do more with less,” always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Many hardships are outside your unit’s control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
Communication is key across all pay grades. Ensure it happens.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Be aware of seniors that are not malleable to change (for that matter, be aware of juniors, too).
Review the list/matrix of relevant Issue Papers on this website.

MCAS v2

Supervisors care for members' quality of life.

Survey results show that unit morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Unit leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
Personnel often want to be more involved and/or become mentors. These personnel are a "solution" to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Be aware of improper perceptions by your personnel.
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Involve the officers and senior NCOs on appropriate issues.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Review the list/matrix of relevant Issue Papers on this website.

MCAS v2

Supervisors micromanage routine maintenance operations.

Don't micromanage. Leadership growth and accountability requires that we provide our junior personnel with opportunities to lead.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Trust, built through human contact/engagement, is the fundamental building block of our command and control structure and our ability to achieve mission success.
Without trust, we cannot delegate authority. Without authority, we cannot fulfill our responsibilities. Without the delegation of authority, we cannot operate as a Navy.
Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Review the list/matrix of relevant Issue Papers on this website.

MCAS v2

Safety POs/NCOs are effective at promoting safety.

Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication.
Encouraging safety reps to use every morning meeting and evening pass down to address trends and "stay on message." Getting out and visiting the extremely diverse work centers and production divisions.
We have now assigned and advertised the names of safety reps at the company and shop floor level. We have an active safety council that meets regularly to address safety issues.
Increase emphasis on aviation and ground safety at AOMs and quarters.
Don't be the "Safety Guy." Motivate and inspire peers towards safer habits through example and timely information, not inspections and policing of individual actions.
Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels.
Maintain relevant hazard reports, notices, etc. in ready rooms and lounges to increase awareness/discussion.
Don't beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
Reach out to counterparts in similar units for lessons learned and common concerns.
Ensure intervention options are clearly communicated.
Ensure your unit Safety Officers and Safety NCOs are visible members of your command.
Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
Ensure your unit has a safety climate that encourages reporting safety issues.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Use CSA/MCAS to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Review the list/matrix of relevant Issue Papers on this website.

MCAS v2

Work center supervisors coordinate their actions with other work centers.

All "major" maintenance evolutions (e.g., aircraft moves, engine wash, dynamic component change, etc.) are briefed prior to execution, including maintenance control, QA, LPO/LCPO.
Leaders set the example.
Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
All large organizations have communication challenges. Find solutions for the bottlenecks and shortfalls.
Communication is key across all pay grades. Ensure it happens.
The Maintenance Officer holds a weekly "maintenance management meeting" for all maintenance khaki to ensure the MO's word is getting out and major issues are discussed.
Involve the officers and senior NCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

MCAS v2

Maintenance Control is effective at managing maintenance activities.

All "major" maintenance evolutions (e.g., aircraft moves, engine wash, dynamic component change, etc.) are briefed prior to execution, including maintenance control, QA, LPO/LCPO.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day’s schedule.
Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Ensure work shifts are adequately manned for workloads (e.g., night check often has more demands with less people than day shift).
Do not allow poor communication due to too much reliance on one-way emails.
Focus renewed attention on maintenance shift turnover.
Don't micromanage. Leadership growth and accountability requires that we provide our junior personnel with opportunities to lead.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
Reach out to counterparts in similar units for lessons learned and common concerns.
Similar to a detachment concept, large organizations can assign personnel to permanent teams for particular aircraft or pieces of equipment (e.g., six teams could be assigned two aircraft each within a squadron). The healthy competition between the teams will improve morale, productivity, and aircraft/equipment availability.
Involve the officers and senior NCOs on appropriate issues.
Monitor and be aware of perceived mission creep.
Use CSA/MCAS to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Review the list/matrix of relevant Issue Papers on this website.

MCAS v2

Maintenance Control uses work center input in their decision-making.

All "major" maintenance evolutions (e.g., aircraft moves, engine wash, dynamic component change, etc.) are briefed prior to execution, including maintenance control, QA, LPO/LCPO.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
Attend more meetings (e.g., morning Maintenance Meetings) and show by example how leadership needs to provide opportunities for juniors to voice their concerns/comments. Leaders sometimes need to "pull" information from juniors, and some command leaders have not yet developed the skill to "pull" information.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Don't micromanage. Leadership growth and accountability requires that we provide our junior personnel with opportunities to lead.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Communication is key across all pay grades. Ensure it happens.
Do not allow poor communication due to too much reliance on one-way emails.
Integrate the ORM process into planning and executing operations.
Involve the officers and senior NCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

MCAS_Prev

Our unit adequately trains maintainers to safely conduct their jobs.

Each work center conducts 30 minutes of shop training after every FOD walk.
Hard schedule training.
Ensure that scheduled training is provided per the weekly training schedule, or rescheduled immediately if events require a slide.
Formalize maintenance training (not just OJT to work gripes).
Officers/CPO leadership personally monitor training sessions to ensure quality.
Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Develop a weekly qualification tracker to maximize training and eliminate “gun decking.”
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
We changed our Maintenance training attitude. Moving away from flying on training days to a dedicated day to train.
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Do not push personnel beyond their own perception of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks.
Increase focus on training at Det sites.
Invest the time (in training) now. It'll cost you, but less than later.
QA shop provides a 15-30 minute training session to a different maintenance work center each day following FOD walk down.
Review the list/matrix of relevant Issue Papers on this website.

MCAS_Prev

My unit provides adequate recognition for exceptional safety acts.

Ensure your unit has an effective safety awards program.
Survey respondents often perceive that Safety Pros awards are too infrequent despite monthly awards in their squadrons. Ensure when reading the citations that it is understood these awards are for being a Safety Pro.
Ensure safety recognition programs (e.g., safety pro, individual/group actions/etc.) are utilized and advertised.
Reinvigorate the safety award process to "catch personnel in the act of using solid ORM."
Direct more command attention at those who do right than those who do wrong.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Publish a Safety Gram with recognition for personnel accomplishments/acts.
Submit a hometown news release and/or letter to family for significant safety acts.
Recognize a Safety Pro of the Month with a parking spot as a reward.
Recognize government civilian and contract employee safety achievements, if warranted.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Ensure your unit has a safety climate that encourages reporting safety issues.
Review the list/matrix of relevant Issue Papers on this website.
Establish a unit-level Maintenance Marine or Risk Manager of the Quarter program to emphasize proper maintenance and a just reporting culture.
Implement a "BZ" whiteboard in a common area in which anyone can give recognition to other personnel.
Implement an online method (e.g., via QR Code) in which anyone can give recognition to other personnel.

MCAS_Prev

Safety decisions are made at the proper levels by the most qualified personnel.

Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices.
Integrate the ORM process into planning and executing operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
Ensure your unit has a safety climate that encourages reporting safety issues.
Involve the officers and senior NCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

MCAS_Prev

SOPs and safety rules are enforced in my unit.

The CO should enforce a "by the book" philosophy.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Check to see if your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Monitor aggressive personnel who think rules aren't necessary.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Establish, communicate (make visible), and enforce performance standards in your command.
Review the list/matrix of relevant Issue Papers on this website.
Conduct unit-wide reviews of SOPS and publish/enforce changes effectively.

MCAS_Prev

Personnel must possess the appropriate experience or skills to earn qualifications in my unit.

Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Develop a weekly qualification tracker to maximize training and eliminate "gun decking."
Establish, communicate (make visible), and enforce performance standards in your unit.
Set the bar extremely high. Personnel only reach as high as the unit stated goals.
Officers/Senior NCO leadership personally monitors training sessions to ensure quality.
Monitor turnover in personnel; conduct six-month forecast/track personnel moves.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Review the list/matrix of relevant Issue Papers on this website.

MCAS_Prev

Unit members, from the top down, incorporate Risk Management (RM) into daily activities.

Integrate the ORM process into planning and executing operations.
Assign, educate, and employ ORM instructors in your unit.
Train personnel to properly use ORM for their high-risk activities.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Request ORM training from higher headquarters (e.g., Naval Safety Command).
Use real life, practical examples of CRM and ORM for training, vice repetitive overviews of the seven skills and ORM steps. The goal is safe operations, not memorization.
We reinvigorated the safety award process to "catch personnel in the act of using solid ORM and CRM.
We did some small group discussions on how to keep safety briefs impactful and have relooked unit processes to ensure the entire audience receives the benefit of ORM training.
Do not push personnel beyond their own perception of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks.
I am challenging the Chiefs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Are ORM Worksheets in your command being "gamed" by personnel to keep go/no-go decisions at their level?
Review the list/matrix of relevant Issue Papers on this website.
Aggressivel monitor weather conditions to ensure personnel are not at risk at work or during travel.
Ensure Officers and SNCOs address safety, sleep plans, and improve communication to inculcate a culture of risk assessment and mitigation.

MCAS_Prev

My unit makes good use of special staff (e.g., legal, chaplain, medical, etc.) to assist high-risk personnel.

Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Review personnel jackets for drug/alcohol histories.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk personnel.
Integrate the ORM process into identifying/managing high risk personnel.
Monitor aggressive personnel who think rules aren't necessary.
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Ensure your unit Safety Officer and Safety Petty Officer/NCO are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety Petty Officer/NCO.
Review the list/matrix of relevant Issue Papers on this website.
Increase awareness on suicide prevention through fliers, standowns, Chaplain briefings at formations, etc.

MCAS_Prev

Effective communication exists within my unit.

Assistant Operations Officer reviews the Plan of the Week (POW) with each work center each Monday after the FOD walk.
Offer a "Retribution Free" discussion period for personnel to allow discussions with leadership.
“True Confessions” and other methods of sharing experiences are invaluable methods to promulgate safety information, incorporate lessons learned, further communication in other avenues, and improve camaraderie and morale.
Have each department provide updates to an in-house calendar to track future events and post relevant information.
Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
In order to open the lines of communication, hold quarters at least once every 2 weeks and hold all khaki meetings (E-7 - O-5) every Monday. Use this time to let everyone know "the big picture" and ensure that the entire chain of command knows what you are doing and why.
Have frequent Captain's Calls (by department or paygrade) to personally get the word to the troops and enhance communication flow. Engage the khaki leadership and share the information from your survey(s). Discuss command culture, communication, and standardization required to sustain long term production. The leaders of the squadron will then speak with one voice.
Having an open door policy on safety related issues will greatly improve communication within the unit.
COs/Department leaders can conduct a quarterly breakfast with the SNCOs to open up lines of communication between each other.
Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
All large organizations have communication challenges. Find solutions for the bottlenecks and shortfalls.
CO concludes formations by asking personnel if anyone has heard any rumors, vice the more standard, "Does anyone have any questions for me?" . . . . Gets better results.
Communication is key across all pay grades. Ensure it happens.
Ensure all communication vehicles are used (e.g., face-to-face, POD, Quarters, publications, social media, etc.). Too often, vehicles to communicate are overlooked.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Do not allow poor communication due to too much reliance on one-way emails.
Don't expect people to remember what you said two weeks ago. If it's important, publish it or restate it often.
Provide a "state of the squadron" address. It will help you find out where you are and communicate it to your subordinates.
Discuss survey results and interventions with personnel to develop optimal solutions and increase survey process "buy in."
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Ensure intervention options are clearly communicated.
Publish a newsletter that outlines upcoming events for the next month. Email to everyone in the unit and post throughout the unit.
Establish a tiger team to look at how to improve communication across the organization.
Hold "Town Hall" meetings (Officers/SNCOs, NCOs, and junior Marines) to address positive and negative survey results to allow the Marines to become part of the solution to weak areas.
Brief survey specifics at an All Hands Call and discuss root causes and possible solutions. Then conduct a detailed review with an Assessments Working Group to generate a comprehensive long-term plan of resolution.
Incorporate SNCO and Enlisted meetings with Senior Enlisted in order to improve communication.
Review the list/matrix of relevant Issue Papers on this website.
Involve command in proper messaging, extinguishing disinformation, and explaining the "whys".
Publish a monthly operations calendar to ensure all hands understand expected goals and events.
Hold Monday training for all personnel to discuss Plan of the Week and upcoming events. Triad walkthroughs for verification.
Assign specific personnel to ensure TAD personnel are informed of upcoming command events.
Hold formations to pass the word after FOD walkdown and/or during liberty brief (to also reach night crews) .
Provide a weekly Dashboard of priorities, 90-day outlook, long-term projects, and upcoming taskers.
Post a Plan of the Week to include major events
Ensure leadership at all levels considers the unintended consequences of cutting corners by telling personnel to get something "done now."

MCAS_Prev

My unit keeps me well informed regarding important safety information.

Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication.
Maintain relevant hazard reports, notices, etc. in ready rooms and lounges to increase awareness/discussion.
Increase emphasis on aviation and ground safety at AOMs and quarters.
Encourage safety reps to use every morning meeting and evening pass down to address trends and "stay on message." They need to routinely visit all work centers and production divisions.
Have monthly section ground safety meetings.
Don't beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
Reach out to counterparts in similar units for lessons learned and common concerns.
Ensure intervention options are clearly communicated.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
“True Confessions” and other methods of sharing experiences are invaluable methods to promulgate safety information, incorporate lessons learned, further communication in other avenues, and improve camaraderie and morale.
Regularly publicize (through multiple venues) the names of the command safety representatives.
Hold "Town Hall" meetings (Officers/SNCOs, NCOs, and junior Marines) to address positive and negative survey results to allow the Marines to become part of the solution to weak areas.
Brief survey specifics at an All Hands Call and discuss root causes and possible solutions. Then conduct a detailed review with an Assessments Working Group to generate a comprehensive long-term plan of resolution.
Review the list/matrix of relevant Issue Papers on this website.

MCAS_Prev

Our Maintenance Department conducts effective pass-downs between shifts.

Focus renewed attention on maintenance shift turnover.
We adjusted our day/night crew schedules to permit more of an overlap to get better pass downs.
All "major" maintenance evolutions (e.g., aircraft moves, engine wash, dynamic component change, etc.) are briefed prior to execution, including maintenance control, QA, LPO/LCPO.
Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
All large organizations have communication challenges. Find solutions for the bottlenecks and shortfalls.
Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Communication is key across all pay grades. Ensure it happens.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
Review the list/matrix of relevant Issue Papers on this website.

MCAS_Prev

Tool Control is closely monitored.

I now have two very sharp PO1's assigned to the tool room, and we have made it a focus area for Maintenance training on every MMP.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Establish, communicate (make visible), and enforce performance standards in your command.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Involve the officers and senior NCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

MCAS_Prev

Safety POs/NCOs are effective at promoting safety.

Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication.
Encourage safety reps to use every morning meeting and evening pass down to address trends and "stay on message." Get out and visit the diverse work centers and production divisions.
We have now assigned and advertised the names of safety reps at the company and shop floor level. We have an active safety council that meets regularly to address safety issues.
Increase emphasis on aviation and ground safety at AOMs and quarters.
Don't be the "Safety Guy." Motivate and inspire peers towards safer habits through example and timely information, not inspections and policing of individual actions.
Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels.
Maintain relevant hazard reports, notices, etc. in ready rooms and lounges to increase awareness/discussion.
Don't beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
Reach out to counterparts in similar units for lessons learned and common concerns.
Ensure intervention options are clearly communicated.
Ensure your unit Safety Officers and Safety NCOs are visible members of your command.
Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
Ensure your unit has a safety climate that encourages reporting safety issues.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Use CSA/MCAS to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Regularly publicize (through multiple venues) the names of the command safety representatives.
Review the list/matrix of relevant Issue Papers on this website.
Safety Dept visibility - Survey results often reveal that safety personnel are not known or visible. Use formations, command board photos, and other communication means to resolve.

MCAS_Prev

CDIs/QARs routinely monitor maintenance evolutions.

All "major" maintenance evolutions (e.g., aircraft moves, engine wash, dynamic component change, etc.) are briefed prior to execution, including maintenance control, QA, LPO/LCPO.
We are looking very hard at the process for designating CDIs and how we recognize and reward those individuals.
Direct more command attention at those who do right than those who do wrong.
Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Periodically review collateral duties to ensure fair and equitable distributions of workloads. Don't overburden (punish) the unit's hardest working and most effective personnel while allowing (rewarding) non-performers with lighter workloads.
Establish, communicate (make visible), and enforce performance standards in your command.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Review the list/matrix of relevant Issue Papers on this website.

MCAS_Prev

Maintenance records are accurately maintained.

Establish, communicate (make visible), and enforce performance standards in your unit.
Leadership should establish unit priorities (at all levels) and live by them.
COs /Supervisors at all levels must periodically reinforce emphasis on procedures.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Ensure your junior officers are leading at their level.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Review the list/matrix of relevant Issue Papers on this website.

MCAS_Prev

Required publications are current and used in my unit.

Beware of an environment where "work-arounds" are "the way we do things here."
Involve the officers and senior NCOs on appropriate issues.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the list/matrix of relevant Issue Papers on this website.

MCAS_Prev

Our Maintenance Department has a reputation for high-quality maintenance.

Outstanding command leadership teams are "brilliant on the basics."
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Focus on what you are doing correctly.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
Reach out to counterparts in similar units for lessons learned and common concerns.
Establish, communicate (make visible), and enforce performance standards in your command.
Set the bar extremely high. Sailors only reach as high as the command's stated goals.
Formalize maintenance training (not just OJT to work gripes). Officers/CPO leadership personally monitor training sessions to ensure quality.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Review the list/matrix of relevant Issue Papers on this website.

MCAS_Prev

Violations of SOP, NAMP, or other procedures are rare.

Challenge established SOPs to ensure they are current and still relevant.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Leaders set the example.
Establish, communicate (make visible), and enforce performance standards in your command.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Ensure your junior officers are leading at their level.
Monitor supervisors who think it's okay to cut corners.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Direct more command attention at those who do right than those who do wrong.
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Offer a monthly "Retribution Free" discussion period for flight crew and maintainers to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Review the list/matrix of relevant Issue Papers on this website.
Conduct training to optimize hands on evolutions during the week, vice last event before Friday liberty.

MCAS_Prev

Training is conducted as scheduled.

Hard schedule training.
Leadership should establish priorities (at all levels) and live by them.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Formalize maintenance training (not just OJT).
Supervisors personally monitor training sessions to ensure quality.
Invest the time (in training) now. It'll cost you, but less than later.
Have QA provide a 15-30 minute training session to a different maintenance work center each day following FOD walk down.
Review the list/matrix of relevant Issue Papers on this website.
Conduct training to optimize hands on evolutions during the week, vice last event before Friday liberty.
Mainteanance Training - Establish a weekly "MX trng" block on the flight schedule (applicable to shifts). Continue as long as enlisted leaders provide relevant, useful training.

MCAS_Prev

Individuals are comfortable approaching their supervisor about personal issues/illness.

Central to good leadership is maintaining strong and vibrant two-way conversations with ALL personnel.
Communication is key across all military/artisan levels. Ensure it happens.
Trust, built through human contact/engagement, is the fundamental building block of our command and control structure and our ability to achieve mission success.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Be aware of inaccurate perceptions by your personnel.
Engage your personnel and attempt to discover their issues and concerns.
Leaders/Supervisors should take appropriate action on subordinates’ issues, so it does not appear that they are ignoring their concerns.
Review the list/matrix of relevant Issue Papers on this website.

MCAS_Prev

Individuals in my unit are comfortable reporting safety violations, unsafe behaviors, or hazardous conditions.

Self-reporting does not work if the only outcome is repercussions.
Personnel should expect positive reinforcement for reporting issues, not fear repercussions.
Lead by example and admit your own mistakes/issues. This will encourage others to come forward without fear of reprisal.
Leaders/supervisors should take appropriate action on subordinates’ issues, so it does not appear that they are ignoring their concerns.
Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
Direct more command attention at those who do right than those who do wrong.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Publish a Safety Gram with recognition for personnel accomplishments/acts.
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Be aware of improper perceptions by your personnel.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
A strong "Anymouse" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Ensure your unit has an effective safety awards program.
Ensure your unit has a safety climate that encourages reporting safety issues.
Regularly publicize (through multiple venues) the names of the command safety representatives.
Review the list/matrix of relevant Issue Papers on this website.
Encourage future safety reporting by thanking personnel for open and honest survey feedback that helps identifiy issues and trends.

MCAS_Prev

All members of my unit have the authority to halt unsafe activities until the hazards/risks are addressed.

Empower ALL personnel to halt unsafe activities until hazards/risks are addressed.
Involve the officers and senior enlisted personnel on appropriate issues.
Challenge the enlisted leadership to be more proactive with their personnel and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the NCO/Petty Officer level by empowering them to make decisions regarding safety practices.
Integrate the ORM process into planning and executing operations.
Ensure members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety PO/NCO.
Ensure your unit has a safety climate that encourages reporting safety issues.
Review the list/matrix of relevant Issue Papers on this website.

MCAS_Prev

QAR and CDI billets are desirable assignments in our unit.

Reinforce the power of QA personnel.
Implement a QA outstanding performer award. It will improve maintainer interactions with QA, while providing appropriate recognition for quality workmanship.
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Direct more command attention at those who do right than those who do wrong.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Be aware of improper perceptions by your personnel.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Involve the officers and senior NCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.
Conduct focus group with E6 and below to discuss ways to change perceptions.

MCAS_Prev

QA is well respected.

I have made some changes within the QA division to make it a stronger and more independent division within the Maintenance Department.
Reinforce the power of QA personnel.
Implement a QA outstanding performer award. It will improve maintainer interactions with QA, while providing appropriate recognition for quality workmanship.
Be aware of improper perceptions by your personnel.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Involve the officers and senior NCOs on appropriate issues.
Check to see if your junior officers are leading at their level.
Review the list/matrix of relevant Issue Papers on this website.

MCAS_Prev

Our Safety Department is well-respected.

Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication.
In an effort to enhance the status of the Safety Dept., add an experienced junior officer to the Safety team. It sends a poor message when you have a brand new LTJG or LT assigned to Safety as his first job, when he doesn't know much about the squadron.
Encourage safety reps to use every morning meeting and evening pass down to address trends and "stay on message." They need to routinely visit all work centers and production divisions.
Assign and advertise the names of safety reps at the shop floor level.
Have an active safety council that meets regularly to address safety issues.
Increase emphasis on aviation and ground safety at AOMs and quarters.
Don't be the "Safety Guy." Motivate and inspire peers towards safer habits through example and timely information, not inspections and policing of individual actions.
Don't beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
Check in the box safety training damages a unit's safety climate and culture. Conduct all training, surveys, etc. with a realistic goal to provide/obtain useful information or impart a skill.
Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels.
Use real life, practical examples of CRM and ORM for training, vice repetitive overviews of the seven skills and ORM steps. The goal is safe operations, not memorization.
Maximize safety program "buy-in" by quickly responding to individuals' concerns/ suggestions/ recommendations and by using group-developed solutions (e.g., by work center or "tiger team").
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Have the Safety office next to the CO's and XO's offices to place emphasis on the unit's safety program and emphasize the relationship between the CO/XO and the Safety Officer/ASO.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
Ensure your unit has a safety climate that encourages reporting safety issues.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Review the list/matrix of relevant Issue Papers on this website.
Safety Dept visibility - Survey results often reveal that safety personnel are not known or visible. Use formations, command board photos, and other communication means to resolve.

MCAS_Prev

Our safety pauses are effective.

Conduct a Safety Standdown focused on unit survey results, mishap/hazard reports, incident reports, recent "near misses," etc. , and utilize audience participation (via large or small group) to further clarify hazards, identify trends, and develop workable solutions. The group's synergy will help to identify previously overlooked factors, and the group-developed interventions will have greater acceptance/compliance.
Plan Safety Standdowns well in advance to address key issues and heighten awareness. Maintain an updated list of speakers and topics to ensure "short notice" standdowns (e.g., following a mishap or other recent incident) are professional and worthwhile.
Encourage, praise, and professionally respond to safety concerns raised in any forum (e.g., Safety Standdowns, Human Factor Councils, Safety Councils/Committees, "True Confessions," etc.). Ridicule, arguments, retribution, or inaction will stifle any further safety communication and greatly increase the risk that hazards will remain hidden until it's too late.
Get Safety Standdowns out of the classroom/auditorium. Supervisor facilitated activities, hands-on training, small group discussions, etc. may be more beneficial.
Implement a grass roots safety campaign to give junior personnel the opportunity to shape the safety messages vice the usual safety "stand-arounds."
Review Appendix A (Good Safety Standdown Ideas) and Appendix B (Safety Standdown Tips) of Issue Paper #98.
Seminar based safety day to get at the root of the problems.
Reach out to counterparts in similar units for lessons learned and common concerns.
Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations.
Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Include contractors into squadron operational pauses/standdowns.
Review the list/matrix of relevant Issue Papers on this website.

MCAS_Prev

Unit members do not cut corners to accomplish their job/mission.

The CO frequently reinforces the fact that cutting corners is not tolerated in this organization. The CO ensures department heads and senior supervisory personnel understand that this is the only acceptable policy.
Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Address any misperceptions of “getting the X at all costs” with pilots, aircrew, tactics instructors, and Department Heads.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time. Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Beware of an environment where "work-arounds" are "the way we do things here."
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Monitor supervisors who think it's okay to cut corners.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Beware of and monitor fatigue levels of your personnel.
Monitor and be aware of perceived mission creep.
Establish, communicate (make visible), and enforce performance standards in your command.
Involve the officers and senior NCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.
Ensure leadership at all levels considers the unintended consequences of cutting corners by telling personnel to get something "done now."
Impress on all personnel the "costs of cutting corners" and accountability.

MCAS_Prev

Members of my unit are provided the opportunity to obtain sufficient rest to do their jobs safely.

Beware of and monitor fatigue levels of your personnel.
Implemented new rules on shift work going to duty in order to avoid excessively tired folks driving home.
We are now tracking days off for each Marine in the Squadron to ensure that each person receives adequate time away from work.
We created a "weekend" shift to cover weekends rather than calling in duty sections every weekend.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Educate your personnel to recognize fatigue "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.)
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Encourage personnel to live near their place of work. Long work days combined with excessive commutes leads to fatigued workers and drivers.
Avoid recalls/holdovers of night check personnel for non-mission critical tasks (e.g., awards ceremonies, inspections, musters, etc.) to avoid driving fatigued.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Establish More stringent control of work hours, especially for the maintenance departments.
Commuting/road travel highlighted as an area of concern? Evaluate policies on rest and travel, ensuring accommodation available for extended and/or late-night events.
Review the list/matrix of relevant Issue Papers on this website.
Seek additional means to reduce fatigue, including Duty Recovery.

MCAS_Prev

Maintainers work effectively as a team.

All "major" maintenance evolutions (e.g., aircraft moves, engine wash, dynamic component change, etc.) are briefed prior to execution, including maintenance control, QA, LPO/LCPO.
Similar to a detachment concept, squadrons can assign personnel to permanent teams for particular aircraft or pieces of equipment (e.g., teams could be assigned two aircraft each within a squadron). The healthy competition between the teams will improve morale, productivity, and aircraft/equipment availability.
Leaders set the example.
Outstanding command leadership teams are "brilliant on the basics."
Direct more command attention at those who do right than those who do wrong.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Establish a CRM curriculum for maintainers based on what aircrew are taught.
Review the list/matrix of relevant Issue Papers on this website.
Establish a CRM curriculum for maintainers based on aircrew model.

MCAS_Prev

Morale in my unit is high.

Safety climate survey results revealed that unit morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Unit leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
Ensure junior officers visit a different work center/shop at least once a month to increase their knowledge, unit camaraderie, and enlisted/officer morale.
CO or XO visiting the workspaces and just talking to the junior Marines and getting to know them would greatly increase not only morale, but also let the Marines know that their command cares about them and listens to them.
Improve morale within the SNCO/officer ranks by increasing their authority and control of their sections/departments (e.g., liberty/leave approval, planning, training, etc.).
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Institute morale building incentives like "shop/platoon/company of the month."
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Share all relevant information. Playing “I’ve got a secret” hurts productivity and morale.
Assign teams/tasks across departmental boundaries to reduce departmental rivalries (e.g., OPS versus Maintenance) and build camaraderie.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Plan ahead and share plans/timelines with personnel to improve productivity and morale
Focus on what you are doing correctly.
COs who prioritize the betterment of their command over the betterment of their careers have the most "operationally excellent" squadrons.
Incorporate mentorship at every level.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Review the list/matrix of relevant Issue Papers on this website.
Explaining "why" alleviates many concerns that reduce morale.
Ensure Marines understand the importance of the unit's mission and their own purpose and role in achieving it.
Actively engage Marines in morale enhancing events outside of working hours to get Marines out of the barracks on weekends.

MCAS_Prev

My unit has adequate resources (e.g., tools, equipment, publications, etc.) to perform its current tasks.

Many hardships are outside your unit's control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Identify the shops that do not have adequate tools to do their job and prioritize ordering/replacements.
If possible, reduce extraneous tasking and challenge unreasonable requests.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Be aware of collateral mission creep.
Leadership should establish unit priorities (at all levels) and live by them.
Unfavorable respondent comments to this survey item often reveal a misunderstanding of the various funding allocations and unit priorities. Consider a short training session with all personnel to answer their concerns.
Implement a push-logistics model for supplying companies/departments with necessary consumable supplies based upon average usage rates.
Seek out the agencies responsible for providing support, equipment, and consumables to have sufficient replacements on hand prior to needing them.
Review the list/matrix of relevant Issue Papers on this website.
Use survey results on identified hazards to lobby for resources.
Assess and procure seasonal equipment and supplies early in order to take advantage of restrictive timelines.
Procure sufficient PPE (e.g., earplugs, gloves, goggles) to prevent workarounds when not available.
Utilize station personnel and hygienists to assess spaces are safe and in proper working order.
Ensurve flight briefing spaces have adequate computers, publications, etc. to increase functionality.

MCAS_Prev

Parts are sufficiently available to meet maintenance demands.

Beware of an environment where "work-arounds" are "the way we do things here."
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Involve the officers and senior NCOs on appropriate issues.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Integrate the ORM process into planning and executing operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the list/matrix of relevant Issue Papers on this website.

MCAS_Prev

Day crew has sufficient staffing for their workload.

Many hardships are outside your unit’s control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
I have required my maintenance and operations officers to meet and agree on the supportability of the schedule. Also, I have asked them to give a harder look into attainable weekly goals.
My AMO is reviewing in detail our manning documents and working w/ BUPERS through ONR to recode some critical billets that need to be filled by qualified NEC Sailors.
Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of military occupational specialties (MOSs).
Use CSA/MCAS to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Ensure work shifts are adequately manned for workloads (e.g., night check often has more demands with less people than day shift).
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Be aware of collateral mission creep.
Monitor turnover in personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish unit priorities (at all levels) and live by them.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Review the list/matrix of relevant Issue Papers on this website.
Created policy to ensure night check works no more hours than day check (even if both extended) to ensure "fairness."

MCAS_Prev

Night crew has sufficient staffing for their workload.

Many hardships are outside your unit’s control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
I have required my maintenance and operations officers to meet and agree on the supportability of the schedule. Also, I have asked them to give a harder look into attainable weekly goals.
My AMO is reviewing in detail our manning documents and working w/ BUPERS through ONR to recode some critical billets that need to be filled by qualified NEC Sailors.
Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of military occupational specialties (MOSs).
Use CSA/MCAS to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Ensure work shifts are adequately manned for workloads (e.g., night check often has more demands with less people than day shift).
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Be aware of collateral mission creep.
Monitor turnover in personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish unit priorities (at all levels) and live by them.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Review the list/matrix of relevant Issue Papers on this website.

MCAS_Prev

Night crew has sufficient supervisors for their workload.

Our senior maintenance leadership E-6 and above were predominantly on day shift. Now there is a balance between days and nights.
Many hardships are outside your unit’s control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
I have required my maintenance and operations officers to meet and agree on the supportability of the schedule. Also, I have asked them to give a harder look into attainable weekly goals.
My AMO is reviewing in detail our manning documents and working w/ BUPERS through ONR to recode some critical billets that need to be filled by qualified NEC Sailors.
Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of military occupational specialties (MOSs).
Use CSA/MCAS to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Ensure work shifts are adequately manned for workloads (e.g., night check often has more demands with less people than day shift).
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Be aware of collateral mission creep.
Monitor turnover in personnel.
Involve the officers and senior NCOs on appropriate issues.
Leadership should establish unit priorities (at all levels) and live by them.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Review the list/matrix of relevant Issue Papers on this website.

MCAS_Prev

Leaders/Supervisors in my unit emphasize safe maintenance in achieving flight schedule goals.

Require maintenance and operations officers to meet and agree on the supportability of the schedule. Also have them take a harder look into attainable weekly goals.
Have Ops brief the weekly plan at the Maintenance Meeting the day following its signing (an effort to ensure that maintainers are given as much info on what is coming the following week).
The Maintenance Officer should hold a weekly "maintenance management meeting" for all maintenance khaki to ensure the MO's word is getting out and major issues are discussed.
Leadership should establish unit priorities (at all levels) and live by them.
Avoid flying during dedicated maintenance training.
Reiterate to aircrew and the entire squadron that there is NO pressure to make sorties in the training environment. Combat readiness comes from continuous good training with up jets, rather than individual sorties.
Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Monitor supervisors who think it's okay to cut corners.
Integrate the ORM process into planning and executing operations.
Review the list/matrix of relevant Issue Papers on this website.

MCAS_Prev

Leaders/Supervisors in my unit set a good example for following standards.

Establish, communicate (make visible), and enforce performance standards in your command.
Realize that subordinates watch their leaders/supervisors regarding what is and is not acceptable behaviors.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Outstanding command leadership teams are "brilliant on the basics."
The CO should frequently reinforce that cutting corners is not tolerated. Ensure department heads and senior supervisory personnel understand that this is the only acceptable policy.
Monitor supervisors who think it's okay to cut corners.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Check to see if your junior officers are leading at their level.
Review the list/matrix of relevant Issue Papers on this website.
Leader stds - Increase oversight and mentoring of subordinate leaders to ensure basic leadership standards are upheld.

MCAS_Prev

Leaders/Supervisors in my unit care about my quality of life.

Survey results show that unit morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Unit leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
Personnel often want to be more involved and/or become mentors. These personnel are a "solution" to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Involve the officers and senior NCOs on appropriate issues.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Ensure your subordinate commanders, leaders, and/or supervisors secure their people as early as possible when and where they can on a daily basis.
Guard against daily last minute tasking with short suspense dates for your personnel, especially after they have been inactive for hours prior to that tasking.
Often the current condition of the BEQs/BOQs and the command's involvement in fixing those conditions have the utmost impact on personnel's quality of life.
Ensure BEQs/BOQs are inspected regularly and any issues are readily corrected (e.g., mold, pests, damaged washers/dryers, plumbing, lighting, etc.)
Create an innovation working group to address physical issues within the housing and workspace infrastructure to improve quality of life.
Get involved, along with base personnel, to address facility issues (e.g., hot water, broken locks/doors, broken washers/dryers, HVAC, etc.) and get a weekly brief on the progress.
Along with family-oriented events, don’t forget to also have events for the single personnel in the unit (e.g., ski trips, sporting events, etc.).
Request station personnel and environmental hygienist’s assistance to inspect and ensure spaces are in good working order.
Modify the daily maintenance briefs and crew day to better fit the squadron requirements, while balancing the quality of life for the Marines.
Review the list/matrix of relevant Issue Papers on this website.
Monitor/encourage personnnel on balancing workload in high OPTEMPO environment.
Mitigate "burnout" through the use of Special Liberty, etc. after high OPTEMPO periods.
Change watch hour rotatations and implement more flexible work options (when/where applicable).
Actively engage Marines in morale enhancing events outside of working hours to get Marines out of the barracks on weekends.
Hold a Barracks Beautifcation Day to clean common areas and support other self-help projects.

MCAS_Prev

Leaders/Supervisors know who the high-risk members are in my unit.

Discuss survey results with flight surgeon (or local medical hierarchy) to garner increased flight surgeon presence within squadron spaces and at Human Factors Councils/Boards.
Review personnel jackets for drug/alcohol histories.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Increase the number of Human Factors Councils (HFCs) completed on deployed detachments.
Monitor aggressive aircrew who think rules aren't necessary.
Be aware of improper perceptions by your personnel.
Beware of and monitor fatigue levels of your personnel.
Integrate the ORM process into identifying/managing high risk personnel.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.)
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Include junior personnel in Human Factors Councils. They will provide additional perspectives on climate issues, while learning that the Human Factors Council/Board process is a helpful and proactive safety tool (vice a means of punishment).
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Review the list/matrix of relevant Issue Papers on this website.

MCAS_Prev

Work center supervisors coordinate their actions with other work centers.

All "major" maintenance evolutions (e.g., aircraft moves, engine wash, dynamic component change, etc.) are briefed prior to execution, including maintenance control, QA, LPO/LCPO.
Leaders set the example.
Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
All large organizations have communication challenges. Find solutions for the bottlenecks and shortfalls.
Communication is key across all pay grades. Ensure it happens.
The Maintenance Officer holds a weekly "maintenance management meeting" for all maintenance khaki to ensure the MO's word is getting out and major issues are discussed.
Involve the officers and senior NCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

MCAS_Prev

Maintenance Control is effective at managing maintenance activities.

All "major" maintenance evolutions (e.g., aircraft moves, engine wash, dynamic component change, etc.) are briefed prior to execution, including maintenance control, QA, LPO/LCPO.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day’s schedule.
Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Ensure work shifts are adequately manned for workloads (e.g., night check often has more demands with less people than day shift).
Do not allow poor communication due to too much reliance on one-way emails.
Focus renewed attention on maintenance shift turnover.
Don't micromanage. Leadership growth and accountability requires that we provide our junior personnel with opportunities to lead.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
Reach out to counterparts in similar units for lessons learned and common concerns.
Similar to a detachment concept, large organizations can assign personnel to permanent teams for particular aircraft or pieces of equipment (e.g., six teams could be assigned two aircraft each within a squadron). The healthy competition between the teams will improve morale, productivity, and aircraft/equipment availability.
Involve the officers and senior NCOs on appropriate issues.
Monitor and be aware of perceived mission creep.
Use CSA/MCAS to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Review the list/matrix of relevant Issue Papers on this website.

MCAS_Prev

My unit's privately owned vehicle (POV) / private motor vehicle (PMV) program is working well to reduce POV/PMV incidents.

Review the CMC Safety Division PMV Safety Program Resources at http://www.safety.marines.mil/Resources.
Review the National Highway Traffic Safety Administration Traffic Safety resources at http://www.nhtsa.gov.
Conduct safety vehicle inspections before driving extended distances.
Implement additional rest and driving restriction measures, especially during periods of inclement weather and extended work days.
Review pre-holiday vehicle inspection checklists and personal ORM plans.
Encourage personnel to live near their place of work. Long work days combined with excessive commutes leads to fatigued workers and drivers.
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, formations, publications, social media, etc.). Too often, vehicles to communicate are overlooked.
Don't expect people to remember what you said two weeks ago. If it's important, publish it or restate it often.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Despite laws/regulations, personnel continue to use cell phones. Emphasize the benefits of calling before driving, using a hands-free device, or asking passengers take important calls.
Do not text and drive. Hazards are too easily missed, vehicle control is hindered, and reaction time is severely impaired.
COs/Safety Officers should conduct periodic seatbelt and cell phone checks of personnel arriving/departing unit parking areas to emphasize commands' commitment to standards and safety of personnel.
Promptly notify personnel of impending hazardous weather conditions to reduce commuting mishaps.
Adjust base working hours to avoid highest levels of local commuter traffic.
Review the list/matrix of relevant Issue Papers on this website.

MCAS_Prev

My unit's motorcycle safety program is working well to reduce motorcycle incidents.

Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org.
Review the National Highway Traffic Safety Administration motorcycle resources at http://www.nhtsa.gov/Safety/Motorcycles.
Spend more time getting to know your riders habits, concerns, and equipment shortfalls through very interactive senior rider and motorcycle mentors.
Have a dedicated motorcycle safety officer who is a motorcycle rider. This collateral duty is separate from the formal ground safety officer to allow him to be a true SME on the subject.
Have an actual motorcycle rider (preferably senior) be in charge of the program.
Establish a mentorship program for riders in my command.
Conduct motorcycle PPE training (its use on and off base) and repercussions of getting caught without it.
Screen new check-ins to ensure they are attending the mandatory riders courses.
Include ATV and dirt bike riders into your motorcycle club.
Schedule rides on the Plan of the Day/Flight Schedule to ensure more active and transparent participation in the program.
Personnel often want to be more involved and/or become mentors. These personnel are a "solution" to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Integrate the ORM process into identifying/managing high risk personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Communication/Marketing of base motorcycle programs is essential. Many motorcyclists are unaware of courses, mentorship programs, regulations, etc.
Encourage prospective motorcyclists to take the base courses BEFORE purchasing a motorcycle. They will be a safer rider from the moment they leave the showroom (or they may even forego the purchase altogether based upon their course experience).
All motorcyclists are NOT the same. Older, more experienced touring motorcycle riders have significantly different habits and risks than young, inexperienced sport bike or dirt bike riders. Tailor motorcycle training and safety programs accordingly.
Work with base safety to improve courses and offer your most experienced riders as mentors/instructors.
Base motorcycle courses are often insufficiently held or overbooked. Allow your riders to attend when they obtain a quota.
Schedule course quotas for your personnel and/or arrange a special class with the base to ensure all of your riders are trained.
Assist "motorcycle-only" owners in finding car pools/alternative transportation during inclement weather.
Carefully plan group rides to prevent excessive separations at traffic lights. Trailing riders often speed to catch up with group, greatly increasing their risk.
Group rides, though beneficial for morale, may increase the risk of injury/accident to motorcyclists riding in close proximity to each other. Use ORM to evaluate the benefits and risks associated with the skill level of your riders.
Have unit or base safety rep follow behind group rides with a duty truck to act as a safety observer, carry a first aid kit, and assist motorcyclists with any equipment failures.
Have motorcyclists share incident and accident stories during training and club meetings. This form of "ready room" discussion promotes mentorship, camaraderie, and risk management to avoid similar events.
Concentrate your motorcycle safety program efforts on new and inexperienced riders who have never had accidents because they are more likely to take risks.
Purchase a unit first aid kit that can be carried in a motorcycle saddle bag during group rides.
Programs that are supportive of motorcyclists (e.g., clubs, track days, group rides, specialized courses) will bring your motorcyclists "out of hiding" and improve operator safety.
Expert stunt shows, etc. are a mixed blessing. Without a strong message, they may encourage rather than discourage risk-taking behavior.
Have a guest speaker with a bad motorcycle accident story, preferably one in which PPE saved their life.
Encourage Navy Exchange/PX/local stores to offer high quality/low cost PPE.
Ensure riders have recent first aid training.
Invite contractors and government civilians to attend unit motorcycle activities.
Add a training segment for unit automobile drivers on motorcycle visibility, separation distances, and safely sharing the road.
Have all riders write Next of Kin notification letters. Aside from a stark reminder to riders of the risk involved, it gives the CO something else to tell surviving family members other than that the parent was current in his/her training.
Periodically invite the Motorcycle Program manager to staff meetings to brief who has completed all the necessary training and who has not.
Review the list/matrix of relevant Issue Papers on this website.
Reinvigorate the Motorcycle program by assigning strong leaders and updating current rider data.
Smaller units/organizations with limited riders can participate with higher/adjacent/base motorcycle programs.
COs should attend Motorcycle Program meetings to emphasize its importance, even if COs are not riders.
Ensure all unit riders have current license and adequate insurance at Motorcycle Program meetings and/or group rides.
Assign a Motorcycle Program Coordinator who can uphold standards and expectations for safety, training, and mentorship.

MCAS_Prev

My unit's drinking and driving policies are working well to reduce DUI events.

Use data gathered from the drinking and driving (D&D) survey to assess potential unit alcohol issues.
Your "consumption of alcohol" plan (e.g., designated driver, taxi numbers, Uber/Lyft, bus schedule, etc.) has to be in place before a night on the town.
Talk about DUI awareness more, and have your DUI personnel share some of their stories.
Began a peer alcohol awareness group to target at risk personnel.
Issue Arrive Alive cards (or comparable taxi/designated driver program/Uber/Lyft info) and hold a formation for all personnel to hold up and show - to include yourself. The message is that is non-attribution to use and enables the CO/unit to help the person, vice being forced into a purely reactive situation if something bad happens. This will also help foster a sense of family where personnel look out for each other.
Use a duty vehicle, if necessary. Too many Marines are at risk of drinking and driving.
Similar to port call efforts, work with the base special services to offer tours, classes, special events, etc., along with transportation, so junior personnel have a variety of low-cost, non-alcohol related activities.
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety NCO.
Advise all personnel to have a plan (e.g., designated driver, taxi numbers, bus schedule, etc.) before a night on the town.
Food and coffee do not remove the effects of alcohol . . . you just become a more alert drunk. Have medical, law enforcement, or safety reps clear the confusion.
Eliminate alcohol at unit functions. It sends a mixed message on Drinking and Driving program efforts.
Offer incentives for DUI incident reduction (e.g., time off for three months without a DUI incident). Incentives/time off for consecutive days without DUIs/ARIs increases the likelihood that peers/supervisors will be more assertive in controlling the issue.
Punish the individual, not the command, for DUI offences.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, formations, publications, social media, etc.). Too often, vehicles to communicate are overlooked.
Don't expect people to remember what you said two weeks ago. If it's important, publish it or restate it often.
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Establish, communicate (make visible), and enforce performance standards in your command.
Officers and SNCOs set the standard for alcohol use at home and deployed.
Have NCO-led, small group discussions to address the concerns over substance abuse. The desired outcome is a list of bottom-up recommendations that will more effectively address the issue.
Ensure the legal ramifications of alcohol abuse are understood; then focus on physical, mental, and emotional effects of alcohol.
Volunteer designated driver programs are highly effective. Volunteers can be further enticed with a point system to earn a duty-free day, a day off, or other benefit.
Review the list/matrix of relevant Issue Papers on this website.
Work with base security to allow/escort taxis, etc. inside the gate, possibly even to barracks areas.
Focus alcohold-free command functions on camaraderie and taking care of each other. Alcohol sends a mixed message.
Incentivize alcohol-free milestones (e.g. time off, etc.)

MCAS_Prev

My unit's off-duty and recreational activity safety program is working well to reduce injuries.

Leaders/Supervisors should be aware of their personnel's off-duty activities.
Do not use scare tactics. Educate your personnel on the hazards and ORM.
Train personnel to properly use ORM for their high-risk activities.
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Page 13 entries, Line of Duty briefs, etc. are not just for motorcycle riders. Personnel who conduct any high risk activity should be aware of the consequences of their actions.
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
Encourage alcohol-free activities.
Similar to port call efforts, work with the base special services to offer tours, classes, special events, etc., along with transportation, so junior personnel have a variety of low-cost, non-alcohol related activities.
Continue to place flyers, bulletins, notices, etc. concerning OD&R activities on bulletin boards and information racks for easy access near lounges or other gathering spots. Emails and Web pages are too often ignored or ineffective.
Have field meet PME's by rank (i.e., NCO's, SNCO's, officers) and have personnel participate in the activities with SME's observing and teaching the rights/wrongs.
Review the list/matrix of relevant Issue Papers on this website.

MCAS_Prev

My unit's Substance Abuse Rehabilitation Program (SARP) is working well to address the risks of drug and alcohol abuse.

The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
Leadership should be aware of individuals' off duty life.
Ensure that drug screening dates are not predictable.
Self-reporting does not work if the only outcome is repercussions.
If the unit has gone years without a drug incident, ensure the unit is testing like it should.
If drug/alcohol abuse is suspected, add appropriate probing survey items to online surveys.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Review personnel jackets for drug/alcohol histories.
Incorporate mentorship at every level.
Discuss alcohol/drug use during one-on-one mentoring/counseling sessions.
Integrate the ORM process into identifying/managing high risk personnel.
Reach out to counterparts in similar units for lessons learned and common concerns.
Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Establish, communicate (make visible), and enforce performance standards in your command.
Ensure the legal ramifications of alcohol abuse are understood; then focus on physical, mental, and emotional effects of alcohol.
Have NCO-led, small group discussions to address the concerns over substance abuse. The desired outcome is a list of bottom-up recommendations that will more effectively address the issue.
Review the list/matrix of relevant Issue Papers on this website.
Work with base security to allow/escort taxis, etc. inside the gate, possibly even to barracks areas.
Focus alcohold-free command functions on camaraderie and taking care of each other. Alcohol sends a mixed message.
Incentivize alcohol-free milestones (e.g. time off, etc.)
Conduct more aggressive drug testing with regular, unannouced barracks health and comfort inspections.

ASPA v2

Our unit adequately trains my department's personnel to safely conduct their jobs.

Hard schedule training.
Ensure that scheduled training is provided per the weekly training schedule, or rescheduled immediately if events require a slide.
Officers/CPO leadership personally monitor training sessions to ensure quality.
Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Develop a weekly qualification tracker to maximize training and eliminate “gun decking.”
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Do not push personnel beyond their own perception of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks.
Increase focus on training at Det sites.
Invest the time (in training) now. It'll cost you, but less than later.
Review the list/matrix of relevant Issue Papers on this website.

ASPA v2

Individual safety acts are recognized through awards and incentives.

Ensure your unit has an effective safety awards program.
Ensure safety recognition programs (e.g., safety pro, individual/group actions/etc.) are utilized and advertised.
We have invigorated our internal Safety Award process and we are much more attuned to giving individuals time off from work when we can afford it.
Reinvigorated the safety award process to "catch personnel in the act of using solid ORM."
Direct more command attention at those who do right than those who do wrong.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Publish a Safety Gram with recognition for personnel accomplishments/acts.
Submit a hometown news release and/or letter to family for significant safety acts.
Recognize a Safety–Pro of the Month with a parking spot as a reward.
Recognize government civilian and contract employee safety achievements, if warranted.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Ensure your unit has a safety climate that encourages reporting safety issues.
Review the list/matrix of relevant Issue Papers on this website.

ASPA v2

Safety decisions are made at the proper levels by the most qualified personnel.

Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices.
Integrate the ORM process into planning and executing operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
Ensure your unit has a safety climate that encourages reporting safety issues.
Involve the officers and senior NCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

ASPA v2

Standards in my department are clearly defined.

Challenge established SOPs to ensure they are current and still relevant.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Establish, communicate (make visible), and enforce performance standards in your command.
Review the list/matrix of relevant Issue Papers on this website.

ASPA v2

Standards in my department are enforced.

The CO should enforce a "by the book" philosophy.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fail
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Check to see if your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Monitor aggressive personnel who think rules aren't necessary.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Establish, communicate (make visible), and enforce performance standards in your command.
Review the list/matrix of relevant Issue Papers on this website.

ASPA v2

Individuals are given qualifications without the appropriate experience or skills.

Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Develop a weekly qualification tracker to maximize training and eliminate "gun decking."
Establish, communicate (make visible), and enforce performance standards in your unit.
Set the bar extremely high. Personnel only reach as high as the unit stated goals.
Officers/Senior NCO leadership personally monitors training sessions to ensure quality.
Monitor turnover in personnel; conduct six-month forecast/track personnel moves.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Review the list/matrix of relevant Issue Papers on this website.

ASPA v2

Anyone intentionally violating SOPs or safety rules is swiftly corrected.

Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fail.
Establish, communicate (make visible), and enforce performance standards in your unit.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Monitor aggressive personnel who think rules aren't necessary.
Monitor supervisors who think it's okay to cut corners.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Review the list/matrix of relevant Issue Papers on this website.

ASPA v2

Individuals, from the top down, incorporate Operational Risk Management (ORM) into daily activities.

Integrate the ORM process into planning and executing operations.
Assign, educate, and employ ORM instructors in your unit.
Train personnel to properly use ORM for their high-risk activities.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Request ORM training from higher headquarters (e.g., Naval Safety Command).
Use real life, practical examples of CRM and ORM for training, vice repetitive overviews of the seven skills and ORM steps. The goal is safe operations, not memorization.
We reinvigorated the safety award process to "catch personnel in the act of using solid ORM and CRM.
We did some small group discussions on how to keep safety briefs impactful and have relooked unit processes to ensure the entire audience receives the benefit of ORM training.
Do not push personnel beyond their own perception of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks.
I am challenging the Chiefs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Are ORM Worksheets in your command being "gamed" by personnel to keep go/no-go decisions at their level?
Review the list/matrix of relevant Issue Papers on this website.

ASPA v2

Effective communication flow exists within my unit.

Each department now provides updates to an in-house calendar where we track future events and post relevant information.
Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
In order to open the lines of communication I have ensured that we hold quarters at least once every 2 weeks and hold all khaki meetings (E-7 - O-5) every Monday. I use this time to let everyone know "the big picture" and to ensure that the entire chain of command knows what we are doing and why.
I have scheduled Captain's Calls for each pay grade in order to emphasize and enhance communication flow.
I have engaged the khaki leadership and shared the information in the survey. We have discussed command culture, communication, and standardization required to sustain long term production. The leaders of the squadron are now speaking with one voice.
Having an open door policy on safety related issues has greatly improved communication within the unit.
COs/Department leaders can conduct a quarterly breakfast with the SNCOs to open up lines of communication between each other.
More frequent Captain's Calls to ensure the CO is personally getting the word to the troops.
Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
All large organizations have communication challenges. Find solutions for the bottlenecks and shortfalls.
CO concludes formations by asking personnel if anyone has heard any rumors, vice the more standard, "Does anyone have any questions for me?" . . . . Gets better results.
Communication is key across all pay grades. Ensure it happens.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Do not allow poor communication due to too much reliance on one-way emails.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Provide a "state of the squadron" address. It will help you find out where you are and communicate it to your subordinates.
Discuss survey results and interventions with personnel to develop optimal solutions and increase survey process "buy in."
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Ensure intervention options are clearly communicated.
Review the list/matrix of relevant Issue Papers on this website.

ASPA v2

Effective communication flow exists with external units.

Reach out to counterparts in similar units for lessons learned and common concerns.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Do not allow poor communication due to too much reliance on one-way emails.
Ensure your unit solicits and values honest feedback.
Review the list/matrix of relevant Issue Papers on this website.

ASPA v2

Our Safety Department keeps me well informed regarding relevant hazards/mishaps.

Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication.
Maintain relevant hazard reports, notices, etc. in ready rooms and lounges to increase awareness/discussion.
Increase emphasis on aviation and ground safety at AOMs and quarters.
Encourage safety reps to use every morning meeting and evening pass down to address trends and "stay on message." Getting out and visiting the extremely diverse work centers and production divisions.
Have monthly section ground safety meetings.
Don't beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
Reach out to counterparts in similar units for lessons learned and common concerns.
Ensure intervention options are clearly communicated.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
Review the list/matrix of relevant Issue Papers on this website.

ASPA v2

My department has a reputation for high-quality performance.

Outstanding command leadership teams are "brilliant on the basics."
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Focus on what you are doing correctly.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
Reach out to counterparts in similar units for lessons learned and common concerns.
Establish, communicate (make visible), and enforce performance standards in your command.
Set the bar extremely high. Sailors only reach as high as the command's stated goals.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Review the list/matrix of relevant Issue Papers on this website.

ASPA v2

Violations of procedures and regulations are rare.

Challenge established SOPs to ensure they are current and still relevant.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Leaders set the example.
Establish, communicate (make visible), and enforce performance standards in your command.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Ensure your junior officers are leading at their level.
Monitor supervisors who think it's okay to cut corners.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Direct more command attention at those who do right than those who do wrong.
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Review the list/matrix of relevant Issue Papers on this website.

ASPA v2

Our department conceals adverse incidents.

There is nothing new under the sun. Seek assistance from those who are familiar with similar situations (e.g., higher headquarters, peers, Safety Center, base services, etc.) instead of wasting time and effort creating “new” solutions.
Trust, built through human contact/engagement, is the fundamental building block of our command and control structure and our ability to achieve mission success.
Without trust, we cannot delegate authority. Without authority, we cannot fulfill our responsibilities. Without the delegation of authority, we cannot operate as a Navy.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel’s well-being.
If survey results are a “bad surprise,” suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Don’t shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your unit has a safety culture that encourages reporting safety issues.
Ensure your unit solicits and values honest feedback.
Involve the officers and senior NCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

ASPA v2

Training is often postponed/cancelled.

Hard schedule training.
Ensure that scheduled training is provided per the weekly training schedule, or rescheduled immediately if events require a slide.
Leadership should establish unit priorities (at all levels) and live by them.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Officers/CPO leadership personally monitor training sessions to ensure quality.
Invest the time (in training) now. It'll cost you, but less than later.
Review the list/matrix of relevant Issue Papers on this website.

ASPA v2

Individuals are comfortable approaching supervisors about personal problems/illness.

Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
Communication is key across all pay grades. Ensure it happens.
Trust, built through human contact/engagement, is the fundamental building block of our command and control structure and our ability to achieve mission success.
Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Don’t shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Check to see if your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Be aware of improper perceptions by your personnel.
Review the list/matrix of relevant Issue Papers on this website.

ASPA v2

Individuals are willing to report safety violations, unsafe behaviors, or hazardous conditions.

Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
Direct more command attention at those who do right than those who do wrong.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Publish a Safety Gram with recognition for personnel accomplishments/acts.
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Be aware of improper perceptions by your personnel.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
A strong "Anymouse" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Ensure your unit has an effective safety awards program.
Ensure your unit has a safety climate that encourages reporting safety issues.
Review the list/matrix of relevant Issue Papers on this website.

ASPA v2

The Safety Department is well respected

Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication.
In an effort to enhance the status of the Safety Dept, we will add an experienced junior officer to the Safety team. It sends a poor message when we have a brand new LTJG or LT assigned to Safety as his first job, when he doesn't know much about the squadron.
Encouraging safety reps to use every morning meeting and evening pass down to address trends and "stay on message." Getting out and visiting the extremely diverse work centers and production divisions.
We have now assigned and advertised the names of safety reps at the company and shop floor level. We have an active safety council that meets regularly to address safety issues.
Increase emphasis on aviation and ground safety at AOMs and quarters.
Don't be the "Safety Guy." Motivate and inspire peers towards safer habits through example and timely information, not inspections and policing of individual actions.
Don't beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
Check in the box safety training damages a unit's safety climate and culture. Conduct all training, surveys, etc. with a realistic goal to provide/obtain useful information or impart a skill.
Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels.
Use real life, practical examples of CRM and ORM for training, vice repetitive overviews of the seven skills and ORM steps. The goal is safe operations, not memorization.
Maximize safety program "buy-in" by quickly responding to individuals' concerns/ suggestions/ recommendations and by using group-developed solutions (e.g., by work center or "tiger team").
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
CO moved the Safety office next to the CO's and XO's offices to place emphasis on the unit's safety program and emphasize the relationship between the CO/XO and the Safety Officer/ASO.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
Ensure your unit has a safety climate that encourages reporting safety issues.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Review the list/matrix of relevant Issue Papers on this website.

ASPA v2

Our safety pauses are effective.

Conduct a Safety Standdown focused on unit survey results, mishap/hazard reports, incident reports, recent "near misses," etc. , and utilize audience participation (via large or small group) to further clarify hazards, identify trends, and develop workable solutions. The group's synergy will help to identify previously overlooked factors, and the group-developed interventions will have greater acceptance/compliance.
Plan Safety Standdowns well in advance to address key issues and heighten awareness. Maintain an updated list of speakers and topics to ensure "short notice" standdowns (e.g., following a mishap or other recent incident) are professional and worthwhile.
Encourage, praise, and professionally respond to safety concerns raised in any forum (e.g., Safety Standdowns, Human Factor Councils, Safety Councils/Committees, "True Confessions," etc.). Ridicule, arguments, retribution, or inaction will stifle any further safety communication and greatly increase the risk that hazards will remain hidden until it's too late.
Get Safety Standdowns out of the classroom/auditorium. Supervisor facilitated activities, hands-on training, small group discussions, etc. may be more beneficial.
Implement a grass roots safety campaign to give junior personnel the opportunity to shape the safety messages vice the usual safety "stand-arounds."
Review Appendix A (Good Safety Standdown Ideas) and Appendix B (Safety Standdown Tips) of Issue Paper #98.
Seminar based safety day to get at the root of the problems.
Reach out to counterparts in similar units for lessons learned and common concerns.
Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations.
Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Review the list/matrix of relevant Issue Papers on this website.

ASPA v2

Individuals feel pressured to cut corners to accomplish their job/mission.

The CO frequently reinforces the fact that cutting corners is not tolerated in this organization. The CO ensures department heads and senior supervisory personnel understand that this is the only acceptable policy.
Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Beware of an environment where "work-arounds" are "the way we do things here."
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Monitor supervisors who think it's okay to cut corners.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Beware of and monitor fatigue levels of your personnel.
Monitor and be aware of perceived mission creep.
Establish, communicate (make visible), and enforce performance standards in your command.
Involve the officers and senior NCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

ASPA v2

Conflicts between individuals in my department are degrading departmental performance.

Leaders set the example.
Leaders/Supervisors resolve conflicts before they degrade unit performance.
Establish, communicate (make visible), and enforce performance standards in your unit.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Ensure that the balance between mission accomplishment and members' personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Review the list/matrix of relevant Issue Papers on this website.

ASPA v2

Members of my department work effectively as a team.

Plan ahead and share plans/timelines with personnel to improve productivity and morale
Leaders set the example.
Outstanding command leadership teams are "brilliant on the basics."
Direct more command attention at those who do right than those who do wrong.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Assign teams/tasks across departmental boundaries to reduce departmental rivalries (e.g., OPS versus Maintenance) and build camaraderie.
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

ASPA v2

My department has a good working relationship with other departments in my unit.

Assign teams/tasks across departmental boundaries to reduce departmental rivalries (e.g., OPS versus Maintenance) and build camaraderie.
Plan ahead and share plans/timelines with personnel to improve productivity and morale
Involve the officers and senior NCOs on appropriate issues.
Communication is key across all pay grades. Ensure it happens.
Do not allow poor communication due to too much reliance on one-way emails.
Be aware of improper perceptions by your personnel.
Review the list/matrix of relevant Issue Papers on this website.

ASPA v2

Morale in my unit is high

Safety climate survey results revealed that unit morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Unit leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Institute morale building incentives like "shop/platoon/company of the month."
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Share all relevant information. Playing “I’ve got a secret” hurts productivity and morale.
Assign teams/tasks across departmental boundaries to reduce departmental rivalries (e.g., OPS versus Maintenance) and build camaraderie.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Plan ahead and share plans/timelines with personnel to improve productivity and morale
Focus on what you are doing correctly.
COs who prioritize the betterment of their command over the betterment of their careers have the most "operationally excellent" squadrons.
Incorporate mentorship at every level.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Review the list/matrix of relevant Issue Papers on this website.

ASPA v2

I am provided adequate resources (e.g., time, staffing, budget, and equipment) to accomplish my job.

Many hardships are outside your unit's control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of military occupational specialties (MOSs).
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
We identified several shops that did not have adequate tools to do their job. We implemented a way for supervisors to identify tool deficiencies and were able to use end of the FY money to get them the correct tools.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Be aware of collateral mission creep.
Monitor turnover in personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish unit priorities (at all levels) and live by them.
Review the list/matrix of relevant Issue Papers on this website.

ASPA v2

Based upon our current manning/assets, my department is over-committed.

Many hardships are outside your unit’s control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
Use safety climate surveys to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of military occupational specialties (MOSs).
Balance the delicate issues of ops/pers tempo with mission accomplishment.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Be aware of collateral mission creep.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish unit priorities (at all levels) and live by them.
Review the list/matrix of relevant Issue Papers on this website.

ASPA v2

Fatigue due to current operational commitments is degrading performance.

Beware of and monitor fatigue levels of your personnel.
Implemented new rules on shift work going to duty in order to avoid excessively tired folks driving home.
We are now tracking days off for each Marine in the Squadron to ensure that each person receives adequate time away from work.
We created a "weekend" shift to cover weekends rather than calling in duty sections every weekend.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Educate your personnel to recognize fatigue "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.)
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Encourage personnel to live near their place of work. Long work days combined with excessive commutes leads to fatigued workers and drivers.
Avoid recalls/holdovers of night check personnel for non-mission critical tasks (e.g., awards ceremonies, inspections, musters, etc.) to avoid driving fatigued.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Review the list/matrix of relevant Issue Papers on this website.

ASPA v2

Our department has sufficient experienced personnel to operate safely.

Many hardships are outside your unit’s control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of military occupational specialties (MOSs).
Use survey results to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Ensure work shifts are adequately manned for workloads (e.g., night check often has more demands with less people than day shift).
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Be aware of collateral mission creep.
Monitor turnover in personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish unit priorities (at all levels) and live by them.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Review the list/matrix of relevant Issue Papers on this website.

ASPA v2

Required publications are current and used.

Beware of an environment where "work-arounds" are "the way we do things here."
Involve the officers and senior NCOs on appropriate issues.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the list/matrix of relevant Issue Papers on this website.

ASPA v2

Required tools/equipment are serviceable and used.

Beware of an environment where "work-arounds" are "the way we do things here."
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
We identified several shops that did not have adequate tools to do their job. We implemented a way for supervisors to identify tool deficiencies and were able to use end of the FY money to get them the correct tools.
Involve the officers and senior NCOs on appropriate issues.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Integrate the ORM process into planning and executing operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the list/matrix of relevant Issue Papers on this website.

ASPA v2

Multiple job assignments and collateral duties adversely affect my job performance.

Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Beware of an environment where "work-arounds" are "the way we do things here."
Periodically review collateral duties to ensure fair and equitable distributions of workloads. Don't overburden (punish) the unit's hardest working and most effective personnel while allowing (rewarding) non-performers with lighter workloads.
Be aware of collateral mission creep.
Use survey results to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Review the list/matrix of relevant Issue Papers on this website.

ASPA v2

Temporary Additional Duty (TAD)/Individual Augmentee (IA) deployment rates for the last year have created safety problems.

We thoroughly scrub all IA nominees to ensure we do not diminish the team/crew concept, and keep the right mix of Sailors on operating positions.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of military occupational specialties (MOSs).
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Use survey results to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Monitor turnover in personnel.
Integrate the ORM process into planning and executing operations.
Review the list/matrix of relevant Issue Papers on this website.

ASPA v2

Supervisors are actively engaged in the safety program and management of safety matters.

Outstanding command leadership teams are "brilliant on the basics."
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations.
I am challenging the Chiefs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them.
I had the DH's debrief survey results at their level. Helped promote discussion and I believe that each individual "shop" feels that they have the empowerment to intervene more often when they see potential flags go up.
Have NCOs discuss survey results within their work centers to obtain additional clarification of issues and suggestions for interventions.
Bolster safety councils by having more ranks represented.
Get Safety Standdowns out of the classroom/auditorium. Supervisor facilitated activities, hands-on training, small group discussions, etc. may be more beneficial.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Ensure intervention options are clearly communicated.
Maximize safety program "buy-in" by quickly responding to individuals' concerns/ suggestions/ recommendations and by using group-developed solutions (e.g., by work center or "tiger team").
Leadership by Walking Around remains the #1 leadership tool as seen through the eyes of junior personnel. Is your command's leadership/supervisors staring at their computer screens or getting "out and about"?
Ensure your unit has an effective safety awards program.
Unit routinely conducts officer safety council and enlisted safety committee meetings (in accordance with applicable directives) to review SOPs and operating procedures.
Review the list/matrix of relevant Issue Papers on this website.

ASPA v2

Supervisors are more concerned with operational tasks than safety.

Leadership should establish unit priorities (at all levels) and live by them.
Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Monitor supervisors who think it's okay to cut corners.
Integrate the ORM process into planning and executing operations.
Review the list/matrix of relevant Issue Papers on this website.

ASPA v2

Supervisors encourage reporting safety discrepancies without fear of negative repercussions.

If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
Trust, built through human contact/engagement, is the fundamental building block of our command and control structure and our ability to achieve mission success.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Having and open door policy on safety related issues has greatly improved communication within the unit.
Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
Ensure safety reps are visible members of the unit.
Ensure safety recognition programs (e.g., safety pro, individual/group actions/etc.) are utilized and advertised.
Communication is key across all pay grades. Ensure it happens.
A strong "Anymouse" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your unit has a safety climate that encourages reporting safety issues.
Involve the officers and senior NCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

ASPA v2

Supervisors set a good example for following standards.

Establish, communicate (make visible), and enforce performance standards in your command.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Outstanding command leadership teams are "brilliant on the basics."
The CO frequently reinforces the fact that cutting corners is not tolerated in this organization. The CO ensures department heads and senior supervisory personnel understand that this is the only acceptable policy.
Monitor supervisors who think it's okay to cut corners.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Check to see if your junior officers are leading at their level.
Review the list/matrix of relevant Issue Papers on this website.

ASPA v2

Supervisors permit cutting corners to get a job done.

Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
The CO frequently reinforces the fact that cutting corners is not tolerated in this organization. The CO ensures department heads and senior supervisory personnel understand that this is the only acceptable policy.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Involve the officers and senior NCOs on appropriate issues.
Monitor supervisors who think it's okay to cut corners.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Leaders set the example.
Review the list/matrix of relevant Issue Papers on this website.

ASPA v2

Supervisors react well to unexpected changes.

Leaders set the example.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day’s schedule.
Although we often “do more with less,” always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Many hardships are outside your unit’s control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
Communication is key across all pay grades. Ensure it happens.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Be aware of seniors that are not malleable to change (for that matter, be aware of juniors, too).
Review the list/matrix of relevant Issue Papers on this website.

ASPA v2

Supervisors care for members' quality of life.

Survey results show that unit morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Unit leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
Personnel often want to be more involved and/or become mentors. These personnel are a "solution" to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Be aware of improper perceptions by your personnel.
Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Involve the officers and senior NCOs on appropriate issues.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Review the list/matrix of relevant Issue Papers on this website.

ASPA v2

Supervisors micromanage routine operations.

Don't micromanage. Leadership growth and accountability requires that we provide our junior personnel with opportunities to lead.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Trust, built through human contact/engagement, is the fundamental building block of our command and control structure and our ability to achieve mission success.
Without trust, we cannot delegate authority. Without authority, we cannot fulfill our responsibilities. Without the delegation of authority, we cannot operate as a Navy.
Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Review the list/matrix of relevant Issue Papers on this website.

ASPA v2

Safety POs/NCOs are effective at promoting safety.

Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication.
Encouraging safety reps to use every morning meeting and evening pass down to address trends and "stay on message." Getting out and visiting the extremely diverse work centers and production divisions.
We have now assigned and advertised the names of safety reps at the company and shop floor level. We have an active safety council that meets regularly to address safety issues.
Increase emphasis on aviation and ground safety at AOMs and quarters.
Don't be the "Safety Guy." Motivate and inspire peers towards safer habits through example and timely information, not inspections and policing of individual actions.
Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels.
Maintain relevant hazard reports, notices, etc. in ready rooms and lounges to increase awareness/discussion.
Don't beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
Reach out to counterparts in similar units for lessons learned and common concerns.
Ensure intervention options are clearly communicated.
Ensure your unit Safety Officers and Safety NCOs are visible members of your command.
Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
Ensure your unit has a safety climate that encourages reporting safety issues.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Use survey results to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Review the list/matrix of relevant Issue Papers on this website.

ASPA_Prev

Our unit adequately trains personnel to safely conduct their jobs.

Hard schedule training.
Ensure that scheduled training is provided per the weekly training schedule, or rescheduled immediately if events require a slide.
Officers/CPO leadership personally monitor training sessions to ensure quality.
Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Develop a weekly qualification tracker to maximize training and eliminate “gun decking.”
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Do not push personnel beyond their own perception of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks.
Increase focus on training at Det sites.
Invest the time (in training) now. It'll cost you, but less than later.
Review the list/matrix of relevant Issue Papers on this website.

ASPA_Prev

My unit provides adequate recognition for exceptional safety acts.

Ensure your unit has an effective safety awards program.
Survey respondents often perceive that Safety Pros awards are too infrequent despite monthly awards in their squadrons. Ensure when reading the citations that it is understood these awards are for being a Safety Pro.
Ensure safety recognition programs (e.g., safety pro, individual/group actions/etc.) are utilized and advertised.
Reinvigorate the safety award process to "catch personnel in the act of using solid ORM."
Direct more command attention at those who do right than those who do wrong.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Publish a Safety Gram with recognition for personnel accomplishments/acts.
Submit a hometown news release and/or letter to family for significant safety acts.
Recognize a Safety Pro of the Month with a parking spot as a reward.
Recognize government civilian and contract employee safety achievements, if warranted.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Ensure your unit has a safety climate that encourages reporting safety issues.
Review the list/matrix of relevant Issue Papers on this website.
Establish a unit-level Maintenance Marine or Risk Manager of the Quarter program to emphasize proper maintenance and a just reporting culture.
Implement a "BZ" whiteboard in a common area in which anyone can give recognition to other personnel.
Implement an online method (e.g., via QR Code) in which anyone can give recognition to other personnel.

ASPA_Prev

SOPs and safety rules are enforced in my unit.

The CO should enforce a "by the book" philosophy.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Check to see if your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Monitor aggressive personnel who think rules aren't necessary.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Establish, communicate (make visible), and enforce performance standards in your command.
Review the list/matrix of relevant Issue Papers on this website.
Conduct unit-wide reviews of SOPS and publish/enforce changes effectively.

ASPA_Prev

Personnel must possess the appropriate experience or skills to earn qualifications in my unit.

Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Develop a weekly qualification tracker to maximize training and eliminate "gun decking."
Establish, communicate (make visible), and enforce performance standards in your unit.
Set the bar extremely high. Personnel only reach as high as the unit stated goals.
Officers/Senior NCO leadership personally monitors training sessions to ensure quality.
Monitor turnover in personnel; conduct six-month forecast/track personnel moves.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Review the list/matrix of relevant Issue Papers on this website.

ASPA_Prev

Unit members, from the top down, incorporate Risk Management (RM) into daily activities.

Integrate the ORM process into planning and executing operations.
Assign, educate, and employ ORM instructors in your unit.
Train personnel to properly use ORM for their high-risk activities.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Request ORM training from higher headquarters (e.g., Naval Safety Command).
Use real life, practical examples of CRM and ORM for training, vice repetitive overviews of the seven skills and ORM steps. The goal is safe operations, not memorization.
Reinvigorate the safety award process to "catch personnel in the act of using solid ORM and CRM.
Conduct small group discussions on how to keep safety briefs impactful and review unit processes to ensure the entire audience receives the benefit of ORM training.
Do not push personnel beyond their own perception of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks.
Challenge the supervisors to be more proactive with their subordinates and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Are ORM Worksheets in your command being "gamed" by personnel to keep go/no-go decisions at their level?
Address any misperceptions of “getting the X at all costs” with pilots, aircrew, tactics instructors, and Department Heads.
Review the list/matrix of relevant Issue Papers on this website.
Aggressivel monitor weather conditions to ensure personnel are not at risk at work or during travel.
Ensure Officers and SNCOs address safety, sleep plans, and improve communication to inculcate a culture of risk assessment and mitigation.

ASPA_Prev

My unit makes good use of special staff (e.g., legal, chaplain, medical, etc.) to assist high-risk personnel.

Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Review personnel jackets for drug/alcohol histories.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk personnel.
Integrate the ORM process into identifying/managing high risk personnel.
Monitor aggressive personnel who think rules aren't necessary.
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Ensure your unit Safety Officer and Safety Petty Officer/NCO are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety Petty Officer/NCO.
Review the list/matrix of relevant Issue Papers on this website.
Increase awareness on suicide prevention through fliers, standowns, Chaplain briefings at formations, etc.

ASPA_Prev

Effective communication exists within my unit.

Assistant Operations Officer reviews the Plan of the Week (POW) with each work center each Monday after the FOD walk.
Offer a "Retribution Free" discussion period for personnel to allow discussions with leadership.
“True Confessions” and other methods of sharing experiences are invaluable methods to promulgate safety information, incorporate lessons learned, further communication in other avenues, and improve camaraderie and morale.
Have each department provide updates to an in-house calendar to track future events and post relevant information.
Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
In order to open the lines of communication, hold quarters at least once every 2 weeks and hold all khaki meetings (E-7 - O-5) every Monday. Use this time to let everyone know "the big picture" and ensure that the entire chain of command knows what you are doing and why.
Have frequent Captain's Calls (by department or paygrade) to personally get the word to the troops and enhance communication flow. Engage the khaki leadership and share the information from your survey(s). Discuss command culture, communication, and standardization required to sustain long term production. The leaders of the squadron will then speak with one voice.
Having an open door policy on safety related issues will greatly improve communication within the unit.
COs/Department leaders can conduct a quarterly breakfast with the SNCOs to open up lines of communication between each other.
Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
All large organizations have communication challenges. Find solutions for the bottlenecks and shortfalls.
CO concludes formations by asking personnel if anyone has heard any rumors, vice the more standard, "Does anyone have any questions for me?" . . . . Gets better results.
Communication is key across all pay grades. Ensure it happens.
Ensure all communication vehicles are used (e.g., face-to-face, POD, Quarters, publications, social media, etc.). Too often, vehicles to communicate are overlooked.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Do not allow poor communication due to too much reliance on one-way emails.
Don't expect people to remember what you said two weeks ago. If it's important, publish it or restate it often.
Provide a "state of the squadron" address. It will help you find out where you are and communicate it to your subordinates.
Discuss survey results and interventions with personnel to develop optimal solutions and increase survey process "buy in."
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Ensure intervention options are clearly communicated.
Publish a newsletter that outlines upcoming events for the next month. Email to everyone in the unit and post throughout the unit.
Establish a tiger team to look at how to improve communication across the organization.
Hold "Town Hall" meetings (Officers/SNCOs, NCOs, and junior Marines) to address positive and negative survey results to allow the Marines to become part of the solution to weak areas.
Brief survey specifics at an All Hands Call and discuss root causes and possible solutions. Then conduct a detailed review with an Assessments Working Group to generate a comprehensive long-term plan of resolution.
Incorporate SNCO and Enlisted meetings with Senior Enlisted in order to improve communication.
Review the list/matrix of relevant Issue Papers on this website.
Involve command in proper messaging, extinguishing disinformation, and explaining the "whys".
Publish a monthly operations calendar to ensure all hands understand expected goals and events.
Hold Monday training for all personnel to discuss Plan of the Week and upcoming events. Triad walkthroughs for verification.
Assign specific personnel to ensure TAD personnel are informed of upcoming command events.
Hold formations to pass the word after FOD walkdown and/or during liberty brief (to also reach night crews) .
Provide a weekly Dashboard of priorities, 90-day outlook, long-term projects, and upcoming taskers.
Post a Plan of the Week to include major events
Ensure leadership at all levels considers the unintended consequences of cutting corners by telling personnel to get something "done now."

ASPA_Prev

My unit keeps me well informed regarding important safety information.

Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication.
Maintain relevant hazard reports, notices, etc. in ready rooms and lounges to increase awareness/discussion.
Increase emphasis on aviation and ground safety at AOMs and quarters.
Encourage safety reps to use every morning meeting and evening pass down to address trends and "stay on message." They need to routinely visit all work centers and production divisions.
Have monthly section ground safety meetings.
Don't beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
Reach out to counterparts in similar units for lessons learned and common concerns.
Ensure intervention options are clearly communicated.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
“True Confessions” and other methods of sharing experiences are invaluable methods to promulgate safety information, incorporate lessons learned, further communication in other avenues, and improve camaraderie and morale.
Regularly publicize (through multiple venues) the names of the command safety representatives.
Hold "Town Hall" meetings (Officers/SNCOs, NCOs, and junior Marines) to address positive and negative survey results to allow the Marines to become part of the solution to weak areas.
Brief survey specifics at an All Hands Call and discuss root causes and possible solutions. Then conduct a detailed review with an Assessments Working Group to generate a comprehensive long-term plan of resolution.
Review the list/matrix of relevant Issue Papers on this website.

ASPA_Prev

Required publications are current and used in my unit.

Beware of an environment where "work-arounds" are "the way we do things here."
Involve the officers and senior NCOs on appropriate issues.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the list/matrix of relevant Issue Papers on this website.

ASPA_Prev

My unit has a reputation for high-quality performance.

Outstanding command leadership teams are "brilliant on the basics."
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Focus on what you are doing correctly.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
Reach out to counterparts in similar units for lessons learned and common concerns.
Establish, communicate (make visible), and enforce performance standards in your command.
Set the bar extremely high. Sailors only reach as high as the command's stated goals.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Review the list/matrix of relevant Issue Papers on this website.

ASPA_Prev

Training is conducted as scheduled.

Hard schedule training.
Leadership should establish priorities (at all levels) and live by them.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Formalize maintenance training (not just OJT).
Supervisors personally monitor training sessions to ensure quality.
Invest the time (in training) now. It'll cost you, but less than later.
Have QA provide a 15-30 minute training session to a different maintenance work center each day following FOD walk down.
Review the list/matrix of relevant Issue Papers on this website.
Conduct training to optimize hands on evolutions during the week, vice last event before Friday liberty.
Mainteanance Training - Establish a weekly "MX trng" block on the flight schedule (applicable to shifts). Continue as long as enlisted leaders provide relevant, useful training.

ASPA_Prev

Individuals are comfortable approaching their supervisor about personal issues/illness.

Central to good leadership is maintaining strong and vibrant two-way conversations with ALL personnel.
Communication is key across all military/artisan levels. Ensure it happens.
Trust, built through human contact/engagement, is the fundamental building block of our command and control structure and our ability to achieve mission success.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Be aware of inaccurate perceptions by your personnel.
Engage your personnel and attempt to discover their issues and concerns.
Leaders/Supervisors should take appropriate action on subordinates’ issues, so it does not appear that they are ignoring their concerns.
Review the list/matrix of relevant Issue Papers on this website.

ASPA_Prev

Individuals in my unit are comfortable reporting safety violations, unsafe behaviors, or hazardous conditions.

Self-reporting does not work if the only outcome is repercussions.
Personnel should expect positive reinforcement for reporting issues, not fear repercussions.
Lead by example and admit your own mistakes/issues. This will encourage others to come forward without fear of reprisal.
Leaders/supervisors should take appropriate action on subordinates’ issues, so it does not appear that they are ignoring their concerns.
Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
Direct more command attention at those who do right than those who do wrong.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Publish a Safety Gram with recognition for personnel accomplishments/acts.
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Be aware of improper perceptions by your personnel.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
A strong "Anymouse" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Ensure your unit has an effective safety awards program.
Ensure your unit has a safety climate that encourages reporting safety issues.
Regularly publicize (through multiple venues) the names of the command safety representatives.
Review the list/matrix of relevant Issue Papers on this website.
Encourage future safety reporting by thanking personnel for open and honest survey feedback that helps identifiy issues and trends.

ASPA_Prev

All members of my unit have the authority to halt unsafe activities until the hazards/risks are addressed.

Empower ALL personnel to halt unsafe activities until hazards/risks are addressed.
Involve the officers and senior enlisted personnel on appropriate issues.
Challenge the enlisted leadership to be more proactive with their personnel and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the NCO/Petty Officer level by empowering them to make decisions regarding safety practices.
Integrate the ORM process into planning and executing operations.
Ensure members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety PO/NCO.
Ensure your unit has a safety climate that encourages reporting safety issues.
Review the list/matrix of relevant Issue Papers on this website.

ASPA_Prev

Our Safety Department is well respected.

Include artisans in safety programs. This will help increase all avenues of teamwork while demonstrating genuine concern for the safety of all FRC personnel.
Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst artisans and peers will greatly improve safety programs, teamwork, and communication.
Encourage safety reps to use every morning meeting and evening pass down to address trends and "stay on message." They should get out and visit all military and artisan work centers.
We have now assigned and advertised the names of safety reps at the company and shop floor level. We have an active safety council that meets regularly to address safety issues.
Increase emphasis on aviation and ground safety at meetings and other assemblies.
Don't be the "Safety Guy." Motivate and inspire ALL personnel towards safer habits through example and timely information, not inspections and policing of individual actions.
Don't beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
Check in the box safety training damages a FRC's safety climate and culture. Conduct all training, surveys, etc. with a realistic goal to provide/obtain useful information or impart a skill.
Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels.
Maximize safety program "buy-in" by quickly responding to individuals' concerns/ suggestions/ recommendations and by using group-developed solutions (e.g., by work center or "tiger team").
Develop a formal safety training plan that covers the next year and is coordinated with department heads/artisan leaders.
Routinely encourage your artisan leaders to work with your Safety Department personnel.
Ensure your artisans have a safety climate that encourages reporting safety issues.
Provide recognition/incentives to ALL personnel for safety achievements.
Ensure your safety representatives maintain visibility with artisans.
Review the list/matrix of relevant Issue Papers on this website.

ASPA_Prev

Our safety pauses are effective.

Conduct a Safety Standdown focused on unit survey results, mishap/hazard reports, incident reports, recent "near misses," etc. , and utilize audience participation (via large or small group) to further clarify hazards, identify trends, and develop workable solutions. The group's synergy will help to identify previously overlooked factors, and the group-developed interventions will have greater acceptance/compliance.
Plan Safety Standdowns well in advance to address key issues and heighten awareness. Maintain an updated list of speakers and topics to ensure "short notice" standdowns (e.g., following a mishap or other recent incident) are professional and worthwhile.
Encourage, praise, and professionally respond to safety concerns raised in any forum (e.g., Safety Standdowns, Human Factor Councils, Safety Councils/Committees, "True Confessions," etc.). Ridicule, arguments, retribution, or inaction will stifle any further safety communication and greatly increase the risk that hazards will remain hidden until it's too late.
Get Safety Standdowns out of the classroom/auditorium. Supervisor facilitated activities, hands-on training, small group discussions, etc. may be more beneficial.
Implement a grass roots safety campaign to give junior personnel the opportunity to shape the safety messages vice the usual safety "stand-arounds."
Review Appendix A (Good Safety Standdown Ideas) and Appendix B (Safety Standdown Tips) of Issue Paper #98.
Seminar based safety day to get at the root of the problems.
Reach out to counterparts in similar units for lessons learned and common concerns.
Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations.
Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Review the list/matrix of relevant Issue Papers on this website.

ASPA_Prev

Unit members do not cut corners to accomplish their job/mission.

The CO frequently reinforces the fact that cutting corners is not tolerated in this organization. The CO ensures department heads and senior supervisory personnel understand that this is the only acceptable policy.
Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Address any misperceptions of “getting the X at all costs” with pilots, aircrew, tactics instructors, and Department Heads.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time. Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Beware of an environment where "work-arounds" are "the way we do things here."
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Monitor supervisors who think it's okay to cut corners.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Beware of and monitor fatigue levels of your personnel.
Monitor and be aware of perceived mission creep.
Establish, communicate (make visible), and enforce performance standards in your command.
Involve the officers and senior NCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.
Ensure leadership at all levels considers the unintended consequences of cutting corners by telling personnel to get something "done now."
Impress on all personnel the "costs of cutting corners" and accountability.

ASPA_Prev

Members of my unit are provided the opportunity to obtain sufficient rest to do their jobs safely.

Beware of and monitor fatigue levels of your personnel.
Implemented new rules on shift work going to duty in order to avoid excessively tired folks driving home.
We are now tracking days off for each Marine in the Squadron to ensure that each person receives adequate time away from work.
We created a "weekend" shift to cover weekends rather than calling in duty sections every weekend.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Educate your personnel to recognize fatigue "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.)
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Encourage personnel to live near their place of work. Long work days combined with excessive commutes leads to fatigued workers and drivers.
Avoid recalls/holdovers of night check personnel for non-mission critical tasks (e.g., awards ceremonies, inspections, musters, etc.) to avoid driving fatigued.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Establish More stringent control of work hours, especially for the maintenance departments.
Commuting/road travel highlighted as an area of concern? Evaluate policies on rest and travel, ensuring accommodation available for extended and/or late-night events.
Review the list/matrix of relevant Issue Papers on this website.
Seek additional means to reduce fatigue, including Duty Recovery.

ASPA_Prev

Members of my unit work well together.

Plan ahead and share plans/timelines with personnel to improve productivity and morale
Leaders set the example.
Outstanding command leadership teams are "brilliant on the basics."
Direct more command attention at those who do right than those who do wrong.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Assign teams/tasks across departmental boundaries to reduce departmental rivalries (e.g., OPS versus Maintenance) and build camaraderie.
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

ASPA_Prev

Morale in my unit is high.

Safety climate survey results revealed that unit morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Unit leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
Ensure junior officers visit a different work center/shop at least once a month to increase their knowledge, unit camaraderie, and enlisted/officer morale.
CO or XO visiting the workspaces and just talking to the junior Marines and getting to know them would greatly increase not only morale, but also let the Marines know that their command cares about them and listens to them.
Improve morale within the SNCO/officer ranks by increasing their authority and control of their sections/departments (e.g., liberty/leave approval, planning, training, etc.).
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Institute morale building incentives like "shop/platoon/company of the month."
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Share all relevant information. Playing “I’ve got a secret” hurts productivity and morale.
Assign teams/tasks across departmental boundaries to reduce departmental rivalries (e.g., OPS versus Maintenance) and build camaraderie.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Plan ahead and share plans/timelines with personnel to improve productivity and morale
Focus on what you are doing correctly.
COs who prioritize the betterment of their command over the betterment of their careers have the most "operationally excellent" squadrons.
Incorporate mentorship at every level.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Review the list/matrix of relevant Issue Papers on this website.
Explaining "why" alleviates many concerns that reduce morale.
Ensure Marines understand the importance of the unit's mission and their own purpose and role in achieving it.
Actively engage Marines in morale enhancing events outside of working hours to get Marines out of the barracks on weekends.

ASPA_Prev

My unit has adequate resources (e.g., tools, equipment, publications, etc.) to perform its current tasks.

Many hardships are outside your unit's control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Identify the shops that do not have adequate tools to do their job and prioritize ordering/replacements.
If possible, reduce extraneous tasking and challenge unreasonable requests.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Be aware of collateral mission creep.
Leadership should establish unit priorities (at all levels) and live by them.
Unfavorable respondent comments to this survey item often reveal a misunderstanding of the various funding allocations and unit priorities. Consider a short training session with all personnel to answer their concerns.
Implement a push-logistics model for supplying companies/departments with necessary consumable supplies based upon average usage rates.
Seek out the agencies responsible for providing support, equipment, and consumables to have sufficient replacements on hand prior to needing them.
Review the list/matrix of relevant Issue Papers on this website.
Use survey results on identified hazards to lobby for resources.
Assess and procure seasonal equipment and supplies early in order to take advantage of restrictive timelines.
Procure sufficient PPE (e.g., earplugs, gloves, goggles) to prevent workarounds when not available.
Utilize station personnel and hygienists to assess spaces are safe and in proper working order.
Ensurve flight briefing spaces have adequate computers, publications, etc. to increase functionality.

ASPA_Prev

My unit has enough experienced personnel to perform its current tasks.

Many hardships are outside your unit’s control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
If possible, reduce extraneous tasking and challenge unreasonable requests.
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of military occupational specialties (MOSs).
Use survey results to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Ensure work shifts are adequately manned for workloads (e.g., night check often has more demands with less people than day shift).
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Be aware of collateral mission creep.
Monitor turnover in personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish unit priorities (at all levels) and live by them.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Review the list/matrix of relevant Issue Papers on this website.

ASPA_Prev

Leaders/Supervisors in my unit set a good example for following standards.

Establish, communicate (make visible), and enforce performance standards in your command.
Realize that subordinates watch their leaders/supervisors regarding what is and is not acceptable behaviors.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Outstanding command leadership teams are "brilliant on the basics."
The CO should frequently reinforce that cutting corners is not tolerated. Ensure department heads and senior supervisory personnel understand that this is the only acceptable policy.
Monitor supervisors who think it's okay to cut corners.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Check to see if your junior officers are leading at their level.
Review the list/matrix of relevant Issue Papers on this website.
Leader stds - Increase oversight and mentoring of subordinate leaders to ensure basic leadership standards are upheld.

ASPA_Prev

Leaders/Supervisors in my unit care about my quality of life.

Survey results show that unit morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Unit leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
Personnel often want to be more involved and/or become mentors. These personnel are a "solution" to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Involve the officers and senior NCOs on appropriate issues.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Ensure your subordinate commanders, leaders, and/or supervisors secure their people as early as possible when and where they can on a daily basis.
Guard against daily last minute tasking with short suspense dates for your personnel, especially after they have been inactive for hours prior to that tasking.
Often the current condition of the BEQs/BOQs and the command's involvement in fixing those conditions have the utmost impact on personnel's quality of life.
Ensure BEQs/BOQs are inspected regularly and any issues are readily corrected (e.g., mold, pests, damaged washers/dryers, plumbing, lighting, etc.)
Create an innovation working group to address physical issues within the housing and workspace infrastructure to improve quality of life.
Get involved, along with base personnel, to address facility issues (e.g., hot water, broken locks/doors, broken washers/dryers, HVAC, etc.) and get a weekly brief on the progress.
Along with family-oriented events, don’t forget to also have events for the single personnel in the unit (e.g., ski trips, sporting events, etc.).
Request station personnel and environmental hygienist’s assistance to inspect and ensure spaces are in good working order.
Modify the daily maintenance briefs and crew day to better fit the squadron requirements, while balancing the quality of life for the Marines.
Review the list/matrix of relevant Issue Papers on this website.
Monitor/encourage personnnel on balancing workload in high OPTEMPO environment.
Mitigate "burnout" through the use of Special Liberty, etc. after high OPTEMPO periods.
Change watch hour rotatations and implement more flexible work options (when/where applicable).
Actively engage Marines in morale enhancing events outside of working hours to get Marines out of the barracks on weekends.
Hold a Barracks Beautifcation Day to clean common areas and support other self-help projects.

ASPA_Prev

Leaders/Supervisors know who the high-risk members are in my unit.

Discuss survey results with flight surgeon (or local medical hierarchy) to garner increased flight surgeon presence within squadron spaces and at Human Factors Councils/Boards.
Review personnel jackets for drug/alcohol histories.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Increase the number of Human Factors Councils (HFCs) completed on deployed detachments.
Monitor aggressive aircrew who think rules aren't necessary.
Be aware of improper perceptions by your personnel.
Beware of and monitor fatigue levels of your personnel.
Integrate the ORM process into identifying/managing high risk personnel.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.)
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Include junior personnel in Human Factors Councils. They will provide additional perspectives on climate issues, while learning that the Human Factors Council/Board process is a helpful and proactive safety tool (vice a means of punishment).
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Review the list/matrix of relevant Issue Papers on this website.

ASPA_Prev

My unit's privately owned vehicle (POV) / private motor vehicle (PMV) program is working well to reduce POV/PMV incidents.

Review the CMC Safety Division PMV Safety Program Resources at http://www.safety.marines.mil/Resources.
Review the National Highway Traffic Safety Administration Traffic Safety resources at http://www.nhtsa.gov.
Conduct safety vehicle inspections before driving extended distances.
Implement additional rest and driving restriction measures, especially during periods of inclement weather and extended work days.
Review pre-holiday vehicle inspection checklists and personal ORM plans.
Encourage personnel to live near their place of work. Long work days combined with excessive commutes leads to fatigued workers and drivers.
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, formations, publications, social media, etc.). Too often, vehicles to communicate are overlooked.
Don't expect people to remember what you said two weeks ago. If it's important, publish it or restate it often.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Despite laws/regulations, personnel continue to use cell phones. Emphasize the benefits of calling before driving, using a hands-free device, or asking passengers take important calls.
Do not text and drive. Hazards are too easily missed, vehicle control is hindered, and reaction time is severely impaired.
COs/Safety Officers should conduct periodic seatbelt and cell phone checks of personnel arriving/departing unit parking areas to emphasize commands' commitment to standards and safety of personnel.
Promptly notify personnel of impending hazardous weather conditions to reduce commuting mishaps.
Adjust base working hours to avoid highest levels of local commuter traffic.
Review the list/matrix of relevant Issue Papers on this website.

ASPA_Prev

My unit's motorcycle safety program is working well to reduce motorcycle incidents.

Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org.
Review the National Highway Traffic Safety Administration motorcycle resources at http://www.nhtsa.gov/Safety/Motorcycles.
Spend more time getting to know your riders habits, concerns, and equipment shortfalls through very interactive senior rider and motorcycle mentors.
Have a dedicated motorcycle safety officer who is a motorcycle rider. This collateral duty is separate from the formal ground safety officer to allow him to be a true SME on the subject.
Have an actual motorcycle rider (preferably senior) be in charge of the program.
Establish a mentorship program for riders in my command.
Conduct motorcycle PPE training (its use on and off base) and repercussions of getting caught without it.
Screen new check-ins to ensure they are attending the mandatory riders courses.
Include ATV and dirt bike riders into your motorcycle club.
Schedule rides on the Plan of the Day/Flight Schedule to ensure more active and transparent participation in the program.
Personnel often want to be more involved and/or become mentors. These personnel are a "solution" to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Integrate the ORM process into identifying/managing high risk personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Communication/Marketing of base motorcycle programs is essential. Many motorcyclists are unaware of courses, mentorship programs, regulations, etc.
Encourage prospective motorcyclists to take the base courses BEFORE purchasing a motorcycle. They will be a safer rider from the moment they leave the showroom (or they may even forego the purchase altogether based upon their course experience).
All motorcyclists are NOT the same. Older, more experienced touring motorcycle riders have significantly different habits and risks than young, inexperienced sport bike or dirt bike riders. Tailor motorcycle training and safety programs accordingly.
Work with base safety to improve courses and offer your most experienced riders as mentors/instructors.
Base motorcycle courses are often insufficiently held or overbooked. Allow your riders to attend when they obtain a quota.
Schedule course quotas for your personnel and/or arrange a special class with the base to ensure all of your riders are trained.
Assist "motorcycle-only" owners in finding car pools/alternative transportation during inclement weather.
Carefully plan group rides to prevent excessive separations at traffic lights. Trailing riders often speed to catch up with group, greatly increasing their risk.
Group rides, though beneficial for morale, may increase the risk of injury/accident to motorcyclists riding in close proximity to each other. Use ORM to evaluate the benefits and risks associated with the skill level of your riders.
Have unit or base safety rep follow behind group rides with a duty truck to act as a safety observer, carry a first aid kit, and assist motorcyclists with any equipment failures.
Have motorcyclists share incident and accident stories during training and club meetings. This form of "ready room" discussion promotes mentorship, camaraderie, and risk management to avoid similar events.
Concentrate your motorcycle safety program efforts on new and inexperienced riders who have never had accidents because they are more likely to take risks.
Purchase a unit first aid kit that can be carried in a motorcycle saddle bag during group rides.
Programs that are supportive of motorcyclists (e.g., clubs, track days, group rides, specialized courses) will bring your motorcyclists "out of hiding" and improve operator safety.
Expert stunt shows, etc. are a mixed blessing. Without a strong message, they may encourage rather than discourage risk-taking behavior.
Have a guest speaker with a bad motorcycle accident story, preferably one in which PPE saved their life.
Encourage Navy Exchange/PX/local stores to offer high quality/low cost PPE.
Ensure riders have recent first aid training.
Invite contractors and government civilians to attend unit motorcycle activities.
Add a training segment for unit automobile drivers on motorcycle visibility, separation distances, and safely sharing the road.
Have all riders write Next of Kin notification letters. Aside from a stark reminder to riders of the risk involved, it gives the CO something else to tell surviving family members other than that the parent was current in his/her training.
Periodically invite the Motorcycle Program manager to staff meetings to brief who has completed all the necessary training and who has not.
Review the list/matrix of relevant Issue Papers on this website.
Reinvigorate the Motorcycle program by assigning strong leaders and updating current rider data.
Smaller units/organizations with limited riders can participate with higher/adjacent/base motorcycle programs.
COs should attend Motorcycle Program meetings to emphasize its importance, even if COs are not riders.
Ensure all unit riders have current license and adequate insurance at Motorcycle Program meetings and/or group rides.
Assign a Motorcycle Program Coordinator who can uphold standards and expectations for safety, training, and mentorship.

ASPA_Prev

My unit's drinking and driving policies are working well to reduce DUI events.

Use data gathered from the drinking and driving (D&D) survey to assess potential unit alcohol issues.
Your "consumption of alcohol" plan (e.g., designated driver, taxi numbers, Uber/Lyft, bus schedule, etc.) has to be in place before a night on the town.
Talk about DUI awareness more, and have your DUI personnel share some of their stories.
Began a peer alcohol awareness group to target at risk personnel.
Issue Arrive Alive cards (or comparable taxi/designated driver program/Uber/Lyft info) and hold a formation for all personnel to hold up and show - to include yourself. The message is that is non-attribution to use and enables the CO/unit to help the person, vice being forced into a purely reactive situation if something bad happens. This will also help foster a sense of family where personnel look out for each other.
Use a duty vehicle, if necessary. Too many Marines are at risk of drinking and driving.
Similar to port call efforts, work with the base special services to offer tours, classes, special events, etc., along with transportation, so junior personnel have a variety of low-cost, non-alcohol related activities.
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety NCO.
Advise all personnel to have a plan (e.g., designated driver, taxi numbers, bus schedule, etc.) before a night on the town.
Food and coffee do not remove the effects of alcohol . . . you just become a more alert drunk. Have medical, law enforcement, or safety reps clear the confusion.
Eliminate alcohol at unit functions. It sends a mixed message on Drinking and Driving program efforts.
Offer incentives for DUI incident reduction (e.g., time off for three months without a DUI incident). Incentives/time off for consecutive days without DUIs/ARIs increases the likelihood that peers/supervisors will be more assertive in controlling the issue.
Punish the individual, not the command, for DUI offences.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, formations, publications, social media, etc.). Too often, vehicles to communicate are overlooked.
Don't expect people to remember what you said two weeks ago. If it's important, publish it or restate it often.
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Establish, communicate (make visible), and enforce performance standards in your command.
Officers and SNCOs set the standard for alcohol use at home and deployed.
Have NCO-led, small group discussions to address the concerns over substance abuse. The desired outcome is a list of bottom-up recommendations that will more effectively address the issue.
Ensure the legal ramifications of alcohol abuse are understood; then focus on physical, mental, and emotional effects of alcohol.
Volunteer designated driver programs are highly effective. Volunteers can be further enticed with a point system to earn a duty-free day, a day off, or other benefit.
Review the list/matrix of relevant Issue Papers on this website.
Work with base security to allow/escort taxis, etc. inside the gate, possibly even to barracks areas.
Focus alcohold-free command functions on camaraderie and taking care of each other. Alcohol sends a mixed message.
Incentivize alcohol-free milestones (e.g. time off, etc.)

ASPA_Prev

My unit's off-duty and recreational activity safety program is working well to reduce injuries.

Leaders/Supervisors should be aware of their personnel's off-duty activities.
Do not use scare tactics. Educate your personnel on the hazards and ORM.
Train personnel to properly use ORM for their high-risk activities.
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Page 13 entries, Line of Duty briefs, etc. are not just for motorcycle riders. Personnel who conduct any high risk activity should be aware of the consequences of their actions.
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
Encourage alcohol-free activities.
Similar to port call efforts, work with the base special services to offer tours, classes, special events, etc., along with transportation, so junior personnel have a variety of low-cost, non-alcohol related activities.
Continue to place flyers, bulletins, notices, etc. concerning OD&R activities on bulletin boards and information racks for easy access near lounges or other gathering spots. Emails and Web pages are too often ignored or ineffective.
Have field meet PME's by rank (i.e., NCO's, SNCO's, officers) and have personnel participate in the activities with SME's observing and teaching the rights/wrongs.
Review the list/matrix of relevant Issue Papers on this website.

ASPA_Prev

My unit's Substance Abuse Rehabilitation Program (SARP) is working well to address the risks of drug and alcohol abuse.

The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
Leadership should be aware of individuals' off duty life.
Ensure that drug screening dates are not predictable.
Self-reporting does not work if the only outcome is repercussions.
If the unit has gone years without a drug incident, ensure the unit is testing like it should.
If drug/alcohol abuse is suspected, add appropriate probing survey items to online surveys.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Review personnel jackets for drug/alcohol histories.
Incorporate mentorship at every level.
Discuss alcohol/drug use during one-on-one mentoring/counseling sessions.
Integrate the ORM process into identifying/managing high risk personnel.
Reach out to counterparts in similar units for lessons learned and common concerns.
Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Establish, communicate (make visible), and enforce performance standards in your command.
Ensure the legal ramifications of alcohol abuse are understood; then focus on physical, mental, and emotional effects of alcohol.
Have NCO-led, small group discussions to address the concerns over substance abuse. The desired outcome is a list of bottom-up recommendations that will more effectively address the issue.
Review the list/matrix of relevant Issue Papers on this website.
Work with base security to allow/escort taxis, etc. inside the gate, possibly even to barracks areas.
Focus alcohold-free command functions on camaraderie and taking care of each other. Alcohol sends a mixed message.
Incentivize alcohol-free milestones (e.g. time off, etc.)
Conduct more aggressive drug testing with regular, unannouced barracks health and comfort inspections.

FRC v2

My department adequately trains personnel to safely conduct their jobs.

Hard schedule training.
Ensure that artisan scheduled training is provided, or rescheduled immediately if events require a slide.
Formalize FRC maintenance training (not just OJT).
Supervisors personally monitor artisan training sessions to ensure quality.
Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified military and artisan personnel when "doing more with less."
Develop a qualification tracker to maximize training and eliminate "gun decking."
Conduct a complete review of each qualification to ensure there are no immediate shortfalls. Then review the process for artisan qualification to make sure you are teaching the right skills.
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Do not push your artisan or military personnel beyond their own perceptions of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks.
Invest the time (in training) now. It'll cost you, but less than later.
Review the list/matrix of relevant Issue Papers on this website.

FRC v2

Individual safety acts are recognized through awards and incentives.

Include artisans in safety programs. This will help increase all avenues of teamwork while demonstrating genuine concern for the safety of all FRC personnel.
Provide recognition/incentives to ALL personnel for safety achievements.
Ensure safety recognition programs (e.g., safety pro, individual/group actions, etc.) are utilized and advertised.
Have a program (safety pro/maintenance thumbs-up award) to recognize artisan's safety/maintenance achievement.
Reinvigorate the safety award process to "catch personnel in the act of using solid ORM."
Direct more command attention at those who do right than those who do wrong.
Ensure your artisan and military supervisors make on-the-spot corrections when they discover unsafe actions. Encourage/Reward them for doing so.
Publish a Safety Gram with recognition for ALL personnel's accomplishments/acts.
Recognize an artisan Safety Pro of the Month with a parking spot as a reward.
Implement a QA outstanding performer award. It will improve maintainer interactions with QA, while providing appropriate recognition for quality workmanship.
Recognition, teamwork, and empowerment of ALL personnel are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Ensure your artisans have a safety climate that encourages reporting safety issues.
Review the list/matrix of relevant Issue Papers on this website.

FRC v2

Safety decisions are made at the proper levels by the most qualified personnel.

Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Ensure your artisan and military supervisors make on-the-spot corrections when they discover unsafe actions. Encourage/Reward them for doing so.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Challenge supervisors to be more proactive with artisans and ensure the importance of doing things safely is very clear to them.
Integrate the ORM process into planning and executing operations.
Ensure ALL personnel are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Routinely encourage your artisan leaders to work with your Safety Department personnel.
Ensure your artisans have a safety climate that encourages reporting safety issues.
Review the list/matrix of relevant Issue Papers on this website.

FRC v2

Standards in my FRC are clearly defined.

Artisans may work under different standards/rules than their military counterparts. Ensure that all personnel are aware of these differences to reduce misconceptions.
Challenge established SOPs to ensure they are current and still relevant.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Establish, communicate (make visible), and enforce artisan and military performance standards in your command.
Review the list/matrix of relevant Issue Papers on this website.

FRC v2

Standards in my FRC are enforced.

Artisans may work under different standards/rules than their military counterparts. Ensure that all personnel are aware of these differences to reduce misconceptions.
The CO should enforce a "by the book" philosophy.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Monitor aggressive personnel who think rules aren't necessary.
Monitor artisan/military supervisors who think it's okay to cut corners.
Be aware of an environment that encourages "work the system" and discourages personal accountability and responsibility.
Establish, communicate (make visible), and enforce artisan and military performance standards in your command.
Review the list/matrix of relevant Issue Papers on this website.

FRC v2

Individuals are given qualifications without the appropriate experience or skills.

Ensure the artisan qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Conduct a complete review of each qualification to ensure there are no immediate FRC shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Develop a qualification tracker to maximize training and eliminate "gun decking."
Establish, communicate (make visible), and enforce artisan and military performance standards in your command.
Set the bar extremely high. Personnel only reach as high as the FRC stated goals.
Supervisors personally monitor artisan training sessions to ensure quality.
Monitor turnover in personnel; conduct six-month forecast/track personnel moves.
Be aware of an environment that encourages "work the system" and discourages personal accountability and responsibility.
Address (via mentorship, feedback, etc.) artisan and military supervisors who think it is okay to cut corners and discipline accordingly.
Review the list/matrix of relevant Issue Papers on this website.

FRC v2

Anyone intentionally violating SOPs or safety rules is swiftly corrected.

Artisans may work under different standards/rules than their military counterparts. Ensure that all personnel are aware of these differences to reduce misconceptions.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Establish, communicate (make visible), and enforce artisan and military performance standards in your command.
COs/Artisan supervisors must periodically reinforce emphasis on procedures.
Monitor aggressive personnel who think rules aren't necessary.
Monitor artisan/military supervisors who think it's okay to cut corners.
Ensure your artisan and military supervisors make on-the-spot corrections when they discover unsafe actions. Encourage/Reward them for doing so.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Review the list/matrix of relevant Issue Papers on this website.

FRC v2

Individuals, from the top down, incorporate Operational Risk Management (ORM) into daily activities.

Integrate the ORM process into planning and executing operations.
Train personnel to properly use ORM for their high-risk activities.
Ensure ALL personnel are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Reinvigorate the safety award process to "catch personnel in the act of using solid ORM."
Do not push your artisan or military personnel beyond their own perceptions of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks.
Challenge supervisors to be more proactive with artisans and ensure the importance of doing things safely is very clear to them.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Review the list/matrix of relevant Issue Papers on this website.

FRC v2

Effective communication flow exists within our FRC.

Improve communication/teamwork between FRC personnel.
All "major" maintenance evolutions (e.g., aircraft moves, engine wash, dynamic component change, etc.) are briefed prior to execution, including maintenance control, QA, and artisan supervisors.
The Maintenance and Production Control Officers hold a weekly "maintenance management meeting" for all maintenance and artisan leadership to ensure the word is getting out and major issues are discussed.
Have Department Heads meet and agree on the supportability of the schedule and attainable weekly goals.
Each department now provides updates to an in-house calendar where we track future events and post relevant information.
Central to good leadership is maintaining strong and vibrant two-way conversations with ALL personnel.
In order to open the lines of communication I have ensured that we hold quarters at least once every two weeks and hold all supervisor meetings every Monday. I use this time to let everyone know "the big picture" and to ensure that the entire chain of command knows what we are doing and why.
Adjust day/night artisan schedules to permit more of an overlap to get better pass downs.
Having an open door policy on safety related issues has greatly improved communication within the FRC.
Attend more meetings (e.g., morning Maintenance/Production Meetings) and show by example how artisan and military leadership needs to provide opportunities for juniors to voice their concerns/comments. Leaders sometimes need to "pull" information from juniors, and some leaders have not yet developed the skill to "pull" information.
CO sets aside a "dialogue period" with aircrew/maintainers/artisans to discuss pertinent issues, such as: flight time, training requirements, the latest rumors, etc.
Focus renewed attention on shift turnovers.
More frequent Captain's Calls to ensure the CO is personally getting the word to all military and FRC personnel.
Military and artisan personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
All large organizations have communication challenges. Find solutions for the bottlenecks and shortfalls.
Communication is key across all military/artisan levels. Ensure it happens.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used by ALL personnel.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Do not allow poor communication due to too much reliance on one-way emails.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Provide a "state of the FRC" address. It will help you find out where you are and communicate it to your artisans and military personnel.
Offer a monthly "Retribution Free" discussion period for flight crew, maintainers, and artisans to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Discuss survey results and interventions with artisans to develop optimal solutions and increase survey process "buy in."
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Ensure intervention options are clearly communicated to artisans.
Review the list/matrix of relevant Issue Papers on this website.

FRC v2

Effective communication flow exists with external organizations.

Plan ahead and share plans/timelines with counterparts to improve productivity and morale.
Reach out to counterparts in other FRCs for lessons learned and common concerns.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Do not allow poor communication due to too much reliance on one-way emails.
Ensure your FRC solicits and values honest feedback.
Review the list/matrix of relevant Issue Papers on this website.

FRC v2

Our Safety Department keeps me well informed regarding relevant hazards/mishaps.

Include artisans in safety programs. This will help increase all avenues of teamwork while demonstrating genuine concern for the safety of all FRC personnel.
Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst artisans and peers will greatly improve safety programs, teamwork, and communication.
Maintain relevant hazard reports, notices, etc. in ready rooms/ lounges/artisan spaces to increase awareness/discussion.
Increase emphasis on aviation and ground safety at meetings and other assemblies.
Encourage safety reps to use every morning meeting and evening pass down to address trends and "stay on message." They should get out and visit all military and artisan work centers.
Have monthly artisan ground safety meetings.
Don't beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
Reach out to counterparts in other FRCs for lessons learned and common concerns.
Ensure intervention options are clearly communicated to artisans.
Ensure your safety representatives maintain visibility with artisans.
Routinely encourage your artisan leaders to work with your Safety Department personnel.
Review the list/matrix of relevant Issue Papers on this website.

FRC v2

My department conducts effective pass-downs between shifts.

Improve communication/teamwork between FRC personnel.
Focus renewed attention on shift turnovers.
Adjust day/night artisan schedules to permit more of an overlap to get better pass downs.
All "major" maintenance evolutions (e.g., aircraft moves, engine wash, dynamic component change, etc.) are briefed prior to execution, including maintenance control, QA, and artisan supervisors.
Central to good leadership is maintaining strong and vibrant two-way conversations with ALL personnel.
All large organizations have communication challenges. Find solutions for the bottlenecks and shortfalls.
Military and artisan personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Communication is key across all military/artisan levels. Ensure it happens.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used by ALL personnel.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
Review the list/matrix of relevant Issue Papers on this website.

FRC v2

Maintainer/Artisan qualifications are closely monitored.

Conduct a complete review of each qualification to ensure there are no immediate FRC shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified military and artisan personnel when "doing more with less."
Develop a qualification tracker to maximize training and eliminate "gun decking."
Monitor turnover in personnel.
Review the list/matrix of relevant Issue Papers on this website.

FRC v2

Tool Control is closely monitored.

Beware of mismanagement due to insufficient mid-level artisan and military leadership.
Establish, communicate (make visible), and enforce artisan and military performance standards in your command.
COs/Artisan supervisors must periodically reinforce emphasis on procedures.
Address (via mentorship, feedback, etc.) artisan and military supervisors who think it is okay to cut corners and discipline accordingly.
Review the list/matrix of relevant Issue Papers on this website.

FRC v2

CDIs/QARs routinely monitor maintenance evolutions.

All "major" maintenance evolutions (e.g., aircraft moves, engine wash, dynamic component change, etc.) are briefed prior to execution, including maintenance control, QA, and artisan supervisors.
We are looking very hard at the process for designating CDIs and how we recognize and reward those individuals.
Direct more command attention at those who do right than those who do wrong.
Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified military and artisan personnel when "doing more with less."
Recognition, teamwork, and empowerment of ALL personnel are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Periodically review collateral duties to ensure fair and equitable distributions of workloads. Don't overburden (punish) the FRC's hardest working and most effective personnel while allowing (rewarding) non-performers with lighter workloads.
Establish, communicate (make visible), and enforce artisan and military performance standards in your command.
COs/Artisan supervisors must periodically reinforce emphasis on procedures.
Address (via mentorship, feedback, etc.) artisan and military supervisors who think it is okay to cut corners and discipline accordingly.
Beware of mismanagement due to insufficient mid-level artisan and military leadership.
Review the list/matrix of relevant Issue Papers on this website.

FRC v2

Maintenance records are accurately maintained.

Establish, communicate (make visible), and enforce artisan and military performance standards in your command.
Leadership should establish FRC priorities (at all levels) and live by them.
COs/Artisan supervisors must periodically reinforce emphasis on procedures.
Address (via mentorship, feedback, etc.) artisan and military supervisors who think it is okay to cut corners and discipline accordingly.
Be aware of an environment that encourages "work the system" and discourages personal accountability and responsibility.
Beware of mismanagement due to insufficient mid-level artisan and military leadership.
Review the list/matrix of relevant Issue Papers on this website.

FRC v2

Maintenance evolutions are supervised and staffed by qualified personnel.

All "major" maintenance evolutions (e.g., aircraft moves, engine wash, dynamic component change, etc.) are briefed prior to execution, including maintenance control, QA, and artisan supervisors.
Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified military and artisan personnel when "doing more with less."
Address (via mentorship, feedback, etc.) artisan and military supervisors who think it is okay to cut corners and discipline accordingly.
Review the list/matrix of relevant Issue Papers on this website.

FRC v2

Maintainers/Artisans in my department are routinely briefed on potential hazards associated with their assigned tasks.

Improve communication/teamwork between FRC personnel.
All "major" maintenance evolutions (e.g., aircraft moves, engine wash, dynamic component change, etc.) are briefed prior to execution, including maintenance control, QA, and artisan supervisors.
Adjust day/night artisan schedules to permit more of an overlap to get better pass downs.
Encourage safety reps to use every morning meeting and evening pass down to address trends and "stay on message." They should get out and visit all military and artisan work centers.
Focus renewed attention on shift turnovers.
Ensure intervention options are clearly communicated to artisans.
Ensure your artisans have a safety climate that encourages reporting safety issues.
Ensure your safety representatives maintain visibility with artisans.
Routinely encourage your artisan leaders to work with your Safety Department personnel.
Integrate the ORM process into planning and executing operations.
Ensure ALL personnel are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Communication is key across all military/artisan levels. Ensure it happens.
Do not allow poor communication due to too much reliance on one-way emails.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used by ALL personnel.
Review the list/matrix of relevant Issue Papers on this website.

FRC v2

Field Team rework/repair/maintenance is of the same quality as that at my FRC.

Establish, communicate (make visible), and enforce performance standards in your command.
Leadership should establish FRC priorities (at all levels) and live by them.
Set the bar extremely high. Personnel only reach as high as the organization's stated goals.
Incorporate mentorship at every level.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Beware of mismanagement due to insufficient mid-grade leadership.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Review the list/matrix of relevant Issue Papers on this website.

FRC v2

My department has a reputation for high-quality maintenance.

Outstanding command leadership teams are "brilliant on the basics."
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Focus on what you are doing correctly.
Recognition, teamwork, and empowerment of ALL personnel are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
Reach out to counterparts in other FRCs for lessons learned and common concerns.
Establish, communicate (make visible), and enforce artisan and military performance standards in your command.
Set the bar extremely high. Personnel only reach as high as the command's stated goals.
Formalize FRC maintenance training (not just OJT).
Supervisors personally monitor artisan training sessions to ensure quality.
COs/Artisan supervisors must periodically reinforce emphasis on procedures.
Monitor artisan/military supervisors who think it's okay to cut corners.
Be aware of an environment that encourages "work the system" and discourages personal accountability and responsibility.
Ensure your artisan and military supervisors make on-the-spot corrections when they discover unsafe actions. Encourage/Reward them for doing so.
Review the list/matrix of relevant Issue Papers on this website.

FRC v2

Violations of SOP, NAMP, or other procedures are rare.

Artisans may work under different standards/rules than their military counterparts. Ensure that all personnel are aware of these differences to reduce misconceptions.
Challenge established SOPs to ensure they are current and still relevant.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Leaders set the example.
Establish, communicate (make visible), and enforce artisan and military performance standards in your command.
COs/Artisan supervisors must periodically reinforce emphasis on procedures.
Monitor artisan/military supervisors who think it's okay to cut corners.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Direct more command attention at those who do right than those who do wrong.
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Be aware of an environment that encourages "work the system" and discourages personal accountability and responsibility.
Offer a monthly "Retribution Free" discussion period for flight crew, maintainers, and artisans to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Ensure your artisan and military supervisors make on-the-spot corrections when they discover unsafe actions. Encourage/Reward them for doing so.
Review the list/matrix of relevant Issue Papers on this website.

FRC v2

My department conceals adverse incidents.

There is nothing new under the sun. Seek assistance from those who are familiar with similar situations (e.g., higher headquarters, peers, Safety Center, base services, etc.) instead of wasting time and effort creating "new" solutions.
Trust, built through human contact/engagement, is the fundamental building block of our command and control structure and our ability to achieve mission success.
Without trust, we cannot delegate authority. Without authority, we cannot fulfill our responsibilities. Without the delegation of authority, we cannot operate as a Navy.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Implement a FRC policy letter that encourages the reporting of safety issues.
Ensure your FRC has a safety culture that encourages reporting safety issues.
Ensure your FRC solicits and values honest feedback.
Review the list/matrix of relevant Issue Papers on this website.

FRC v2

Training is often postponed/cancelled.

Hard schedule training.
Ensure that artisan scheduled training is provided, or rescheduled immediately if events require a slide.
Leadership should establish FRC priorities (at all levels) and live by them.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Formalize FRC maintenance training (not just OJT).
Supervisors personally monitor artisan training sessions to ensure quality.
Invest the time (in training) now. It'll cost you, but less than later.
Review the list/matrix of relevant Issue Papers on this website.

FRC v2

Individuals are comfortable approaching supervisors about personal problems/illness.

Central to good leadership is maintaining strong and vibrant two-way conversations with ALL personnel.
Communication is key across all military/artisan levels. Ensure it happens.
Trust, built through human contact/engagement, is the fundamental building block of our command and control structure and our ability to achieve mission success.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Be aware of inaccurate perceptions by your personnel.
Review the list/matrix of relevant Issue Papers on this website.

FRC v2

Individuals are willing to report safety violations, unsafe behaviors, or hazardous conditions.

Ensure your artisans have a safety climate that encourages reporting safety issues.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Central to good leadership is maintaining strong and vibrant two-way conversations with ALL personnel.
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Ensure your artisan and military supervisors make on-the-spot corrections when they discover unsafe actions. Encourage/Reward them for doing so.
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Be aware of inaccurate perceptions by your personnel.
Ensure your safety representatives maintain visibility with artisans.
Routinely encourage your artisan leaders to work with your Safety Department personnel.
Encourage artisans to participate in the FRC's "Anymouse" program.
Offer a monthly "Retribution Free" discussion period for flight crew, maintainers, and artisans to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Ensure your FRC has an effective artisan safety awards program.
Direct more command attention at those who do right than those who do wrong.
Provide recognition/incentives to ALL personnel for safety achievements.
Publish a Safety Gram with recognition for ALL personnel's accomplishments/acts.
Review the list/matrix of relevant Issue Papers on this website.

FRC v2

QAR and CDI billets are desirable assignments in our FRC.

Reinforce the power of QA personnel.
Implement a QA outstanding performer award. It will improve maintainer interactions with QA, while providing appropriate recognition for quality workmanship.
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Direct more command attention at those who do right than those who do wrong.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Be aware of improper perceptions by your personnel.
Review the list/matrix of relevant Issue Papers on this website.

FRC v2

QA is well respected.

Reinforce the power of QA personnel.
Implement a QA outstanding performer award. It will improve maintainer interactions with QA, while providing appropriate recognition for quality workmanship.
Be aware of inaccurate perceptions by your personnel.
Beware of mismanagement due to insufficient mid-level artisan and military leadership.
Review the list/matrix of relevant Issue Papers on this website.

FRC v2

The Safety Department is well respected.

Include artisans in safety programs. This will help increase all avenues of teamwork while demonstrating genuine concern for the safety of all FRC personnel.
Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst artisans and peers will greatly improve safety programs, teamwork, and communication.
Encourage safety reps to use every morning meeting and evening pass down to address trends and "stay on message." They should get out and visit all military and artisan work centers.
We have now assigned and advertised the names of safety reps at the company and shop floor level. We have an active safety council that meets regularly to address safety issues.
Increase emphasis on aviation and ground safety at meetings and other assemblies.
Don't be the "Safety Guy." Motivate and inspire ALL personnel towards safer habits through example and timely information, not inspections and policing of individual actions.
Don't beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
"Check in the box" safety training damages a FRC's safety climate and culture. Conduct all training, surveys, etc. with a realistic goal to provide/obtain useful information or impart a skill.
Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels.
Maximize safety program "buy-in" by quickly responding to individuals' concerns/ suggestions/ recommendations and by using group-developed solutions (e.g., by work center or "tiger team").
Develop a formal safety training plan that covers the next year and is coordinated with department heads/artisan leaders.
Routinely encourage your artisan leaders to work with your Safety Department personnel.
Ensure your artisans have a safety climate that encourages reporting safety issues.
Provide recognition/incentives to ALL personnel for safety achievements.
Ensure your safety representatives maintain visibility with artisans.
Review the list/matrix of relevant Issue Papers on this website.

FRC v2

Our safety pauses are effective.

Review Appendix A (Good Safety Standdown Ideas) and Appendix B (Safety Standdown Tips) of Issue Paper #98.
Include artisans in safety programs. This will help increase all avenues of teamwork while demonstrating genuine concern for the safety of all FRC personnel.
Conduct a Safety Standdown focused on FRC survey results, mishap/hazard reports, incident reports, recent "near misses," etc. , and utilize audience participation (via large or small group) to further clarify hazards, identify trends, and develop workable solutions. The group's synergy will help to identify previously overlooked factors, and the group-developed interventions will have greater acceptance/compliance.
Plan Safety Standdowns well in advance to address key issues and heighten awareness. Maintain an updated list of speakers and topics to ensure "short notice" standdowns (e.g., following a mishap or other recent incident) are professional and worthwhile for both military and artisan personnel.
Encourage, praise, and professionally respond to safety concerns raised in any forum (e.g., Safety Standdowns, Human Factor Councils, Safety Councils/Committees, "True Confessions," etc.). Ridicule, arguments, retribution, or inaction will stifle any further safety communication and greatly increase the risk that hazards will remain hidden until it's too late.
Get Safety Standdowns out of the classroom/auditorium. Military and artisan supervisor facilitated activities, hands-on training, small group discussions, etc. may be more beneficial.
Implement a grass roots safety campaign to give ALL personnel the opportunity to shape the safety messages vice the usual safety "stand-arounds."
Seminar based safety day to get at the root of the problems.
Reach out to counterparts in other FRCs for lessons learned and common concerns.
Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations.
Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels.
Develop a formal safety training plan that covers the next year and is coordinated with department heads/artisan leaders.
Review the list/matrix of relevant Issue Papers on this website.

FRC v2

Individuals feel pressured to cut corners to accomplish their job/mission.

The CO frequently reinforces the fact that cutting corners is not tolerated in this organization. The CO ensures department heads and senior artisans understand that this is the only acceptable policy.
Military and artisan personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Beware of an environment where "work-arounds" are "the way we do things here."
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Offer a monthly "Retribution Free" discussion period for flight crew, maintainers, and artisans to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Monitor artisan/military supervisors who think it's okay to cut corners.
COs/Artisan supervisors must periodically reinforce emphasis on procedures.
Be aware of an environment that encourages "work the system" and discourages personal accountability and responsibility.
Beware of and monitor fatigue levels of your personnel.
Establish, communicate (make visible), and enforce artisan and military performance standards in your command.
Review the list/matrix of relevant Issue Papers on this website.

FRC v2

Conflicts between individuals in my department are degrading departmental performance.

Leaders set the example.
Leaders/Supervisors resolve conflicts before they degrade departmental performance.
Establish, communicate (make visible), and enforce artisan and military performance standards in your command.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
Ensure that the balance between mission accomplishment and members' personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Review the list/matrix of relevant Issue Papers on this website.

FRC v2

Maintenance crew rest standards are enforced in my department.

Artisans may work under different standards/rules than their military counterparts. Ensure that all personnel are aware of these differences to reduce misconceptions.
[The CO should] Reinforce "by the book" using the book (e.g., discussing "crew rest" with the crew rest instruction in hand).
Ensure all personnel understand the crew rest requirements and command policy on any waivers.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
COs/Artisan supervisors must periodically reinforce emphasis on procedures.
Tighten crew rest/crew day adherence through advanced scheduling.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
For mission-critical events, always schedule a standby crew to eliminate fatigue/crew rest issues associated with the inevitable operational or equipment delays.
Review the OPTEMPO of your FRC and its effect on safety and performance.
Address (via mentorship, feedback, etc.) artisan and military supervisors who think it is okay to cut corners and discipline accordingly.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Review the list/matrix of relevant Issue Papers on this website.

FRC v2

Maintainers/Artisans work effectively as a team.

Improve communication/teamwork between FRC personnel.
All "major" maintenance evolutions (e.g., aircraft moves, engine wash, dynamic component change, etc.) are briefed prior to execution, including maintenance control, QA, and artisan supervisors.
Assign teams/tasks across organizational boundaries to reduce rivalries and build camaraderie.
Leaders set the example.
Outstanding command leadership teams are "brilliant on the basics."
Direct more command attention at those who do right than those who do wrong.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Recognition, teamwork, and empowerment of ALL personnel are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Review the list/matrix of relevant Issue Papers on this website.

FRC v2

My department has a good working relationship with other departments in the FRC.

Improve communication/teamwork between artisans and military personnel.
Have FRC artisan supervisors and production control meet and agree on the supportability of the schedule and attainable weekly goals.
Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Assign teams/tasks across organizational boundaries to reduce rivalries and build camaraderie.
Communication is key across all pay grades. Ensure it happens.
Do not allow poor communication due to too much reliance on one-way emails.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Be aware of improper perceptions by your personnel.
Leaders set the example.
Outstanding command leadership teams are "brilliant on the basics."
Direct more command attention at those who do right than those who do wrong.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Involve the officers and CPOs/SNCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

FRC v2

Morale in my unit is high

Safety survey results revealed that morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Institute morale building incentives like "shop/department of the month."
Provide recognition/incentives to ALL personnel for safety achievements.
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
Assign teams/tasks across organizational boundaries to reduce rivalries and build camaraderie.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Plan ahead and share plans/timelines with personnel to improve productivity and morale
Focus on what you are doing correctly.
Incorporate mentorship at every level.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Review the list/matrix of relevant Issue Papers on this website.

FRC v2

I am provided adequate resources (e.g., time, staffing, budget, and equipment) to accomplish my job.

Many hardships are outside your FRC's control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the FRC-level issues you can change.
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
We identified several shops that did not have adequate tools to do their job. We implemented a way for supervisors to identify tool deficiencies and were able to use end of the FY money to get them the correct tools.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Have Department Heads meet and agree on the supportability of the schedule and attainable weekly goals.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Review the OPTEMPO of your FRC and its effect on safety and performance.
Monitor turnover in personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish FRC priorities (at all levels) and live by them.
Review the list/matrix of relevant Issue Papers on this website.

FRC v2

Based upon our current manning/assets, my department is over-committed.

Many hardships are outside your FRC's control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the FRC-level issues you can change.
Use safety climate surveys to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to your FRC.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
Have Department Heads meet and agree on the supportability of the schedule and attainable weekly goals.
Balance the delicate issues of ops/pers tempo with mission accomplishment.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish FRC priorities (at all levels) and live by them.
Review the list/matrix of relevant Issue Papers on this website.

FRC v2

Fatigue due to current operational commitments is degrading performance.

Beware of and monitor fatigue levels of your personnel.
Implemented new rules on shift work going to duty in order to avoid excessively tired folks driving home.
We are now tracking days off for each person to ensure that each person receives adequate time away from work.
We created a "weekend" shift to cover weekends rather than calling in duty sections every weekend.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Educate your personnel to recognize fatigue "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.)
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Review the OPTEMPO of your FRC and its effect on safety and performance.
Ensure all personnel understand the crew rest requirements and command policy on any waivers.
For mission-critical events, always schedule a standby crew to eliminate fatigue/crew rest issues associated with the inevitable operational or equipment delays.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Review the list/matrix of relevant Issue Papers on this website.

FRC v2

Day crew has sufficient staffing for their workload.

Many hardships are outside your FRC's control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the FRC-level issues you can change.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Conduct a complete review of each qualification to ensure there are no immediate FRC shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Have Department Heads meet and agree on the supportability of the schedule and attainable weekly goals.
Use survey results to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to your FRC.
Ensure work shifts are adequately manned for workloads (e.g., night check often has more demands with less people than day shift).
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Monitor turnover in personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish FRC priorities (at all levels) and live by them.
Review the OPTEMPO of your FRC and its effect on safety and performance.
Review the list/matrix of relevant Issue Papers on this website.

FRC v2

Night crew has sufficient staffing for their workload.

Many hardships are outside your FRC's control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the FRC-level issues you can change.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Conduct a complete review of each qualification to ensure there are no immediate FRC shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Have Department Heads meet and agree on the supportability of the schedule and attainable weekly goals.
Use survey results to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to your FRC.
Ensure work shifts are adequately manned for workloads (e.g., night check often has more demands with less people than day shift).
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Monitor turnover in personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish FRC priorities (at all levels) and live by them.
Review the OPTEMPO of your FRC and its effect on safety and performance.
Review the list/matrix of relevant Issue Papers on this website.

FRC v2

Night crew has sufficient supervisors for their workload.

Our senior maintenance leadership was predominantly on day shift. Now there is a balance between days and nights.
Many hardships are outside your FRC's control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the FRC-level issues you can change.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Conduct a complete review of each qualification to ensure there are no immediate FRC shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Have Department Heads meet and agree on the supportability of the schedule and attainable weekly goals.
Use survey results to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to your FRC.
Ensure work shifts are adequately manned for workloads (e.g., night check often has more demands with less people than day shift).
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Monitor turnover in personnel.
Leadership should establish FRC priorities (at all levels) and live by them.
Review the OPTEMPO of your FRC and its effect on safety and performance.
Review the list/matrix of relevant Issue Papers on this website.

FRC v2

Required publications are current and used.

Establish, communicate (make visible), and enforce artisan and military performance standards in your command.
Beware of an environment where "work-arounds" are "the way we do things here."
Ensure your artisan and military supervisors make on-the-spot corrections when they discover unsafe actions. Encourage/Reward them for doing so.
Ensure ALL personnel are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the list/matrix of relevant Issue Papers on this website.

FRC v2

Required tools/equipment are serviceable and used.

Establish, communicate (make visible), and enforce artisan and military performance standards in your command.
Beware of an environment where "work-arounds" are "the way we do things here."
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
We identified several shops that did not have adequate tools to do their job. We implemented a way for supervisors to identify tool deficiencies and were able to use end of the FY money to get them the correct tools.
Ensure your artisan and military supervisors make on-the-spot corrections when they discover unsafe actions. Encourage/Reward them for doing so.
Integrate the ORM process into planning and executing operations.
Ensure ALL personnel are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the list/matrix of relevant Issue Papers on this website.

FRC v2

Parts are sufficiently available to meet maintenance/production demands.

Beware of an environment where "work-arounds" are "the way we do things here."
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Ensure your artisan and military supervisors make on-the-spot corrections when they discover unsafe actions. Encourage/Reward them for doing so.
Integrate the ORM process into planning and executing operations.
Ensure ALL personnel are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the list/matrix of relevant Issue Papers on this website.

FRC v2

Multiple job assignments and collateral duties adversely affect my job performance.

Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Beware of an environment where "work-arounds" are "the way we do things here."
Periodically review collateral duties to ensure fair and equitable distributions of workloads. Don't overburden (punish) the FRC's hardest working and most effective personnel while allowing (rewarding) non-performers with lighter workloads.
Use survey results to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to your FRC.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Review the list/matrix of relevant Issue Papers on this website.

FRC v2

Supervisors are actively engaged in the safety program and management of safety matters.

Include artisans in safety programs. This will help increase all avenues of teamwork while demonstrating genuine concern for the safety of all FRC personnel.
Provide recognition/incentives to ALL personnel for safety achievements.
Outstanding command leadership teams are "brilliant on the basics."
Routinely encourage your artisan leaders to work with your Safety Department personnel.
Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations.
Challenge supervisors to be more proactive with artisans and ensure the importance of doing things safely is very clear to them.
I had the Dept. Heads debrief survey results at their level. Helped promote discussion and I believe that each individual "shop" feels that they have the empowerment to intervene more often when they see potential flags go up.
Have supervisors discuss survey results within their work centers to obtain additional clarification of issues and suggestions for interventions.
Get Safety Standdowns out of the classroom/auditorium. Military and artisan supervisor facilitated activities, hands-on training, small group discussions, etc. may be more beneficial.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Ensure intervention options are clearly communicated to artisans.
Maximize safety program "buy-in" by quickly responding to individuals' concerns/ suggestions/ recommendations and by using group-developed solutions (e.g., by work center or "tiger team").
Leadership by Walking Around remains the #1 leadership tool as seen through the eyes of junior personnel. Is your command's leadership/supervisors staring at their computer screens or getting "out and about"?
Ensure your FRC has an effective artisan safety awards program.
Review the list/matrix of relevant Issue Papers on this website.

FRC v2

Supervisors are more concerned with production output than safe maintenance.

Have Department Heads meet and agree on the supportability of the schedule and attainable weekly goals.
We conducted operations/maintenance on an ad hoc basis until this survey. We now operate on a scheduled, weekly basis.
The Maintenance and Production Control Officers hold a weekly "maintenance management meeting" for all maintenance and artisan leadership to ensure the word is getting out and major issues are discussed.
Leadership should establish FRC priorities (at all levels) and live by them.
We changed our Maintenance training attitude. Moving away from flying on training days to a dedicated day to train.
Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Review the OPTEMPO of your FRC and its effect on safety and performance.
Monitor artisan/military supervisors who think it's okay to cut corners.
Integrate the ORM process into planning and executing operations.
Review the list/matrix of relevant Issue Papers on this website.

FRC v2

Supervisors encourage reporting safety discrepancies without fear of negative repercussion.

Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Having and open door policy on safety related issues has greatly improved communication within the FRC.
Provide recognition/incentives to ALL personnel for safety achievements.
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
Trust, built through human contact/engagement, is the fundamental building block of our command and control structure and our ability to achieve mission success.
Central to good leadership is maintaining strong and vibrant two-way conversations with ALL personnel.
Ensure safety reps are visible members of the FRC.
Ensure safety recognition programs (e.g., safety pro, individual/group actions/etc.) are utilized and advertised.
Communication is key across all military/artisan levels. Ensure it happens.
Encourage artisans to participate in the FRC's "Anymouse" program.
Offer a monthly "Retribution Free" discussion period for flight crew, maintainers, and artisans to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Implement a FRC policy letter that encourages the reporting of safety issues.
Ensure your artisans have a safety climate that encourages reporting safety issues.
Review the list/matrix of relevant Issue Papers on this website.

FRC v2

Supervisors set a good example for following maintenance standards.

Artisans may work under different standards/rules than their military counterparts. Ensure that all personnel are aware of these differences to reduce misconceptions.
Establish, communicate (make visible), and enforce artisan and military performance standards in your command.
COs/Artisan supervisors must periodically reinforce emphasis on procedures.
Outstanding command leadership teams are "brilliant on the basics."
The CO frequently reinforces the fact that cutting corners is not tolerated in this organization. The CO ensures department heads and senior artisans understand that this is the only acceptable policy.
Monitor artisan/military supervisors who think it's okay to cut corners.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Review the list/matrix of relevant Issue Papers on this website.

FRC v2

Supervisors permit cutting corners to get a job done.

Military and artisan personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
The CO frequently reinforces the fact that cutting corners is not tolerated in this organization. The CO ensures department heads and senior artisans understand that this is the only acceptable policy.
COs/Artisan supervisors must periodically reinforce emphasis on procedures.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Monitor artisan/military supervisors who think it's okay to cut corners.
Ensure your artisan and military supervisors make on-the-spot corrections when they discover unsafe actions. Encourage/Reward them for doing so.
Leaders set the example.
Review the list/matrix of relevant Issue Papers on this website.

FRC v2

Supervisors react well to unexpected changes.

Leaders set the example.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Many hardships are outside your FRC's control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the FRC-level issues you can change.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
Communication is key across all military/artisan levels. Ensure it happens.
Review the OPTEMPO of your FRC and its effect on safety and performance.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Be aware of seniors that are not malleable to change (for that matter, be aware of juniors, too).
Review the list/matrix of relevant Issue Papers on this website.

FRC v2

Supervisors care for members' quality of life.

Survey results show that morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
Personnel often want to be more involved and/or become mentors. These personnel are a "solution" to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Be aware of inaccurate perceptions by your personnel.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Review the list/matrix of relevant Issue Papers on this website.

FRC v2

Supervisors micromanage routine maintenance operations.

Don't micromanage. Leadership growth and accountability requires that we provide our junior artisan and military personnel with opportunities to lead.
Recognition, teamwork, and empowerment of ALL personnel are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Trust, built through human contact/engagement, is the fundamental building block of our command and control structure and our ability to achieve mission success.
Without trust, we cannot delegate authority. Without authority, we cannot fulfill our responsibilities. Without the delegation of authority, we cannot operate as a Navy.
Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Beware of mismanagement due to insufficient mid-level artisan and military leadership.
Review the list/matrix of relevant Issue Papers on this website.

FRC v2

Safety personnel are effective at promoting safety.

Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst artisans and peers will greatly improve safety programs, teamwork, and communication.
Encourage safety reps to use every morning meeting and evening pass down to address trends and "stay on message." They should get out and visit all military and artisan work centers.
We have now assigned and advertised the names of safety reps at the company and shop floor level. We have an active safety council that meets regularly to address safety issues.
Increase emphasis on aviation and ground safety at meetings and other assemblies.
Don't be the "Safety Guy." Motivate and inspire ALL personnel towards safer habits through example and timely information, not inspections and policing of individual actions.
Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels.
Maintain relevant hazard reports, notices, etc. in ready rooms/ lounges/artisan spaces to increase awareness/discussion.
Don't beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
Reach out to counterparts in other FRCs for lessons learned and common concerns.
Ensure intervention options are clearly communicated to artisans.
Ensure your safety representatives maintain visibility with artisans.
Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations.
Routinely encourage your artisan leaders to work with your Safety Department personnel.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
Ensure your artisans have a safety climate that encourages reporting safety issues.
Beware of mismanagement due to insufficient mid-level artisan and military leadership.
Use survey results to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to your FRC.
Review the list/matrix of relevant Issue Papers on this website.

FRC v2

Work center supervisors coordinate their actions with other work centers.

Improve communication/teamwork between FRC personnel.
All "major" maintenance evolutions (e.g., aircraft moves, engine wash, dynamic component change, etc.) are briefed prior to execution, including maintenance control, QA, and artisan supervisors.
Leaders set the example.
Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
All large organizations have communication challenges. Find solutions for the bottlenecks and shortfalls.
Communication is key across all military/artisan levels. Ensure it happens.
The Maintenance and Production Control Officers hold a weekly "maintenance management meeting" for all maintenance and artisan leadership to ensure the word is getting out and major issues are discussed.
Review the list/matrix of relevant Issue Papers on this website.

FRC v2

Production Control is effective at managing maintenance activities.

All "major" maintenance evolutions (e.g., aircraft moves, engine wash, dynamic component change, etc.) are briefed prior to execution, including maintenance control, QA, and artisan supervisors.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Ensure work shifts are adequately manned for workloads (e.g., night check often has more demands with less people than day shift).
Do not allow poor communication due to too much reliance on one-way emails.
Focus renewed attention on shift turnovers.
Don't micromanage. Leadership growth and accountability requires that we provide our junior artisan and military personnel with opportunities to lead.
Recognition, teamwork, and empowerment of ALL personnel are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
Reach out to counterparts in other FRCs for lessons learned and common concerns.
Use survey results to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to your FRC.
Review the list/matrix of relevant Issue Papers on this website.

FRC v2

Production Control uses work center input in their decision-making.

Improve communication/teamwork between FRC personnel.
All "major" maintenance evolutions (e.g., aircraft moves, engine wash, dynamic component change, etc.) are briefed prior to execution, including maintenance control, QA, and artisan supervisors.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
Central to good leadership is maintaining strong and vibrant two-way conversations with ALL personnel.
Attend more meetings (e.g., morning Maintenance/Production Meetings) and show by example how artisan and military leadership needs to provide opportunities for juniors to voice their concerns/comments. Leaders sometimes need to "pull" information from juniors, and some leaders have not yet developed the skill to "pull" information.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Don't micromanage. Leadership growth and accountability requires that we provide our junior artisan and military personnel with opportunities to lead.
Recognition, teamwork, and empowerment of ALL personnel are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Communication is key across all military/artisan levels. Ensure it happens.
Do not allow poor communication due to too much reliance on one-way emails.
Integrate the ORM process into planning and executing operations.
Review the list/matrix of relevant Issue Papers on this website.

FRC v2

Supervisors communicate FRC quality program goals.

Leadership should establish FRC priorities (at all levels) and live by them.
Establish, communicate (make visible), and enforce performance standards in your command.
Communication is key across all pay grades. Ensure it happens.
Ensure all communication vehicles are used (e.g., face-to-face, publications, etc.). Too often, vehicles to communicate are overlooked.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Do not allow poor communication due to too much reliance on one-way emails.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

Contractor maintainers are adequately trained to safely conduct their jobs.

Hard schedule training if authorized within contract.
Ensure that contractor scheduled training is provided, or rescheduled immediately if events require a slide.
Formalize contract maintenance training (not just OJT to work gripes).
Contractor supervisors personally monitor training sessions to ensure quality.
Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified military and contractor personnel when "doing more with less."
Develop a qualification tracker, if allowable under the contract, to maximize training and eliminate “gun decking.”
Conduct a complete review of each qualification to ensure there are no immediate contractor shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
We changed our Maintenance training attitude. Moving away from flying on training days to a dedicated day to train.
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Do not push your contractor or military personnel beyond their own perceptions of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks.
Invest the time (in training) now. It'll cost you, but less than later.
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

Individual safety acts are recognized through awards and incentives.

Include contractor personnel in safety programs. Often perceived as outsiders, this will help increase all avenues of teamwork while demonstrating genuine concern for the safety of all unit personnel.
Provide recognition/incentives to contract personnel for safety achievements.
Ensure safety recognition programs (e.g., safety pro, individual/group actions, etc.) are utilized and advertised.
Have a program (safety pro/maintenance thumbs-up award) to recognize contractor's safety/maintenance achievement.
Reinvigorated the safety award process to "catch personnel in the act of using solid ORM."
Direct more command attention at those who do right than those who do wrong.
Ensure your contractor supervisors make on-the-spot corrections when they discover unsafe actions. Encourage/Reward them for doing so.
Publish a Safety Gram with recognition for ALL personnel's accomplishments/acts.
Recognize a contractor Safety Pro of the Month with a parking spot as a reward.
Implement a QA outstanding performer award. It will improve maintainer interactions with QA, while providing appropriate recognition for quality workmanship.
Recognition, teamwork, and empowerment of ALL personnel are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Ensure your contractors have a safety climate that encourages reporting safety issues.
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

Safety decisions are made at the proper levels by the most qualified personnel.

Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Ensure your contractor supervisors make on-the-spot corrections when they discover unsafe actions. Encourage/Reward them for doing so.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Challenge supervisors to be more proactive with contractors and ensure the importance of doing things safely is very clear to them.
Integrate the ORM process into planning and executing operations.
Ensure ALL personnel are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Routinely encourage your contractor leaders to work with your Safety Department personnel.
Ensure your contractors have a safety climate that encourages reporting safety issues.
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

Standards in my unit are clearly defined.

Contractors often work under different standards/rules than their military counterparts. Ensure that all personnel are aware of these differences to reduce misconceptions.
Challenge established SOPs to ensure they are current and still relevant.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Establish, communicate (make visible), and enforce contractor and military performance standards in your command.
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

Standards in my unit are enforced.

Contractors often work under different standards/rules than their military counterparts. Ensure that all personnel are aware of these differences to reduce misconceptions.
The CO should enforce a "by the book" philosophy.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Monitor aggressive personnel who think rules aren't necessary.
Monitor contractor/military supervisors who think it's okay to cut corners.
Be aware of an environment that encourages "work the system" and discourages personal accountability and responsibility.
Establish, communicate (make visible), and enforce contractor and military performance standards in your command.
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

Individuals are given qualifications without the appropriate experience or skills.

Ensure the contractor qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Develop a qualification tracker, if allowable under the contract, to maximize training and eliminate “gun decking.”
Establish, communicate (make visible), and enforce contractor and military performance standards in your command.
Set the bar extremely high. Personnel only reach as high as the unit stated goals.
Contractor supervisors personally monitor training sessions to ensure quality.
Monitor turnover in personnel; conduct six-month forecast/track personnel moves.
Be aware of an environment that encourages "work the system" and discourages personal accountability and responsibility.
Address (via mentorship, feedback, etc.) contractor and military supervisors who think it is okay to cut corners and discipline accordingly.
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

Anyone intentionally violating SOPs or safety rules is swiftly corrected.

Contractors often work under different standards/rules than their military counterparts. Ensure that all personnel are aware of these differences to reduce misconceptions.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Establish, communicate (make visible), and enforce contractor and military performance standards in your command.
COs/Contractor supervisors must periodically reinforce emphasis on procedures.
Monitor aggressive personnel who think rules aren't necessary.
Monitor contractor/military supervisors who think it's okay to cut corners.
Ensure your contractor supervisors make on-the-spot corrections when they discover unsafe actions. Encourage/Reward them for doing so.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

Individuals, from the top down, incorporate Operational Risk Management (ORM) into daily activities.

Integrate the ORM process into planning and executing operations.
Train personnel to properly use ORM for their high-risk activities.
Ensure ALL personnel are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
We reinvigorated the safety award process to "catch personnel in the act of using solid ORM."
Do not push your contractor or military personnel beyond their own perceptions of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks.
Challenge supervisors to be more proactive with contractors and ensure the importance of doing things safely is very clear to them.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Are ORM Worksheets in your command being "gamed" by personnel to keep go/no-go decisions at their level?
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

Effective communication flow exists within my unit.

Improve communication/teamwork between contract and unit personnel.
All "major" maintenance evolutions (e.g., aircraft moves, engine wash, dynamic component change, etc.) are briefed prior to execution, including maintenance control, QA, and contractor supervisors.
The Maintenance Officer holds a weekly "maintenance management meeting" for all maintenance and contractor leadership to ensure the MO's word is getting out and major issues are discussed.
Have the contractor supervisors, MO and OPSO meet and agree on the supportability of the schedule and attainable weekly goals.
Have Ops brief the weekly plan at the Maintenance Meeting the day following its signing (an effort to ensure that maintainers/contractors are given as much info on what is coming the following week).
Each department now provides updates to an in-house calendar where we track future events and post relevant information.
Central to good leadership is maintaining strong and vibrant two-way conversations with ALL personnel.
In order to open the lines of communication I have ensured that we hold quarters at least once every two weeks and hold all supervisor meetings every Monday. I use this time to let everyone know "the big picture" and to ensure that the entire chain of command knows what we are doing and why.
Adjust day/night contractor schedules to permit more of an overlap to get better pass downs.
I have engaged the unit leadership and shared the information in the survey. We have discussed command culture, communication, and standardization required to sustain long term production. The leaders of the squadron are now speaking with one voice.
Having an open door policy on safety related issues has greatly improved communication within the unit.
Attend more meetings (e.g., morning Maintenance Meetings) and show by example how contractor and military leadership needs to provide opportunities for juniors to voice their concerns/comments. Leaders sometimes need to "pull" information from juniors, and some leaders have not yet developed the skill to "pull" information.
CO sets aside a "dialogue period" with aircrew/maintainers/contractors to discuss pertinent issues, such as: flight time, training requirements, the latest rumors, etc.
Focus renewed attention on maintenance/contractor shift turnover.
More frequent Captain's Calls to ensure the CO is personally getting the word to all military and contract personnel.
Military and contractor personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
All large organizations have communication challenges. Find solutions for the bottlenecks and shortfalls.
Communication is key across all military/contractor levels. Ensure it happens.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used by ALL personnel.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Do not allow poor communication due to too much reliance on one-way emails.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Provide a "state of the squadron" address. It will help you find out where you are and communicate it to your contractors and military personnel.
Offer a monthly "Retribution Free" discussion period for flight crew, maintainers, and contractors to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Discuss survey results and interventions with contractors to develop optimal solutions and increase survey process "buy in."
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Ensure intervention options are clearly communicated to contractors.
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

Effective communication flow exists with external units.

Reach out to counterparts in similar units for contractor lessons learned and common concerns.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Do not allow poor communication due to too much reliance on one-way emails.
Ensure your unit solicits and values honest feedback.
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

Our Safety Department keeps me well informed regarding relevant hazards/mishaps.

Include contractor personnel in safety programs. Often perceived as outsiders, this will help increase all avenues of teamwork while demonstrating genuine concern for the safety of all unit personnel.
Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst contractors and peers will greatly improve safety programs, teamwork, and communication.
Maintain relevant hazard reports, notices, etc. in ready rooms/ lounges/contractor spaces to increase awareness/discussion.
Increase emphasis on aviation and ground safety at AOMs and quarters.
Encourage safety reps to use every morning meeting and evening pass down to address trends and "stay on message." They should get out and visit all military and contractor work centers.
Have monthly contractor ground safety meetings.
Don't beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
Reach out to counterparts in similar units for contractor lessons learned and common concerns.
Ensure intervention options are clearly communicated to contractors.
Ensure your safety representatives maintain visibility with contractors.
Routinely encourage your contractor leaders to work with your Safety Department personnel.
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

Our Maintenance Department conducts effective pass-downs between shifts.

Improve communication/teamwork between contract and unit personnel.
Focus renewed attention on maintenance/contractor shift turnover.
Adjust day/night contractor schedules to permit more of an overlap to get better pass downs.
All "major" maintenance evolutions (e.g., aircraft moves, engine wash, dynamic component change, etc.) are briefed prior to execution, including maintenance control, QA, and contractor supervisors.
Central to good leadership is maintaining strong and vibrant two-way conversations with ALL personnel.
All large organizations have communication challenges. Find solutions for the bottlenecks and shortfalls.
Military and contractor personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Communication is key across all military/contractor levels. Ensure it happens.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used by ALL personnel.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

Contractor maintainer qualifications are closely monitored.

Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified military and contractor personnel when "doing more with less."
Develop a qualification tracker, if allowable under the contract, to maximize training and eliminate “gun decking.”
Monitor turnover in personnel.
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

Tool Control is closely monitored.

Beware of mismanagement due to insufficient mid-level contractor leadership.
Establish, communicate (make visible), and enforce contractor and military performance standards in your command.
COs/Contractor supervisors must periodically reinforce emphasis on procedures.
Address (via mentorship, feedback, etc.) contractor and military supervisors who think it is okay to cut corners and discipline accordingly.
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

CDIs/QARs routinely monitor maintenance evolutions.

All "major" maintenance evolutions (e.g., aircraft moves, engine wash, dynamic component change, etc.) are briefed prior to execution, including maintenance control, QA, and contractor supervisors.
We are looking very hard at the process for designating CDIs and how we recognize and reward those individuals.
Direct more command attention at those who do right than those who do wrong.
Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified military and contractor personnel when "doing more with less."
Recognition, teamwork, and empowerment of ALL personnel are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Periodically review collateral duties to ensure fair and equitable distributions of workloads. Don't overburden (punish) the unit's hardest working and most effective personnel while allowing (rewarding) non-performers with lighter workloads.
Establish, communicate (make visible), and enforce contractor and military performance standards in your command.
COs/Contractor supervisors must periodically reinforce emphasis on procedures.
Address (via mentorship, feedback, etc.) contractor and military supervisors who think it is okay to cut corners and discipline accordingly.
Beware of mismanagement due to insufficient mid-level contractor leadership.
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

Maintenance records are accurately maintained.

Establish, communicate (make visible), and enforce contractor and military performance standards in your command.
Leadership should establish priorities (at all levels) and live by them.
COs/Contractor supervisors must periodically reinforce emphasis on procedures.
Address (via mentorship, feedback, etc.) contractor and military supervisors who think it is okay to cut corners and discipline accordingly.
Be aware of an environment that encourages "work the system" and discourages personal accountability and responsibility.
Beware of mismanagement due to insufficient mid-level contractor leadership.
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

Maintenance evolutions are supervised and staffed by qualified personnel.

All "major" maintenance evolutions (e.g., aircraft moves, engine wash, dynamic component change, etc.) are briefed prior to execution, including maintenance control, QA, and contractor supervisors.
Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified military and contractor personnel when "doing more with less."
Address (via mentorship, feedback, etc.) contractor and military supervisors who think it is okay to cut corners and discipline accordingly.
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

Contractor maintainers are routinely briefed on the potential hazards associated with their assigned tasks.

Improve communication/teamwork between contract and unit personnel.
All "major" maintenance evolutions (e.g., aircraft moves, engine wash, dynamic component change, etc.) are briefed prior to execution, including maintenance control, QA, and contractor supervisors.
Adjust day/night contractor schedules to permit more of an overlap to get better pass downs.
Encourage safety reps to use every morning meeting and evening pass down to address trends and "stay on message." They should get out and visit all military and contractor work centers.
Focus renewed attention on maintenance/contractor shift turnover.
Ensure intervention options are clearly communicated to contractors.
Ensure your contractors have a safety climate that encourages reporting safety issues.
Ensure your safety representatives maintain visibility with contractors.
Routinely encourage your contractor leaders to work with your Safety Department personnel.
Integrate the ORM process into planning and executing operations.
Ensure ALL personnel are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Communication is key across all military/contractor levels. Ensure it happens.
Do not allow poor communication due to too much reliance on one-way emails.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used by ALL personnel.
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

A contractor maintenance representative attends unit safety meetings.

Include contractor personnel in safety programs. Often perceived as outsiders, this will help increase all avenues of teamwork while demonstrating genuine concern for the safety of all unit personnel.
Leadership should establish unit priorities (at all levels) and live by them.
Develop a formal safety training plan that covers the next year and is coordinated with department heads/contractor leaders.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your contractors have a safety climate that encourages reporting safety issues.
Encourage contractors to participate in the squadron's "Anymouse" program.
Offer a monthly "Retribution Free" discussion period for flight crew, maintainers, and contractors to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Routinely encourage your contractor leaders to work with your Safety Department personnel.
Ensure your safety representatives maintain visibility with contractors.
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

Safety program objectives of the contractor and the military unit are in agreement with each other.

Contractors often work under different standards/rules than their military counterparts. Ensure that all personnel are aware of these differences to reduce misconceptions.
Include contractor personnel in safety programs. Often perceived as outsiders, this will help increase all avenues of teamwork while demonstrating genuine concern for the safety of all unit personnel.
Develop a formal safety training plan that covers the next year and is coordinated with department heads/contractor leaders.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your contractors have a safety climate that encourages reporting safety issues.
Use CTR survey results to better interface the Safety Department with Maintenance (through QA) by realizing the importance of individuals' perceptions.
Routinely encourage your contractor leaders to work with your Safety Department personnel.
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

Our Maintenance Department has a reputation for high-quality maintenance.

Outstanding command leadership teams are "brilliant on the basics."
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Focus on what you are doing correctly.
Recognition, teamwork, and empowerment of ALL personnel are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
Reach out to counterparts in similar units for contractor lessons learned and common concerns.
Establish, communicate (make visible), and enforce contractor and military performance standards in your command.
Set the bar extremely high. Personnel only reach as high as the command's stated goals.
Formalize contract maintenance training (not just OJT to work gripes).
Contractor supervisors personally monitor training sessions to ensure quality.
COs/Contractor supervisors must periodically reinforce emphasis on procedures.
Monitor contractor/military supervisors who think it's okay to cut corners.
Be aware of an environment that encourages "work the system" and discourages personal accountability and responsibility.
Ensure your contractor supervisors make on-the-spot corrections when they discover unsafe actions. Encourage/Reward them for doing so.
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

Violations of SOPs, NAMP, operations manuals, or other procedures are rare.

Contractors often work under different standards/rules than their military counterparts. Ensure that all personnel are aware of these differences to reduce misconceptions.
Challenge established SOPs to ensure they are current and still relevant.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Leaders set the example.
Establish, communicate (make visible), and enforce contractor and military performance standards in your command.
COs/Contractor supervisors must periodically reinforce emphasis on procedures.
Monitor contractor/military supervisors who think it's okay to cut corners.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Direct more command attention at those who do right than those who do wrong.
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Be aware of an environment that encourages "work the system" and discourages personal accountability and responsibility.
Offer a monthly "Retribution Free" discussion period for flight crew, maintainers, and contractors to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Ensure your contractor supervisors make on-the-spot corrections when they discover unsafe actions. Encourage/Reward them for doing so.
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

Our unit conceals adverse incidents.

There is nothing new under the sun. Seek assistance from those who are familiar with similar situations (e.g., higher headquarters, peers, Safety Center, base services, etc.) instead of wasting time and effort creating “new” solutions.
Trust, built through human contact/engagement, is the fundamental building block of our command and control structure and our ability to achieve mission success.
Without trust, we cannot delegate authority. Without authority, we cannot fulfill our responsibilities. Without the delegation of authority, we cannot operate as a Navy.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel’s well-being.
If survey results are a “bad surprise,” suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Don’t shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your unit has a safety culture that encourages reporting safety issues.
Ensure your unit solicits and values honest feedback.
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

Training is often postponed/cancelled.

Hard schedule training if authorized within contract.
Ensure that contractor scheduled training is provided, or rescheduled immediately if events require a slide.
Leadership should establish unit priorities (at all levels) and live by them.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Formalize contract maintenance training (not just OJT to work gripes).
Contractor supervisors personally monitor training sessions to ensure quality.
Invest the time (in training) now. It'll cost you, but less than later.
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

Individuals are comfortable approaching supervisors about personal problems/illness.

Central to good leadership is maintaining strong and vibrant two-way conversations with ALL personnel.
Communication is key across all military/contractor levels. Ensure it happens.
Trust, built through human contact/engagement, is the fundamental building block of our command and control structure and our ability to achieve mission success.
Don’t shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Be aware of inaccurate perceptions by your personnel.
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

Individuals are willing to report safety violations, unsafe behaviors, or hazardous conditions.

Ensure your contractors have a safety climate that encourages reporting safety issues.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Central to good leadership is maintaining strong and vibrant two-way conversations with ALL personnel.
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Ensure your contractor supervisors make on-the-spot corrections when they discover unsafe actions. Encourage/Reward them for doing so.
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Be aware of inaccurate perceptions by your personnel.
Ensure your safety representatives maintain visibility with contractors.
Routinely encourage your contractor leaders to work with your Safety Department personnel.
Encourage contractors to participate in the squadron's "Anymouse" program.
Offer a monthly "Retribution Free" discussion period for flight crew, maintainers, and contractors to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Ensure your unit has an effective contractor safety awards program.
Direct more command attention at those who do right than those who do wrong.
Provide recognition/incentives to contract personnel for safety achievements.
Publish a Safety Gram with recognition for ALL personnel's accomplishments/acts.
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

QA is well respected.

I have made some changes within the QA division to make it a stronger and more independent division within the Maintenance Department.
Reinforce the power of QA personnel.
Implement a QA outstanding performer award. It will improve maintainer interactions with QA, while providing appropriate recognition for quality workmanship.
Be aware of inaccurate perceptions by your personnel.
Beware of mismanagement due to insufficient mid-level contractor leadership.
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

The Safety Department is well respected.

Include contractor personnel in safety programs. Often perceived as outsiders, this will help increase all avenues of teamwork while demonstrating genuine concern for the safety of all unit personnel.
Provide recognition/incentives to contract personnel for safety achievements.
Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst contractors and peers will greatly improve safety programs, teamwork, and communication.
Encourage safety reps to use every morning meeting and evening pass down to address trends and "stay on message." They should get out and visit all military and contractor work centers.
We have now assigned and advertised the names of safety reps at the company and shop floor level. We have an active safety council that meets regularly to address safety issues.
Increase emphasis on aviation and ground safety at AOMs and quarters.
Don't be the "Safety Guy." Motivate and inspire ALL personnel towards safer habits through example and timely information, not inspections and policing of individual actions.
Don't beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
Check in the box safety training damages a unit's safety climate and culture. Conduct all training, surveys, etc. with a realistic goal to provide/obtain useful information or impart a skill.
Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels.
Maximize safety program "buy-in" by quickly responding to individuals' concerns/ suggestions/ recommendations and by using group-developed solutions (e.g., by work center or "tiger team").
Develop a formal safety training plan that covers the next year and is coordinated with department heads/contractor leaders.
Routinely encourage your contractor leaders to work with your Safety Department personnel.
Ensure your contractors have a safety climate that encourages reporting safety issues.
Ensure your safety representatives maintain visibility with contractors.
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

Contractor maintainers attend unit safety standdowns.

Include contractor personnel in safety programs. Often perceived as outsiders, this will help increase all avenues of teamwork while demonstrating genuine concern for the safety of all unit personnel.
Review Appendix A (Good Safety Standdown Ideas) and Appendix B (Safety Standdown Tips) of Issue Paper #98.
Leadership should establish unit priorities (at all levels) and live by them.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
Develop a formal safety training plan that covers the next year and is coordinated with department heads/contractor leaders.
Routinely encourage your contractor leaders to work with your Safety Department personnel.
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

Our safety pauses are effective.

Review Appendix A (Good Safety Standdown Ideas) and Appendix B (Safety Standdown Tips) of Issue Paper #98.
Include contractor personnel in safety programs. Often perceived as outsiders, this will help increase all avenues of teamwork while demonstrating genuine concern for the safety of all unit personnel.
Conduct a Safety Standdown focused on unit survey results, mishap/hazard reports, incident reports, recent "near misses," etc. , and utilize audience participation (via large or small group) to further clarify hazards, identify trends, and develop workable solutions. The group's synergy will help to identify previously overlooked factors, and the group-developed interventions will have greater acceptance/compliance.
Plan Safety Standdowns well in advance to address key issues and heighten awareness. Maintain an updated list of speakers and topics to ensure "short notice" standdowns (e.g., following a mishap or other recent incident) are professional and worthwhile for both military and contractor personnel.
Encourage, praise, and professionally respond to safety concerns raised in any forum (e.g., Safety Standdowns, Human Factor Councils, Safety Councils/Committees, "True Confessions," etc.). Ridicule, arguments, retribution, or inaction will stifle any further safety communication and greatly increase the risk that hazards will remain hidden until it's too late.
Get Safety Standdowns out of the classroom/auditorium. Military and contractor supervisor facilitated activities, hands-on training, small group discussions, etc. may be more beneficial.
Implement a grass roots safety campaign to give ALL personnel the opportunity to shape the safety messages vice the usual safety "stand-arounds."
Seminar based safety day to get at the root of the problems.
Reach out to counterparts in similar units for contractor lessons learned and common concerns.
Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations.
Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels.
Develop a formal safety training plan that covers the next year and is coordinated with department heads/contractor leaders.
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

Individuals feel pressured to cut corners to accomplish their job/mission.

The CO frequently reinforces the fact that cutting corners is not tolerated in this organization. The CO ensures department heads and senior contractor personnel understand that this is the only acceptable policy.
Tell aircrew, maintainers, and contractors that there is NO pressure to make sorties in a training environment. Combat readiness comes from continuous good training with up aircraft, rather than individual sorties.
Military and contractor personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Beware of an environment where "work-arounds" are "the way we do things here."
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Offer a monthly "Retribution Free" discussion period for flight crew, maintainers, and contractors to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Monitor contractor/military supervisors who think it's okay to cut corners.
COs/Contractor supervisors must periodically reinforce emphasis on procedures.
Be aware of an environment that encourages "work the system" and discourages personal accountability and responsibility.
Beware of and monitor fatigue levels of your personnel.
Monitor and be aware of perceived mission creep.
Establish, communicate (make visible), and enforce contractor and military performance standards in your command.
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

Conflicts between individuals in my unit are degrading unit performance.

Leaders set the example.
Leaders/Supervisors resolve conflicts before they degrade unit performance.
Establish, communicate (make visible), and enforce contractor and military performance standards in your command.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
Ensure that the balance between mission accomplishment and members' personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

Maintenance crew rest standards are enforced in my unit.

Contractors often work under different standards/rules than their military counterparts. Ensure that all personnel are aware of these differences to reduce misconceptions.
Based on the info from the comments I have developed a squadron order to specifically define a "maintenance work day" as ten hours. We've shifted scheduling, developed a standard flight window duration, and created small recovery crews to ensure that no personnel are getting the short end. This fairly simple fix had an immediate and positive effect on both morale and in the reduction of fatigue.
[The CO should] Reinforce "by the book" using the book (e.g., discussing "crew rest" with the crew rest instruction in hand).
Ensure all personnel understand the crew rest requirements and command policy on any waivers.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
Although we often “do more with less,” always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
COs/Contractor supervisors must periodically reinforce emphasis on procedures.
Tighten crew rest/crew day adherence through advanced scheduling.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
For mission-critical events, always schedule a standby crew to eliminate fatigue/crew rest issues associated with the inevitable operational or equipment delays.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Address (via mentorship, feedback, etc.) contractor and military supervisors who think it is okay to cut corners and discipline accordingly.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

Contractor maintainers work effectively as a team.

Improve communication/teamwork between contract and unit personnel.
All "major" maintenance evolutions (e.g., aircraft moves, engine wash, dynamic component change, etc.) are briefed prior to execution, including maintenance control, QA, and contractor supervisors.
Similar to a detachment concept, squadrons can assign personnel to permanent teams for particular aircraft or pieces of equipment (e.g., teams could be assigned two aircraft each within a squadron). The healthy competition between the teams will improve morale, productivity, and aircraft/equipment availability.
Leaders set the example.
Outstanding command leadership teams are "brilliant on the basics."
Direct more command attention at those who do right than those who do wrong.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Recognition, teamwork, and empowerment of ALL personnel are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

My department has a good working relationship with other departments in my unit.

Improve communication/teamwork between contract and unit personnel.
Have the contractor supervisors, MO and OPSO meet and agree on the supportability of the schedule and attainable weekly goals.
Plan ahead and share plans/timelines with personnel to improve productivity and morale
Assign teams/tasks across departmental boundaries to reduce departmental rivalries and build camaraderie.
Communication is key across all military/contractor levels. Ensure it happens.
Do not allow poor communication due to too much reliance on one-way emails.
Be aware of inaccurate perceptions by your personnel.
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

Morale in my unit is high

Safety survey results revealed that unit morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Unit leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Institute morale building incentives like "shop/platoon/company of the month."
Provide recognition/incentives to contract personnel for safety achievements.
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Share all relevant information. Playing “I’ve got a secret” hurts productivity and morale.
Assign teams/tasks across departmental boundaries to reduce departmental rivalries (e.g., OPS versus Maintenance) and build camaraderie.
Similar to a detachment concept, squadrons can assign personnel to permanent teams for particular aircraft or pieces of equipment (e.g., teams could be assigned two aircraft each within a squadron). The healthy competition between the teams will improve morale, productivity, and aircraft/equipment availability.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Plan ahead and share plans/timelines with personnel to improve productivity and morale
Focus on what you are doing correctly.
COs who prioritize the betterment of their command over the betterment of their careers have the most "operationally excellent" squadrons.
Incorporate mentorship at every level.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

The working relationships between contractor maintainers and military personnel are positive.

Improve communication/teamwork between contract and unit personnel.
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Incorporate mentorship at every level.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Communication is key across all military/contractor levels. Ensure it happens.
Do not allow poor communication due to too much reliance on one-way emails.
Be aware of inaccurate perceptions by your personnel.
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

Contractor maintainers are treated with the same respect as our military personnel.

Improve communication/teamwork between contract and unit personnel.
Include contractor personnel in safety programs. Often perceived as outsiders, this will help increase all avenues of teamwork while demonstrating genuine concern for the safety of all unit personnel.
Leadership should establish unit priorities (at all levels) and live by them.
Establish, communicate (make visible), and enforce contractor and military performance standards in your command.
Incorporate mentorship at every level.
CO sets aside a "dialogue period" with aircrew/maintainers/contractors to discuss pertinent issues, such as: flight time, training requirements, the latest rumors, etc.
Communication is key across all military/contractor levels. Ensure it happens.
Do not allow poor communication due to too much reliance on one-way emails.
Be aware of inaccurate perceptions by your personnel.
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

I am provided adequate resources (e.g., time, staffing, budget, and equipment) to accomplish my job.

Many hardships are outside your unit's control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
We identified several shops that did not have adequate tools to do their job. We implemented a way for supervisors to identify tool deficiencies and were able to use end of the FY money to get them the correct tools.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Have the contractor supervisors, MO and OPSO meet and agree on the supportability of the schedule and attainable weekly goals.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Be aware of collateral mission creep.
Monitor turnover in personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish unit priorities (at all levels) and live by them.
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

Based upon our current manning/assets, my unit is over-committed.

Many hardships are outside your unit’s control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
Use safety climate surveys to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
Have the contractor supervisors, MO and OPSO meet and agree on the supportability of the schedule and attainable weekly goals.
Balance the delicate issues of ops/pers tempo with mission accomplishment.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Be aware of collateral mission creep.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish unit priorities (at all levels) and live by them.
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

Fatigue due to current operational commitments is degrading performance.

Beware of and monitor fatigue levels of your personnel.
Based on the info from the comments I have developed a squadron order to specifically define a "maintenance work day" as ten hours. We've shifted scheduling, developed a standard flight window duration, and created small recovery crews to ensure that no personnel are getting the short end. This fairly simple fix had an immediate and positive effect on both morale and in the reduction of fatigue.
Implemented new rules on shift work going to duty in order to avoid excessively tired folks driving home.
We are now tracking days off for each person in the squadron to ensure that each person receives adequate time away from work.
We created a "weekend" shift to cover weekends rather than calling in duty sections every weekend.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Educate your personnel to recognize fatigue "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.)
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Ensure all personnel understand the crew rest requirements and command policy on any waivers.
For mission-critical events, always schedule a standby crew to eliminate fatigue/crew rest issues associated with the inevitable operational or equipment delays.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

Day crew has sufficient staffing for their workload.

Many hardships are outside your unit’s control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Have the contractor supervisors, MO and OPSO meet and agree on the supportability of the schedule and attainable weekly goals.
Use survey results to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Ensure work shifts are adequately manned for workloads (e.g., night check often has more demands with less people than day shift).
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Be aware of collateral mission creep.
Monitor turnover in personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish unit priorities (at all levels) and live by them.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

Night crew has sufficient staffing for their workload.

Many hardships are outside your unit’s control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Have the contractor supervisors, MO and OPSO meet and agree on the supportability of the schedule and attainable weekly goals.
Use survey results to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Ensure work shifts are adequately manned for workloads (e.g., night check often has more demands with less people than day shift).
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Be aware of collateral mission creep.
Monitor turnover in personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish unit priorities (at all levels) and live by them.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

Night crew has sufficient supervisors for their workload.

Our senior maintenance leadership was predominantly on day shift. Now there is a balance between days and nights.
Many hardships are outside your unit’s control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Have the contractor supervisors, MO and OPSO meet and agree on the supportability of the schedule and attainable weekly goals.
Use survey results to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Ensure work shifts are adequately manned for workloads (e.g., night check often has more demands with less people than day shift).
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Be aware of collateral mission creep.
Monitor turnover in personnel.
Leadership should establish unit priorities (at all levels) and live by them.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

Required publications are current and used.

Beware of an environment where "work-arounds" are "the way we do things here."
Ensure your contractor supervisors make on-the-spot corrections when they discover unsafe actions. Encourage/Reward them for doing so.
Ensure ALL personnel are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

Required tools/equipment are serviceable and used.

Beware of an environment where "work-arounds" are "the way we do things here."
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
We identified several shops that did not have adequate tools to do their job. We implemented a way for supervisors to identify tool deficiencies and were able to use end of the FY money to get them the correct tools.
Ensure your contractor supervisors make on-the-spot corrections when they discover unsafe actions. Encourage/Reward them for doing so.
Integrate the ORM process into planning and executing operations.
Ensure ALL personnel are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

Parts are sufficiently available to meet maintenance demands.

Beware of an environment where "work-arounds" are "the way we do things here."
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Ensure your contractor supervisors make on-the-spot corrections when they discover unsafe actions. Encourage/Reward them for doing so.
Integrate the ORM process into planning and executing operations.
Ensure ALL personnel are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

Multiple job assignments and collateral duties adversely affect my job performance.

Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Beware of an environment where "work-arounds" are "the way we do things here."
Periodically review collateral duties to ensure fair and equitable distributions of workloads. Don't overburden (punish) the unit's hardest working and most effective personnel while allowing (rewarding) non-performers with lighter workloads.
Be aware of collateral mission creep.
Use survey results to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

Supervisors are actively engaged in the safety program and management of safety matters.

Include contractor personnel in safety programs. Often perceived as outsiders, this will help increase all avenues of teamwork while demonstrating genuine concern for the safety of all unit personnel.
Provide recognition/incentives to contract personnel for safety achievements.
Outstanding command leadership teams are "brilliant on the basics."
Routinely encourage your contractor leaders to work with your Safety Department personnel.
Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations.
Challenge supervisors to be more proactive with contractors and ensure the importance of doing things safely is very clear to them.
I had the DH's debrief survey results at their level. Helped promote discussion and I believe that each individual "shop" feels that they have the empowerment to intervene more often when they see potential flags go up.
Have supervisors discuss survey results within their work centers to obtain additional clarification of issues and suggestions for interventions.
Get Safety Standdowns out of the classroom/auditorium. Military and contractor supervisor facilitated activities, hands-on training, small group discussions, etc. may be more beneficial.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Ensure intervention options are clearly communicated to contractors.
Maximize safety program "buy-in" by quickly responding to individuals' concerns/ suggestions/ recommendations and by using group-developed solutions (e.g., by work center or "tiger team").
Leadership by Walking Around remains the #1 leadership tool as seen through the eyes of junior personnel. Is your command's leadership/supervisors staring at their computer screens or getting "out and about"?
Ensure your unit has an effective contractor safety awards program.
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

Supervisors are more concerned with the flight schedule than safe maintenance.

Have the contractor supervisors, MO and OPSO meet and agree on the supportability of the schedule and attainable weekly goals.
Have Ops brief the weekly plan at the Maintenance Meeting the day following its signing (an effort to ensure that maintainers/contractors are given as much info on what is coming the following week).
We conducted operations/maintenance on an adhoc basis until this survey. We now operate on a scheduled, weekly basis.
The Maintenance Officer holds a weekly "maintenance management meeting" for all maintenance and contractor leadership to ensure the MO's word is getting out and major issues are discussed.
Leadership should establish unit priorities (at all levels) and live by them.
We changed our Maintenance training attitude. Moving away from flying on training days to a dedicated day to train.
Tell aircrew, maintainers, and contractors that there is NO pressure to make sorties in a training environment. Combat readiness comes from continuous good training with up aircraft, rather than individual sorties.
Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Monitor contractor/military supervisors who think it's okay to cut corners.
Integrate the ORM process into planning and executing operations.
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

Supervisors encourage reporting safety discrepancies without fear of negative repercussions.

Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Having and open door policy on safety related issues has greatly improved communication within the unit.
Provide recognition/incentives to contract personnel for safety achievements.
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
Trust, built through human contact/engagement, is the fundamental building block of our command and control structure and our ability to achieve mission success.
Central to good leadership is maintaining strong and vibrant two-way conversations with ALL personnel.
Ensure safety reps are visible members of the unit.
Ensure safety recognition programs (e.g., safety pro, individual/group actions/etc.) are utilized and advertised.
Communication is key across all military/contractor levels. Ensure it happens.
Encourage contractors to participate in the squadron's "Anymouse" program.
Offer a monthly "Retribution Free" discussion period for flight crew, maintainers, and contractors to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your contractors have a safety climate that encourages reporting safety issues.
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

Supervisors set a good example for following maintenance standards.

Contractors often work under different standards/rules than their military counterparts. Ensure that all personnel are aware of these differences to reduce misconceptions.
Establish, communicate (make visible), and enforce contractor and military performance standards in your command.
COs/Contractor supervisors must periodically reinforce emphasis on procedures.
Outstanding command leadership teams are "brilliant on the basics."
The CO frequently reinforces the fact that cutting corners is not tolerated in this organization. The CO ensures department heads and senior contractor personnel understand that this is the only acceptable policy.
Monitor contractor/military supervisors who think it's okay to cut corners.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

Supervisors permit cutting corners to get a job done.

Military and contractor personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
The CO frequently reinforces the fact that cutting corners is not tolerated in this organization. The CO ensures department heads and senior contractor personnel understand that this is the only acceptable policy.
COs/Contractor supervisors must periodically reinforce emphasis on procedures.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Tell aircrew, maintainers, and contractors that there is NO pressure to make sorties in a training environment. Combat readiness comes from continuous good training with up aircraft, rather than individual sorties.
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Monitor contractor/military supervisors who think it's okay to cut corners.
Ensure your contractor supervisors make on-the-spot corrections when they discover unsafe actions. Encourage/Reward them for doing so.
Leaders set the example.
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

Supervisors react well to unexpected changes.

Leaders set the example.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day’s schedule.
Although we often “do more with less,” always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Many hardships are outside your unit’s control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
Communication is key across all military/contractor levels. Ensure it happens.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Be aware of seniors that are not malleable to change (for that matter, be aware of juniors, too).
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

Supervisors care for members' quality of life.

Survey results show that unit morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Unit leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
Personnel often want to be more involved and/or become mentors. These personnel are a "solution" to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Be aware of inaccurate perceptions by your personnel.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

Supervisors micromanage routine maintenance operations.

Don't micromanage. Leadership growth and accountability requires that we provide our junior contractor and military personnel with opportunities to lead.
Recognition, teamwork, and empowerment of ALL personnel are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Trust, built through human contact/engagement, is the fundamental building block of our command and control structure and our ability to achieve mission success.
Without trust, we cannot delegate authority. Without authority, we cannot fulfill our responsibilities. Without the delegation of authority, we cannot operate as a Navy.
Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Beware of mismanagement due to insufficient mid-level contractor leadership.
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

Safety personnel are effective at promoting safety.

Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst contractors and peers will greatly improve safety programs, teamwork, and communication.
Encourage safety reps to use every morning meeting and evening pass down to address trends and "stay on message." They should get out and visit all military and contractor work centers.
We have now assigned and advertised the names of safety reps at the company and shop floor level. We have an active safety council that meets regularly to address safety issues.
Increase emphasis on aviation and ground safety at AOMs and quarters.
Don't be the "Safety Guy." Motivate and inspire ALL personnel towards safer habits through example and timely information, not inspections and policing of individual actions.
Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels.
Maintain relevant hazard reports, notices, etc. in ready rooms/ lounges/contractor spaces to increase awareness/discussion.
Don't beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
Reach out to counterparts in similar units for contractor lessons learned and common concerns.
Ensure intervention options are clearly communicated to contractors.
Ensure your safety representatives maintain visibility with contractors.
Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations.
Routinely encourage your contractor leaders to work with your Safety Department personnel.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
Ensure your contractors have a safety climate that encourages reporting safety issues.
Beware of mismanagement due to insufficient mid-level contractor leadership.
Use survey results to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

Work center supervisors coordinate their actions with other work centers.

Improve communication/teamwork between contract and unit personnel.
All "major" maintenance evolutions (e.g., aircraft moves, engine wash, dynamic component change, etc.) are briefed prior to execution, including maintenance control, QA, and contractor supervisors.
Leaders set the example.
Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
All large organizations have communication challenges. Find solutions for the bottlenecks and shortfalls.
Communication is key across all military/contractor levels. Ensure it happens.
The Maintenance Officer holds a weekly "maintenance management meeting" for all maintenance and contractor leadership to ensure the MO's word is getting out and major issues are discussed.
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

Maintenance/Production Control is effective at managing maintenance activities.

All "major" maintenance evolutions (e.g., aircraft moves, engine wash, dynamic component change, etc.) are briefed prior to execution, including maintenance control, QA, and contractor supervisors.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day’s schedule.
Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Ensure work shifts are adequately manned for workloads (e.g., night check often has more demands with less people than day shift).
Do not allow poor communication due to too much reliance on one-way emails.
Focus renewed attention on maintenance/contractor shift turnover.
Don't micromanage. Leadership growth and accountability requires that we provide our junior contractor and military personnel with opportunities to lead.
Recognition, teamwork, and empowerment of ALL personnel are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
Reach out to counterparts in similar units for contractor lessons learned and common concerns.
Similar to a detachment concept, large organizations can assign personnel to permanent teams for particular aircraft or pieces of equipment (e.g., six teams could be assigned two aircraft each within a squadron). The healthy competition between the teams will improve morale, productivity, and aircraft/equipment availability.
Monitor and be aware of perceived mission creep.
Use survey results to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Review the list/matrix of relevant Issue Papers on this website.

CTR v2

Maintenance/Production Control uses work center input in their decision-making.

Improve communication/teamwork between contract and unit personnel.
All "major" maintenance evolutions (e.g., aircraft moves, engine wash, dynamic component change, etc.) are briefed prior to execution, including maintenance control, QA, and contractor supervisors.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
Central to good leadership is maintaining strong and vibrant two-way conversations with ALL personnel.
Attend more meetings (e.g., morning Maintenance Meetings) and show by example how contractor and military leadership needs to provide opportunities for juniors to voice their concerns/comments. Leaders sometimes need to "pull" information from juniors, and some leaders have not yet developed the skill to "pull" information.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Don't micromanage. Leadership growth and accountability requires that we provide our junior contractor and military personnel with opportunities to lead.
Recognition, teamwork, and empowerment of ALL personnel are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Communication is key across all military/contractor levels. Ensure it happens.
Do not allow poor communication due to too much reliance on one-way emails.
Integrate the ORM process into planning and executing operations.
Review the list/matrix of relevant Issue Papers on this website.

HHQ v2

Our headquarters adequately trains my department's personnel to safely conduct their jobs.

Hard schedule training.
Ensure that scheduled training is provided per the weekly training schedule, or rescheduled immediately if events require a slide.
Officers/CPO leadership personally monitor training sessions to ensure quality.
Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Develop a weekly qualification tracker to maximize training and eliminate “gun decking.”
Conduct a complete review of each qualification to ensure there are no immediate shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Do not push personnel beyond their own perception of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks.
Invest the time (in training) now. It'll cost you, but less than later.
Review the list/matrix of relevant Issue Papers on this website.

HHQ v2

Individual safety acts are recognized through awards and incentives.

Ensure your headquarters has an effective safety awards program.
Ensure safety recognition programs (e.g., safety pro, individual/group actions/etc.) are utilized and advertised.
We have invigorated our internal Safety Award process and we are much more attuned to giving individuals time off from work when we can afford it.
Reinvigorated the safety award process to "catch personnel in the act of using solid ORM."
Direct more command attention at those who do right than those who do wrong.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Publish a Safety Gram with recognition for personnel accomplishments/acts.
Submit a hometown news release and/or letter to family for significant safety acts.
Recognize a Safety Pro of the Month with a parking spot as a reward.
Recognize government civilian and contract employee safety achievements, if warranted.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Ensure your headquarters has a safety climate that encourages reporting safety issues.
Review the list/matrix of relevant Issue Papers on this website.

HHQ v2

Safety decisions are made at the proper levels by the most qualified personnel.

Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Challenge the middle and upper enlisted leadership to be more proactive with the sailors/Marines and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the Petty Officer/NCO level by empowering them to make decisions regarding safety practices.
Integrate the ORM process into planning and executing operations.
Ensure headquarters' members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Routinely encourage your subordinate leaders to work with your Safety Dept. personnel.
Ensure your headquarters has a safety climate that encourages reporting safety issues.
Involve the officers and CPOs/SNCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

HHQ v2

Standards in my department are clearly defined.

Challenge established SOPs to ensure they are current and still relevant.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Establish, communicate (make visible), and enforce performance standards in your command.
Review the list/matrix of relevant Issue Papers on this website.

HHQ v2

Standards in my department are enforced.

The CO should enforce a "by the book" philosophy.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fail
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Check to see if your junior officers are leading at their level.
Involve the officers and CPOs/SNCOs on appropriate issues.
Monitor aggressive personnel who think rules aren't necessary.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Establish, communicate (make visible), and enforce performance standards in your command.
Review the list/matrix of relevant Issue Papers on this website.

HHQ v2

Individuals are given qualifications without the appropriate experience or skills.

Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Conduct a complete review of each qualification to ensure there are no immediate shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Develop a weekly qualification tracker to maximize training and eliminate "gun decking."
Establish, communicate (make visible), and enforce performance standards in your headquarters.
Set the bar extremely high. Personnel only reach as high as the organization's stated goals.
Officers/CPO/SNCO leadership personally monitors training sessions to ensure quality.
Monitor turnover in personnel; conduct six-month forecast/track personnel moves.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Review the list/matrix of relevant Issue Papers on this website.

HHQ v2

Anyone intentionally violating SOPs or safety rules is swiftly corrected.

Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fail.
Establish, communicate (make visible), and enforce performance standards in your headquarters.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Monitor aggressive personnel who think rules aren't necessary.
Monitor supervisors who think it's okay to cut corners.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Review the list/matrix of relevant Issue Papers on this website.

HHQ v2

Individuals, from top down, incorporate Operational Risk Management (ORM) into daily activities.

Integrate the ORM process into planning and executing operations.
Assign, educate, and employ ORM instructors in your headquarters.
Train personnel to properly use ORM for their high-risk activities.
Ensure headquarters members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Use real life, practical examples of CRM and ORM for training, vice repetitive overviews of the seven skills and ORM steps. The goal is safe operations, not memorization.
We reinvigorated the safety award process to "catch personnel in the act of using solid ORM and CRM.
We did some small group discussions on how to keep safety briefs impactful and have relooked headquarters processes to ensure the entire audience receives the benefit of ORM training.
Do not push personnel beyond their own perception of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks.
Challenge the middle and upper enlisted leadership to be more proactive with the sailors/Marines and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the Petty Officer/NCO level by empowering them to make decisions regarding safety practices.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Are ORM Worksheets in your command being "gamed" by personnel to keep go/no-go decisions at their level?
Review the list/matrix of relevant Issue Papers on this website.

HHQ v2

Effective communication flow exists within my headquarters.

Each department now provides updates to an in-house calendar where we track future events and post relevant information.
Plan ahead and share plans/timelines with counterparts to improve productivity and morale.
Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
In order to open the lines of communication I have ensured that we hold quarters at least once every two weeks and hold all khaki meetings (E-7 - O-5) every Monday. I use this time to let everyone know "the big picture" and to ensure that the entire chain of command knows what we are doing and why.
I have scheduled Captain's Calls for each pay grade in order to emphasize and enhance communication flow.
I have engaged the khaki leadership and shared the information in the survey. We have discussed command culture, communication, and standardization required to sustain long term production. The leaders of the organization are now speaking with one voice.
Having an open door policy on safety related issues has greatly improved communication within the organization.
COs/Department leaders can conduct a quarterly breakfast with the CPOs/SNCOs to open up lines of communication between each other.
More frequent Captain's Calls to ensure the CO is personally getting the word to the troops.
Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
All large organizations have communication challenges. Find solutions for the bottlenecks and shortfalls.
CO concludes formations by asking personnel if anyone has heard any rumors, vice the more standard, "Does anyone have any questions for me?" . . . . Gets better results.
Communication is key across all pay grades. Ensure it happens.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Do not allow poor communication due to too much reliance on one-way emails.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Provide a "state of the organization" address. It will help you find out where you are and communicate it to your subordinates.
Discuss survey results and interventions with personnel to develop optimal solutions and increase survey process "buy in."
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Ensure intervention options are clearly communicated.
Review the list/matrix of relevant Issue Papers on this website.

HHQ v2

Effective communication flow exists with external organizations.

Plan ahead and share plans/timelines with counterparts to improve productivity and morale.
Reach out to counterparts in other commands for lessons learned and common concerns.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Do not allow poor communication due to too much reliance on one-way emails.
Ensure your headquarters solicits and values honest feedback.
Review the list/matrix of relevant Issue Papers on this website.

HHQ v2

Our Safety Department keeps me well informed regarding relevant hazards/mishaps.

Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication.
Maintain relevant hazard reports, notices, etc. in common areas and lounges to increase awareness/discussion.
Increase emphasis on aviation and ground safety at AOMs and quarters.
Encourage safety reps to use morning meetings, etc. to address trends and "stay on message." Get out and visit the various work centers, offices, and divisions.
Have monthly section ground safety meetings.
Don't beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
Reach out to counterparts in similar organizations for lessons learned and common concerns.
Ensure intervention options are clearly communicated.
Ensure your safety personnel are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Dept. personnel.
Review the list/matrix of relevant Issue Papers on this website.

HHQ v2

My department provides adequate assistance to similar departments in subordinate commands.

Plan ahead and share plans/timelines with counterparts to improve productivity and morale.
Reach out to counterparts in similar organizations for lessons learned and common concerns.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Establish, communicate (make visible), and enforce performance standards in your command.
Leadership should establish organizational priorities (at all levels) and live by them.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Involve the officers and CPOs/SNCOs on appropriate issues.
Communication is key across all pay grades. Ensure it happens.
Do not allow poor communication due to too much reliance on one-way emails.
Review the list/matrix of relevant Issue Papers on this website. Review the list/matrix of relevant Issue Papers on this website.

HHQ v2

Our headquarters has a reputation for high-quality performance.

Outstanding command leadership teams are "brilliant on the basics."
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Focus on what you are doing correctly.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
Reach out to counterparts in similar organizations for lessons learned and common concerns.
Establish, communicate (make visible), and enforce performance standards in your command.
Set the bar extremely high. Sailors only reach as high as the command's stated goals.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Review the list/matrix of relevant Issue Papers on this website.

HHQ v2

Violations of procedures and regulations are rare.

Challenge established SOPs to ensure they are current and still relevant.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Leaders set the example.
Establish, communicate (make visible), and enforce performance standards in your command.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Ensure your junior officers are leading at their level.
Monitor supervisors who think it's okay to cut corners.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Direct more command attention at those who do right than those who do wrong.
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Review the list/matrix of relevant Issue Papers on this website.

HHQ v2

Our headquarters conceals adverse incidents.

There is nothing new under the sun. Seek assistance from those who are familiar with similar situations (e.g., higher headquarters, peers, Safety Center, base services, etc.) instead of wasting time and effort creating “new” solutions.
Trust, built through human contact/engagement, is the fundamental building block of our command and control structure and our ability to achieve mission success.
Without trust, we cannot delegate authority. Without authority, we cannot fulfill our responsibilities. Without the delegation of authority, we cannot operate as a Navy.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel’s well-being.
If survey results are a “bad surprise,” suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Don’t shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Implement a policy letter that encourages the reporting of safety issues.
Ensure your headquarters has a safety culture that encourages reporting safety issues.
Ensure your headquarters solicits and values honest feedback.
Involve the officers and CPOs/SNCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

HHQ v2

Training is often postponed/cancelled.

Hard schedule training.
Ensure that scheduled training is provided per the weekly training schedule, or rescheduled immediately if events require a slide.
Leadership should establish organizational priorities (at all levels) and live by them.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Officers/CPO leadership personally monitor training sessions to ensure quality.
Invest the time (in training) now. It'll cost you, but less than later.
Review the list/matrix of relevant Issue Papers on this website.

HHQ v2

Individuals are comfortable approaching supervisors about personal problems/illness.

Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
Communication is key across all pay grades. Ensure it happens.
Trust, built through human contact/engagement, is the fundamental building block of our command and control structure and our ability to achieve mission success.
Use special staff (e.g., chaplain, medical, etc.) to monitor your organization's "health" (e.g., morale and motivation).
Don’t shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Check to see if your junior officers are leading at their level.
Involve the officers and CPOs/SNCOs on appropriate issues.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Be aware of improper perceptions by your personnel.
Review the list/matrix of relevant Issue Papers on this website.

HHQ v2

Individuals are willing to report safety violations, unsafe behaviors, or hazardous conditions.

Ensure your headquarters has a safety climate that encourages reporting safety issues.
Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
Direct more command attention at those who do right than those who do wrong.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Publish a Safety Gram with recognition for personnel accomplishments/acts.
If survey results are a "bad surprise", suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Be aware of improper perceptions by your personnel.
Ensure your headquarters' safety officer/representatives are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Dept. personnel.
A strong "Anymouse" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Offer a monthly "Retribution Free" discussion period for personnel to allow discussions with leadership and peers about situations where they feel pressure to cut corners, or discuss anything else on their minds.
Ensure your headquarters has an effective safety awards program.
Review the list/matrix of relevant Issue Papers on this website.

HHQ v2

The Safety Department is well respected

Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication.
In an effort to enhance the status of the Safety Dept., we will add an experienced junior officer to the Safety team. It sends a poor message when we have a brand new LTJG or LT assigned to Safety.
Encourage safety reps to use morning meetings, etc. to address trends and "stay on message." Get out and visit the various work centers, offices, and divisions.
We have now assigned and advertised the names of safety reps. We have an active safety council that meets regularly to address safety issues.
Increase emphasis on aviation and ground safety at AOMs and quarters.
Don't be the "Safety Guy." Motivate and inspire peers towards safer habits through example and timely information, not inspections and policing of individual actions.
Don't beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
Check in the box safety training damages an organization's safety climate and culture. Conduct all training, surveys, etc. with a realistic goal to provide/obtain useful information or impart a skill.
Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels.
Use real life, practical examples of CRM and ORM for training, vice repetitive overviews of the seven skills and ORM steps. The goal is safe operations, not memorization.
Maximize safety program "buy-in" by quickly responding to individuals' concerns/ suggestions/ recommendations and by using group-developed solutions (e.g., by work center or "tiger team").
Develop a formal Safety Department training plan that covers the next year and is coordinated with the department heads.
CO moved the Safety office next to the CO's and XO's offices to place emphasis on the safety program and emphasize the relationship between the CO/XO and the Safety Officer/ASO.
Routinely encourage your subordinate leaders to work with your Safety Dept. personnel.
Ensure your headquarters has a safety climate that encourages reporting safety issues.
Ensure your safety personnel are visible members of your command.
Review the list/matrix of relevant Issue Papers on this website.

HHQ v2

Our safety pauses are effective.

Conduct a safety standdown focused on survey results, mishap/hazard reports, incident reports, recent "near misses," etc. , and utilize audience participation (via large or small group) to further clarify hazards, identify trends, and develop workable solutions. The group's synergy will help to identify previously overlooked factors, and the group-developed interventions will have greater acceptance/compliance.
Plan safety standdowns well in advance to address key issues and heighten awareness. Maintain an updated list of speakers and topics to ensure "short notice" standdowns (e.g., following a mishap or other recent incident) are professional and worthwhile.
Encourage, praise, and professionally respond to safety concerns raised in any forum (e.g., safety standdowns, Human Factor Councils, Safety Councils/Committees, "True Confessions," etc.). Ridicule, arguments, retribution, or inaction will stifle any further safety communication and greatly increase the risk that hazards will remain hidden until it's too late.
Get safety standdowns out of the classroom/auditorium. Supervisor facilitated activities, hands-on training, small group discussions, etc. may be more beneficial.
Implement a grass roots safety campaign to give junior personnel the opportunity to shape the safety messages vice the usual safety "stand-arounds."
Review Appendix A (Good Safety Standdown Ideas) and Appendix B (Safety Standdown Tips) of Issue Paper #98.
Seminar based safety day to get at the root of the problems.
Reach out to counterparts in similar organizations for lessons learned and common concerns.
Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations.
Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the department heads.
Review the list/matrix of relevant Issue Papers on this website.

HHQ v2

Individuals feel pressured to cut corners to accomplish their job/mission.

The CO frequently reinforces the fact that cutting corners is not tolerated in this organization. The CO ensures department heads and senior supervisory personnel understand that this is the only acceptable policy.
Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Beware of an environment where "work-arounds" are "the way we do things here."
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Monitor supervisors who think it's okay to cut corners.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Beware of and monitor fatigue levels of your personnel.
Monitor and be aware of perceived mission creep.
Establish, communicate (make visible), and enforce performance standards in your command.
Involve the officers and CPOs/SNCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

HHQ v2

Conflicts between individuals in my department are degrading departmental performance.

Leaders set the example.
Leaders/Supervisors resolve conflicts before they degrade departmental performance.
Establish, communicate (make visible), and enforce performance standards in your headquarters.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
Use special staff (e.g., chaplain, medical, etc.) to monitor your organization's "health" (e.g., morale and motivation).
Ensure your junior officers are leading at their level.
Involve the officers and CPOs/SNCOs on appropriate issues.
Ensure that the balance between mission accomplishment and members' personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Review the list/matrix of relevant Issue Papers on this website.

HHQ v2

Members of my department work effectively as a team.

Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Assign teams/tasks across organizational boundaries to reduce rivalries and build camaraderie.
Communication is key across all pay grades. Ensure it happens.
Do not allow poor communication due to too much reliance on one-way emails.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Be aware of improper perceptions by your personnel.
Leaders set the example.
Outstanding command leadership teams are "brilliant on the basics."
Direct more command attention at those who do right than those who do wrong.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Involve the officers and CPOs/SNCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

HHQ v2

My department has a good working relationship with other departments in my headquarters.

Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Assign teams/tasks across organizational boundaries to reduce rivalries and build camaraderie.
Communication is key across all pay grades. Ensure it happens.
Do not allow poor communication due to too much reliance on one-way emails.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Be aware of improper perceptions by your personnel.
Leaders set the example.
Outstanding command leadership teams are "brilliant on the basics."
Direct more command attention at those who do right than those who do wrong.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Involve the officers and CPOs/SNCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

HHQ v2

My department has a good working relationship with similar departments in subordinate commands.

Plan ahead and share plans/timelines with counterparts to improve productivity and morale.
Reach out to counterparts in similar organizations for lessons learned and common concerns.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Establish, communicate (make visible), and enforce performance standards in your command.
Leadership should establish organizational priorities (at all levels) and live by them.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Involve the officers and CPOs/SNCOs on appropriate issues.
Communication is key across all pay grades. Ensure it happens.
Do not allow poor communication due to too much reliance on one-way emails.
Review the list/matrix of relevant Issue Papers on this website.

HHQ v2

Morale in my headquarters is high

Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Stick to the schedule as much as possible. Rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Survey results show that morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
We've incorporated feedback from the survey into mentor training, linking their efforts with the larger command effort of creating the conditions that enable the success of each Sailor and Marine.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Beware of and monitor fatigue levels of your personnel.
COs who prioritize the betterment of their command over the betterment of their careers have the most "operationally excellent" organizations.
Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Focus on what you are doing correctly.
Show me a headquarters with a strong Sponsor Program, and I'll show you a headquarters that is "Operationally Excellent."
Incorporate mentorship at every level.
Share all relevant information. Playing “I’ve got a secret” hurts productivity and morale.
Use special staff (e.g., chaplain, medical, etc.) to monitor your headquarters' "health" (e.g., morale and motivation).
Involve the officers and CPOs/SNCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

HHQ v2

I am provided adequate resources (e.g., time, staffing, budget, and equipment) to accomplish my job.

Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Many hardships are outside your headquarters' control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the issues you can change.
Review the OPTEMPO of your organization and its effect on safety and performance.
Leadership should establish organizational priorities (at all levels) and live by them.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
We identified several shops that did not have adequate tools to do their job. We implemented a way for supervisors to identify tool deficiencies and were able to use end of the FY money to get them the correct tools.
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Beware of an environment where "work-arounds" are "the way we do things here."
Integrate the ORM process into planning and executing operations.
Ensure headquarters members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Involve the officers and CPOs/SNCOs on appropriate issues.
Balance the delicate issues of ops/pers tempo with mission accomplishment.
Be aware of collateral mission creep.
Monitor turnover in personnel.
Beware of and monitor fatigue levels of your personnel.
Review the list/matrix of relevant Issue Papers on this website.

HHQ v2

Based upon our current manning/assets, my department is over-committed.

Although we often “do more with less,” always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of NECs/MOSs.
Use safety climate surveys to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to your organization.
Review the OPTEMPO of your headquarters and its effect on safety and headquarters performance.
Be aware of collateral mission creep.
Monitor turnover in personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish headquarters priorities (at all levels) and live by them.
Conduct a complete review of each qualification to ensure there are no immediate shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Review the list/matrix of relevant Issue Papers on this website.

HHQ v2

Fatigue due to current operational commitments is degrading performance.

Beware of and monitor fatigue levels of your personnel.
Implemented new rules on shift work going to duty in order to avoid excessively tired folks driving home.
We are now tracking days off for all personnel to ensure that each person receives adequate time away from work.
We created a "weekend" shift to cover weekends rather than calling in duty sections every weekend.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Educate your personnel to recognize fatigue "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.)
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Review the OPTEMPO of your organization and its effect on safety and performance.
Encourage personnel to live near their place of work. Long work days combined with excessive commutes leads to fatigued workers and drivers.
Avoid recalls/holdovers of night check personnel for non-mission critical tasks (e.g., awards ceremonies, inspections, musters, etc.) to avoid driving fatigued.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Review the list/matrix of relevant Issue Papers on this website.

HHQ v2

Our department has sufficient experienced personnel to operate safely.

Many hardships are outside your organization's control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the issues you can change.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Conduct a complete review of each qualification to ensure there are no immediate shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of NECs/MOSs.
Use survey results to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to your organization.
Ensure work shifts are adequately manned for workloads (e.g., night check often has more demands with less people than day shift).
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Be aware of collateral mission creep.
Monitor turnover in personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish organizational priorities (at all levels) and live by them.
Review the OPTEMPO of your organization and its effect on safety and performance.
Review the list/matrix of relevant Issue Papers on this website.

HHQ v2

Required publications are current and used.

Beware of an environment where "work-arounds" are "the way we do things here."
Involve the officers and CPOs/SNCOs on appropriate issues.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure headquarters' members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the list/matrix of relevant Issue Papers on this website.

HHQ v2

Required tools/equipment are serviceable and used.

Beware of an environment where "work-arounds" are "the way we do things here."
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
We identified several shops that did not have adequate tools to do their job. We implemented a way for supervisors to identify tool deficiencies and were able to use end of the FY money to get them the correct tools.
Involve the officers and CPOs/SNCOs on appropriate issues.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Integrate the ORM process into planning and executing operations.
Ensure headquarters' members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the list/matrix of relevant Issue Papers on this website.

HHQ v2

Multiple job assignments and collateral duties adversely affect my job performance.

Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
Periodically review collateral duties to ensure fair and equitable distributions of workloads. Don't overburden (punish) the hardest working and most effective personnel while allowing (rewarding) non-performers with lighter workloads.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Beware of an environment where "work-arounds" are "the way we do things here."
Be aware of collateral mission creep.
Use survey results to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to your organization.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Review the list/matrix of relevant Issue Papers on this website.

HHQ v2

Temporary Additional Duty (TAD)/Individual Augmentee (IA) deployment rates for the last year have created safety problems.

We thoroughly scrub all IA nominees to ensure we do not diminish the team/crew concept, and keep the right mix of personnel on operating positions.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Conduct a complete review of each qualification to ensure there are no immediate shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of NECs/MOSs.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Use survey results to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to your organization.
Monitor turnover in personnel.
Integrate the ORM process into planning and executing operations.
Review the list/matrix of relevant Issue Papers on this website.

HHQ v2

Supervisors are actively engaged in the safety program and management of safety matters.

Outstanding command leadership teams are "brilliant on the basics."
Routinely encourage your subordinate leaders to work with your Safety Dept. personnel.
Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations.
I am challenging the Chiefs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them.
I had the DH's debrief survey results at their level. Helped promote discussion and I believe that each individual "shop" feels that they have the empowerment to intervene more often when they see potential flags go up.
Have supervisors discuss survey results within their work centers to obtain additional clarification of issues and suggestions for interventions.
Bolster safety councils by having more ranks represented.
Get Safety Standdowns out of the classroom/auditorium. Supervisor facilitated activities, hands-on training, small group discussions, etc. may be more beneficial.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Ensure intervention options are clearly communicated.
Maximize safety program "buy-in" by quickly responding to individuals' concerns/ suggestions/ recommendations and by using group-developed solutions (e.g., by work center or "tiger team").
Leadership by Walking Around remains the #1 leadership tool as seen through the eyes of junior personnel. Is your command's leadership/supervisors staring at their computer screens or getting "out and about"?
Ensure your headquarters has an effective safety awards program.
Routinely conduct safety council and enlisted safety committee meetings (in accordance with applicable directives) to review SOPs and operating procedures.
Review the list/matrix of relevant Issue Papers on this website.

HHQ v2

Supervisors are more concerned with operational tasks than safety.

Leadership should establish organizational priorities (at all levels) and live by them.
Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Review the OPTEMPO of your organization and its effect on safety and performance.
Monitor supervisors who think it's okay to cut corners.
Integrate the ORM process into planning and executing operations.
Review the list/matrix of relevant Issue Papers on this website.

HHQ v2

Supervisors encourage reporting safety discrepancies without fear of negative repercussions.

Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
Having and open door policy on safety related issues has greatly improved communication within the organization.
Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
Ensure safety reps are visible members of the headquarters.
Ensure safety recognition programs (e.g., safety pro, individual/group actions/etc.) are utilized and advertised.
Communication is key across all pay grades. Ensure it happens.
A strong "Anymouse" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Trust, built through human contact/engagement, is the fundamental building block of our command and control structure and our ability to achieve mission success.
Implement a policy letter that encourages the reporting of safety issues.
Ensure your headquarters has a safety climate that encourages reporting safety issues.
Involve the officers and CPOs/SNCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

HHQ v2

Supervisors set a good example for following standards.

Establish, communicate (make visible), and enforce performance standards in your command.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Outstanding command leadership teams are "brilliant on the basics."
The CO frequently reinforces the fact that cutting corners is not tolerated in this organization. The CO ensures department heads and senior supervisory personnel understand that this is the only acceptable policy.
Monitor supervisors who think it's okay to cut corners.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Check to see if your junior officers are leading at their level.
Review the list/matrix of relevant Issue Papers on this website.

HHQ v2

Supervisors permit cutting corners to get a job done.

Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
The CO frequently reinforces the fact that cutting corners is not tolerated in this organization. The CO ensures department heads and senior supervisory personnel understand that this is the only acceptable policy.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Involve the officers and CPOs/SNCOs on appropriate issues.
Monitor supervisors who think it's okay to cut corners.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Leaders set the example.
Review the list/matrix of relevant Issue Papers on this website.

HHQ v2

Supervisors react well to unexpected changes.

Leaders set the example.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day’s schedule.
Although we often “do more with less,” always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Many hardships are outside your organization's control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the issues you can change.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
Communication is key across all pay grades. Ensure it happens.
Review the OPTEMPO of your organization and its effect on safety and performance.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Be aware of seniors that are not malleable to change (for that matter, be aware of juniors, too).
Review the list/matrix of relevant Issue Papers on this website.

HHQ v2

Supervisors care for members' quality of life.

Safety climate survey results show that morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
Personnel often want to be more involved and/or become mentors. These personnel are a "solution" to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Be aware of improper perceptions by your personnel.
Use special staff (e.g., chaplain, medical, etc.) to monitor your organization's "health" (e.g., morale and motivation).
Involve the officers and CPOs/SNCOs on appropriate issues.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Review the list/matrix of relevant Issue Papers on this website.

HHQ v2

Supervisors micromanage routine operations.

Don't micromanage. Leadership growth and accountability requires that we provide our junior personnel with opportunities to lead.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Trust, built through human contact/engagement, is the fundamental building block of our command and control structure and our ability to achieve mission success.
Without trust, we cannot delegate authority. Without authority, we cannot fulfill our responsibilities. Without the delegation of authority, we cannot operate as a Navy.
Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Ensure your junior officers are leading at their level.
Involve the officers and CPOs/SNCOs on appropriate issues.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Review the list/matrix of relevant Issue Papers on this website.

HHQ v2

Safety POs/NCOs are effective at promoting safety.

Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication.
Encourage safety reps to use morning meetings, etc. to address trends and "stay on message." Get out and visit the various work centers, offices, and divisions.
We have now assigned and advertised the names of safety reps. We have an active safety council that meets regularly to address safety issues.
Increase emphasis on aviation and ground safety at AOMs and quarters.
Don't be the "Safety Guy." Motivate and inspire peers towards safer habits through example and timely information, not inspections and policing of individual actions.
Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels.
Maintain relevant hazard reports, notices, etc. in common rooms and lounges to increase awareness/discussion.
Don't beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
Reach out to counterparts in similar organizations for lessons learned and common concerns.
Ensure intervention options are clearly communicated.
Ensure your safety personnel are visible members of your command.
Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations.
Routinely encourage your subordinate leaders to work with your Safety Dept. personnel.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
Ensure your headquarters has a safety climate that encourages reporting safety issues.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Use survey results to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to your organization.
Review the list/matrix of relevant Issue Papers on this website.

CSA v1

My command conducts adequate reviews and updates of safety standards and operating procedures.

CO personally reviews all personnel jackets for drug/alcohol histories, and implements controls for those identified as high-risk.
CSA/MCAS and Culture Workshops are two risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Assign, educate, and employ ORM instructors in your unit.
Conduct after-action reviews of operational events.
See Issue Paper #22 (Cutting Corners to Get a Job Done). Refer to ISSUE PAPERS on the menu sidebar.
Unit routinely conducts officer safety council and enlisted safety committee meetings (in accordance with applicable directives) to review SOPs and operating procedures.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

My command uses an internal audit and hazard reporting system to catch any problems that may lead to a mishap.

CO personally reviews all personnel jackets for drug/alcohol histories, and implements controls for those identified as high-risk.
A strong "Anymouse" program includes: strategic box location with forms easily accessable, a chain of command routing form, feedback during verbal forums, and public posting of action results.
See Issue Paper #8 (High "Don't Know Response Rates . . . Do they Indicate Needed Training?). Refer to ISSUE PAPERS on the menu sidebar.
Offer a monthly "Retribution Free" discussion period for flight crew and maintainers to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of military occupational specialties (MOSs).
Tightened crew rest/crew day adherence through advanced scheduling.
Put a process in place for the CO's suggestion boxes and follow it . . . ensure the boxes are well placed, forms are accessible, boxes are regularly checked, CO initials each input, specific members comment as CO sees appropriate, CO briefs results at NEXT formation and they are posted for all to read.
CSA/MCAS and Culture Workshops are two risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Monitor aggressive aircrew who think rules aren't necessary.
Monitor supervisors who think it's okay to cut corners.
Monitor turnover in personnel.
Assign, educate, and employ ORM instructors in your unit.
Integrate the ORM process into planning and executing operations.
See Issue Paper #19 (A Room with One Window . . . a 30% Solution). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #22 (Cutting Corners to Get a Job Done). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

My command has a defined process to set training goals and to review performance.

Formalized maintenance training (not just OJT to work gripes). Officers/CPO leadership personally monitor training sessions to ensure quality.
See Issue Paper #10 (Aircrew Training). Refer to ISSUE PAPERS on the menu sidebar.
Establish a "standardization cadre" of experienced flight instructors specific to nuggets' needs.
Offer a monthly "Retribution Free" discussion period for flight crew and maintainers to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Incorporate mentorship at every level.
Invest the time (in training) now. It'll cost you, but less than later.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Integrate the ORM process into planning and executing operations.
Conduct after-action reviews of operational events.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

My command closely monitors proficiency and currency standards to ensure aircrew are qualified to fly.

See Issue Paper #10 (Aircrew Training). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #11 (Aircrew Training -vs- Skill Based Error (SBE)). Refer to ISSUE PAPERS on the menu sidebar.
CO sets aside a "dialogue period" with aircrew/maintainers and discusses pertinent issues, such as: individual flight time, training requirements, the latest rumors, etc.
Establish a "standardization cadre" of experienced flight instructors specific to nuggets' needs.
Be aware of the consequences of training with fewer resources.
See Issue Paper #29 (Top Five - Bottom Five CSA/MCAS Response Averages). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

Command leadership is actively involved in the safety program and management of safety matters.

CO personally reviews all personnel jackets for drug/alcohol histories, and implements controls for those identified as high-risk.
A strong "Anymouse" program includes: strategic box location with forms easily accessable, a chain of command routing form, feedback during verbal forums, and public posting of action results.
CO sets aside a "dialogue period" with aircrew/maintainers and discusses pertinent issues, such as: individual flight time, training requirements, the latest rumors, etc.
Offer a monthly "Retribution Free" discussion period for flight crew and maintainers to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Increase the number of Human Factors Councils (HFCs) completed on deployed detachments.
Use CSA/MCAS to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Put a process in place for the CO's suggestion boxes and follow it . . . ensure the boxes are well placed, forms are accessible, boxes are regularly checked, CO initials each input, specific members comment as CO sees appropriate, CO briefs results at NEXT formation and they are posted for all to read.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Incorporate mentorship at every level.
Monitor aggressive aircrew who think rules aren't necessary.
Monitor supervisors who think it's okay to cut corners.
Leaders should implement ORM processes into their operations.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
Take the time to mentor subordinate leaders on ORM processes.
See Issue Paper #20 (Exploring Day Crew - Night Crew Relationships). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #21 (Operational Risk Management [ORM]). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #38 (Command Leadership). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

My command has a defined process to effectively manage the high-risk aviator.

See Issue Paper #4 (Human Factors Councils (HFCs) Success) and Issue Paper #18 (Human Factors Councils (HFCs) Success - Revisited). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #8 (High "Don't Know Response Rates . . . Do they Indicate Needed Training?). Refer to ISSUE PAPERS on the menu sidebar.
Offer a monthly "Retribution Free" discussion period for flight crew and maintainers to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Incorporate mentorship at every level.
Monitor aggressive aircrew who think rules aren't necessary.
Beware of and monitor fatigue levels of your personnel.
Integrate the ORM process into identifying/managing high risk personnel.
Establish, communicate (make visible), and enforce performance standards in your command.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

Human Factors Councils have been successful in identifying aircrew members who pose a risk to safety.

Review personnel jackets for drug/alchol histories.
See Issue Paper #4 (Human Factors Councils (HFCs) Success) and Issue Paper #18 (Human Factors Councils (HFCs) Success - Revisited). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #8 (High "Don't Know Response Rates . . . Do they Indicate Needed Training?). Refer to ISSUE PAPERS on the menu sidebar.
Increase the number of Human Factors Councils (HFCs) completed on deployed detachments.
Monitor aggressive aircrew who think rules aren't necessary.
Be aware of improper perceptions by your personnel.
Beware of and monitor fatigue levels of your personnel.
Integrate the ORM process into identifying/managing high risk personnel.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
See Issue Paper #28 (Use of the Flight Surgeon). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

Human Factors Boards have been successful reducing chances of an aircraft mishap due to high-risk aviator.

See Issue Paper #8 (High "Don't Know Response Rates . . . Do they Indicate Needed Training?). Refer to ISSUE PAPERS on the menu sidebar.
Be aware of improper perceptions by your personnel.
See Issue Paper #28 (Use of the Flight Surgeon). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

My command makes effective use of the flight surgeon to help identify and manage high-risk personnel.

See Issue Paper #4 (Human Factors Councils (HFCs) Success) and Issue Paper #18 (Human Factors Councils (HFCs) Success - Revisited). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #8 (High "Don't Know Response Rates . . . Do they Indicate Needed Training?). Refer to ISSUE PAPERS on the menu sidebar.
Increase the number of Human Factors Councils (HFCs) completed on deployed detachments.
Be aware of improper perceptions by your personnel.
Beware of and monitor fatigue levels of your personnel.
See Issue Paper #28 (Use of the Flight Surgeon). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

Command leadership encourages reporting safety discrepancies without the fear of negative repercussions.

A strong "Anymouse" program includes: strategic box location with forms easily accessable, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Offer a monthly "Retribution Free" discussion period for flight crew and maintainers to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Put a process in place for the CO's suggestion boxes and follow it . . . ensure the boxes are well placed, forms are accessible, boxes are regularly checked, CO initials each input, specific members comment as CO sees appropriate, CO briefs results at NEXT formation and they are posted for all to read.
Monitor aggressive aircrew who think rules aren't necessary.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your unit has an effective "anymouse" program.
Ensure your unit has a safety climate that encourages reporting safety issues.
See Issue Paper #19 (A Room with One Window . . . a 30% Solution). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #23 (One Example of the Value of Survey Open-Ended Responses). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #38 (Command Leadership). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

Individuals in my command are willing to report safety violations, unsafe behaviors or hazardous conditions.

A strong "Anymouse" program includes: strategic box location with forms easily accessable, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Offer a monthly "Retribution Free" discussion period for flight crew and maintainers to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
CSA/MCAS and Culture Workshops are two risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Monitor aggressive aircrew who think rules aren't necessary.
Ensure your unit has an effective "anymouse" program.
Ensure your unit has an effective safety awards program.
Ensure your unit has a safety climate that encourages reporting safety issues.
See Issue Paper #19 (A Room with One Window . . . a 30% Solution). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #23 (One Example of the Value of Survey Open-Ended Responses). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

In my command, peer influence is effective at discouraging violations of standard operating procedures, or safety rules.

Monitor aggressive aircrew who think rules aren't necessary.
Ensure your unit has an effective sponsorship program.
Ensure your unit has a safety climate that encourages reporting safety issues.
See Issue Paper #19 (A Room with One Window . . . a 30% Solution). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

In my command, we believe safety is an integral part of all flight operations.

CO sets aside a "dialogue period" with aircrew/maintainers and discusses pertinent issues, such as: individual flight time, training requirements, the latest rumors, etc.
Offer a monthly "Retribution Free" discussion period for flight crew and maintainers to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Tightened crew rest/crew day adherence through advanced scheduling.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
See Issue Paper #29 (Top Five - Bottom Five CSA/MCAS Response Averages). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

In my command, anyone who intentionally violates standard procedures, or safety rules, is swiftly corrected.

See Issue Paper #4 (Human Factors Councils (HFCs) Success). Refer to ISSUE PAPERS on the menu sidebar.
[The CO should] Reinforce "by the book" using the book (e.g., discussing "crew rest" with the crew rest instruction in hand).
Offer a monthly "Retribution Free" discussion period for flight crew and maintainers to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Monitor aggressive aircrew who think rules aren't necessary.
Monitor supervisors who think it's okay to cut corners.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
See Issue Paper #35 (Discipline). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

In my command, violations of operating procedures, flying regulations, or general flight discipline are rare.

See Issue Paper #4 (Human Factors Councils (HFCs) Success). Refer to ISSUE PAPERS on the menu sidebar.
Offer a monthly "Retribution Free" discussion period for flight crew and maintainers to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Monitor aggressive aircrew who think rules aren't necessary.
Ensure your unit has a safety climate that encourages reporting safety issues.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
See Issue Paper #35 (Discipline). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

Leaders in my command encourage everyone to be safety conscious and to follow the rules.

See Issue Paper #2 (Saying "No" Isn't Part of Naval Aviation Culture). Refer to ISSUE PAPERS on the menu sidebar.
[The CO should] Reinforce "by the book" using the book (e.g., discussing "crew rest" with the crew rest instruction in hand).
Recognize a Safety–Pro of the Month with a parking spot as a reward.
Tightened crew rest/crew day adherence through advanced scheduling.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Check to see if your junior officers are leading at their level.
Use the wardroom and Chief's mess on appropriate issues.
Balance the delicate issues of ops/pers tempo with mission accomplishment.
Monitor aggressive aircrew who think rules aren't necessary.
Monitor and be aware of perceived mission creep.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
Take the time to mentor subordinate leaders on ORM processes.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Request ORM training from higher headquarters (e.g., Naval Safety Command).
See Issue Paper #29 (Top Five - Bottom Five CSA/MCAS Response Averages). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #38 (Command Leadership). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

In this command, an aviator who persistently violates flight standards and rules will seriously jeopardize his/her career.

See Issue Paper #4 (Human Factors Councils (HFCs) Success). Refer to ISSUE PAPERS on the menu sidebar.
[The CO should] Reinforce "by the book" using the book (e.g., discussing "crew rest" with the crew rest instruction in hand).
Offer a monthly "Retribution Free" discussion period for flight crew and maintainers to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Monitor aggressive aircrew who think rules aren't necessary.
Ensure your unit has a safety climate that encourages reporting safety issues.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
See Issue Paper #35 (Discipline). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

I am NOT comfortable reporting a safety violation, because people in my command would react negatively toward me.

CSA/MCAS and Culture Workshops are two risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Monitor aggressive aircrew who think rules aren't necessary.
Monitor supervisors who think it's okay to cut corners.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your unit has an effective "anymouse" program.
Ensure your unit has an effective safety awards program.
Ensure your unit has a safety climate that encourages reporting safety issues.
See Issue Paper #19 (A Room with One Window . . . a 30% Solution). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #23 (One Example of the Value of Survey Open-Ended Responses). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

My command has a reputation for high-quality performance.

Set the bar extremely high. Sailors only reach as high as the command's stated goals.
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
A strong "Anymouse" program includes: strategic box location with forms easily accessable, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Formalized maintenance training (not just OJT to work gripes). Officers/CPO leadership personally monitor training sessions to ensure quality.
Implement a formal training plan (something it never had before).
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
The Maintenance Officer personally develops a Personnel Qualification Standard (PQS) for new branch officers.
CSA/MCAS and Culture Workshops are two risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Incorporate mentorship at every level.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Be aware of improper perceptions by your personnel.
"Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family."
Integrate the ORM process into planning and executing operations.
Conduct after-action reviews of operational events.
Leaders should implement ORM processes into their operations.
Ensure your unit safety council/committee programs are effective.
Ensure your unit has an effective "anymouse" program.
Ensure your unit has an effective safety awards program.
Ensure your unit has an effective sponsorship program.
Ensure your unit has a safety climate that encourages reporting safety issues.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
See Issue Paper #29 (Top Five - Bottom Five CSA/MCAS Response Averages). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

My command sets high quality standards and strives to maintain quality control.

Set the bar extremely high. Sailors only reach as high as the command's stated goals.
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
A strong "Anymouse" program includes: strategic box location with forms easily accessable, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Formalized maintenance training (not just OJT to work gripes). Officers/CPO leadership personally monitor training sessions to ensure quality.
Implement a formal training plan (something it never had before).
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
The Maintenance Officer personally develops a Personnel Qualification Standard (PQS) for new branch officers.
Monitor supervisors who think it's okay to cut corners.
Monitor turnover in personnel.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Establish, communicate (make visible), and enforce performance standards in your command.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

My command closely monitors quality and corrects any deviations from established quality standards.

Set the bar extremely high. Sailors only reach as high as the command's stated goals.
Formalized maintenance training (not just OJT to work gripes). Officers/CPO leadership personally monitor training sessions to ensure quality.
Establish a "standardization cadre" of experienced flight instructors specific to nuggets' needs.
The Maintenance Officer personally develops a Personnel Qualification Standard (PQS) for new branch officers.
CSA/MCAS and Culture Workshops are two risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Check to see if your junior officers are leading at their level.
Use the wardroom and Chief's mess on appropriate issues.
Monitor aggressive aircrew who think rules aren't necessary.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Ensure your unit has a safety climate that encourages reporting safety issues.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Establish, communicate (make visible), and enforce performance standards in your command.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

Quality standards in my command are clearly stated in formal publications and procedural guides.

See Issue Paper #4 (Human Factors Councils (HFCs) Success) and Issue Paper #18 (Human Factors Councils (HFCs) Success - Revisited). Refer to ISSUE PAPERS on the menu sidebar.
The Maintenance Officer personally develops a Personnel Qualification Standard (PQS) for new branch officers.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Monitor aggressive aircrew who think rules aren't necessary.
Monitor supervisors who think it's okay to cut corners.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Establish, communicate (make visible), and enforce performance standards in your command.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

Command leaders permit cutting corners to get a job done.

The CO frequently reinforces the fact that cutting corners is not tolerated in this organization. The CO ensures department heads and senior supervisory personnel understand that this is the only acceptable policy.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Check to see if your junior officers are leading at their level.
Use the wardroom and Chief's mess on appropriate issues.
Balance the delicate issues of ops/pers tempo with mission accomplishment.
Monitor supervisors who think it's okay to cut corners.
Integrate the ORM process into planning and executing operations.
Take the time to mentor subordinate leaders on ORM processes.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Request ORM training from higher headquarters (e.g., Naval Safety Command).
Review the OPTEMPO of your unit and its effect on safety and unit performance.
See Issue Paper #22 (Cutting Corners to Get a Job Done). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #25 (Morale and Motivation). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #26 (Shortages). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #36 (What Risk?). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

Lack of experienced personnel has adversely affected my command's ability to operate safely.

Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of military occupational specialties (MOSs).
Use CSA/MCAS to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Use the wardroom and Chief's mess on appropriate issues.
Incorporate mentorship at every level.
Monitor turnover in personnel.
Beware of mis-management due to insufficient mid-grade enlisted leadership.
Assign, educate, and employ ORM instructors in your unit.
Integrate the ORM process into planning and executing operations.
Leaders should implement ORM processes into their operations.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
Take the time to mentor subordinate leaders on ORM processes.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
See Issue Paper #13 (Resource Adequacy -vs- Organizational Commitments). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #20 (Exploring Day Crew - Night Crew Relationships). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #22 (Cutting Corners to Get a Job Done). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #24 (Risk Homeostasis Theory). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #25 (Morale and Motivation). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #26 (Shortages). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #29 (Top Five - Bottom Five CSA/MCAS Response Averages). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #36 (What Risk?). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

Safety decisions are made at the proper levels, by the most qualified people in my command.

Increase the number of Human Factors Councils (HFCs) completed on deployed detachments.
Use the wardroom and Chief's mess on appropriate issues.
Monitor turnover in personnel.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Integrate the ORM process into planning and executing operations.
Leaders should implement ORM processes into their operations.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
See Issue Paper #36 (What Risk?). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

Command leaders consider safety issues during the formation and execution of operational and training plans.

Formalized maintenance training (not just OJT to work gripes). Officers/CPO leadership personally monitor training sessions to ensure quality.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Balance the delicate issues of ops/pers tempo with mission accomplishment.
Integrate the ORM process into planning and executing operations.
Leaders should implement ORM processes into their operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
See Issue Paper #36 (What Risk?). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #38 (Command Leadership). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

Command leadership has a clear picture of the risks associated with its flight operations.

See Issue Paper #4 (Human Factors Councils (HFCs) Success) and Issue Paper #18 (Human Factors Councils (HFCs) Success - Revisited). Refer to ISSUE PAPERS on the menu sidebar.
CO sets aside a "dialogue period" with aircrew/maintainers and discusses pertinent issues, such as: individual flight time, training requirements, the latest rumors, etc.
Offer a monthly "Retribution Free" discussion period for flight crew and maintainers to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Implement a formal training plan (something it never had before).
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Use CSA/MCAS results to develop a presentation for the command's participants (FEEDBACK!).
Put a process in place for the CO's suggestion boxes and follow it . . . ensure the boxes are well placed, forms are accessible, boxes are regularly checked, CO initials each input, specific members comment as CO sees appropriate, CO briefs results at NEXT formation and they are posted for all to read.
Check to see if your junior officers are leading at their level.
Balance the delicate issues of ops/pers tempo with mission accomplishment.
Be aware of collateral mission creep.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Beware of mis-management due to insufficient mid-grade enlisted leadership.
Monitor and be aware of perceived mission creep.
Be aware of seniors that are not malleable to change (for that matter, be aware of juniors, too).
Provide a "state of the squadron" address. It will help you find our where you are and communicate it to your subordinates.
Assign, educate, and employ ORM instructors in your unit.
Integrate the ORM process into planning and executing operations.
Leaders should implement ORM processes into their operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
See Issue Paper #13 (Resource Adequacy -vs- Organizational Commitments). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #20 (Exploring Day Crew - Night Crew Relationships). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #21 (Operational Risk Management [ORM]). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #22 (Cutting Corners to Get a Job Done). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #23 (One Example of the Value of Survey Open-Ended Responses). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #36 (What Risk?). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #38 (Command Leadership). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

My command takes the time to identify and assess risks associated with its flight operations.

See Issue Paper #4 (Human Factors Councils (HFCs) Success). Refer to ISSUE PAPERS on the menu sidebar.
CO sets aside a "dialogue period" with aircrew/maintainers and discusses pertinent issues, such as: individual flight time, training requirements, the latest rumors, etc.
Establish a "standardization cadre" of experienced flight instructors specific to nuggets' needs.
Offer a monthly "Retribution Free" discussion period for flight crew and maintainers to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
CSA/MCAS and Culture Workshops are two risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Use the wardroom and Chief's mess on appropriate issues.
Balance the delicate issues of ops/pers tempo with mission accomplishment.
Monitor aggressive aircrew who think rules aren't necessary.
Be aware of collateral mission creep.
Assign, educate, and employ ORM instructors in your unit.
Integrate the ORM process into planning and executing operations.
Leaders should implement ORM processes into their operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
See Issue Paper #23 (One Example of the Value of Survey Open-Ended Responses). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #36 (What Risk?). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

My command does a good job managing risks associated with its flight operations.

See Issue Paper #4 (Human Factors Councils (HFCs) Success) and Issue Paper #18 (Human Factors Councils (HFCs) Success - Revisited). Refer to ISSUE PAPERS on the menu sidebar.
Establish a "standardization cadre" of experienced flight instructors specific to nuggets' needs.
Offer a monthly "Retribution Free" discussion period for flight crew and maintainers to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Increase the number of Human Factors Councils (HFCs) completed on deployed detachments.
Implement a formal training plan (something it never had before).
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
CSA/MCAS and Culture Workshops are two risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Use the wardroom and Chief's mess on appropriate issues.
Balance the delicate issues of ops/pers tempo with mission accomplishment.
Monitor aggressive aircrew who think rules aren't necessary.
Assign, educate, and employ ORM instructors in your unit.
Integrate the ORM process into planning and executing operations.
Conduct after-action reviews of operational events.
Leaders should implement ORM processes into their operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
See Issue Paper #36 (What Risk?). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

My command has increased the chances of a mishap due to inadequate or incorrect risk assessment.

See Issue Paper #4 (Human Factors Councils (HFCs) Success). Refer to ISSUE PAPERS on the menu sidebar.
Tightened crew rest/crew day adherence through advanced scheduling.
Be aware of improper perceptions by your personnel.
Assign, educate, and employ ORM instructors in your unit.
Integrate the ORM process into planning and executing operations.
Leaders should implement ORM processes into their operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Request ORM training from higher headquarters (e.g., Naval Safety Command).
See Issue Paper #36 (What Risk?). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #40 (Driving to/from Work). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

I am provided adequate resources (time, staffing, budget, and equipment) to accomplish my job.

Formalized maintenance training (not just OJT to work gripes). Officers/CPO leadership personally monitor training sessions to ensure quality.
Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of military occupational specialties (MOSs).
Balance the delicate issues of ops/pers tempo with mission accomplishment.
Incorporate mentorship at every level.
Monitor turnover in personnel.
Be aware of collateral mission creep.
Be aware of the consequences of training with fewer resources.
Beware of mis-management due to insufficient mid-grade enlisted leadership.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
See Issue Paper #13 (Resource Adequacy -vs- Organizational Commitments). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #20 (Exploring Day Crew - Night Crew Relationships). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #22 (Cutting Corners to Get a Job Done). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #25 (Morale and Motivation). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #26 (Shortages). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #29 (Top Five - Bottom Five CSA/MCAS Response Averages). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #36 (What Risk?). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

My command provides the right number of flight hours per month for me to fly safely.

See Issue Paper #10 (Aircrew Training). Refer to ISSUE PAPERS on the menu sidebar.
Be aware of improper perceptions by your personnel.
Be aware of the consequences of training with fewer resources.
See Issue Paper #13 (Resource Adequacy -vs- Organizational Commitments). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #26 (Shortages). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #36 (What Risk?). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

I have adequate time to prepare for and brief my flights.

Tightened crew rest/crew day adherence through advanced scheduling.
Be aware of the consequences of training with fewer resources.
Beware of and monitor fatigue levels of your personnel.
Invest the time (in training) now. It'll cost you, but less than later.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
See Issue Paper #13 (Resource Adequacy -vs- Organizational Commitments). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #22 (Cutting Corners to Get a Job Done). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #26 (Shortages). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #36 (What Risk?). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

Based upon my command's personnel and other assets, the command is over-committed.

Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of military occupational specialties (MOSs).
Tightened crew rest/crew day adherence through advanced scheduling.
Balance the delicate issues of ops/pers tempo with mission accomplishment.
Monitor turnover in personnel.
Be aware of collateral mission creep.
Be aware of the consequences of training with fewer resources.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Beware of mis-management due to insufficient mid-grade enlisted leadership.
Integrate the ORM process into planning and executing operations.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Leadership should establish unit priorities (at all levels) and live by them.
See Issue Paper #13 (Resource Adequacy -vs- Organizational Commitments). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #20 (Exploring Day Crew - Night Crew Relationships). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #22 (Cutting Corners to Get a Job Done). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #25 (Morale and Motivation). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #26 (Shortages). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #29 (Top Five - Bottom Five CSA/MCAS Response Averages). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #36 (What Risk?). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

My command has incorporated Operational Risk Management processes in decision-making at all levels.

See Issue Paper #4 (Human Factors Councils (HFCs) Success). Refer to ISSUE PAPERS on the menu sidebar.
Are ORM Worksheets in your command being "gamed" by aircrew to keep go/no-go decisions at their level?
CO sets aside a "dialogue period" with aircrew/maintainers and discusses pertinent issues, such as: individual flight time, training requirements, the latest rumors, etc.
Use CSA/MCAS to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
CSA/MCAS and Culture Workshops are two risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Monitor aggressive aircrew who think rules aren't necessary.
"Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family."
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Integrate the ORM process into planning and executing operations.
Leaders should implement ORM processes into their operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Request ORM training from higher headquarters (e.g., Naval Safety Command).
See Issue Paper #21 (Operational Risk Management [ORM]). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #36 (What Risk?). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

My supervisor can be relied on to keep his/her word.

Leadership by Walking Around remains the #1 leadership tool as seen through the eyes of junior personnel. Is your command's leadership/supervisors staring at their computer screens or getting "out and about"?
Use the wardroom and Chief's mess on appropriate issues.
Establish, communicate (make visible), and enforce performance standards in your command.
Ensure your unit solicits and values honest feedback.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

Our command leaders and supervisors can be trusted.

COs who prioritize the betterment of their command over the betterment of their careers have the most "operationally excellent" squadrons.
"Operationally Excellent" squadrons have a mission statement that is clearly understood by all members of the command.
Leadership by Walking Around remains the #1 leadership tool as seen through the eyes of junior personnel. Is your command's leadership/supervisors staring at their computer screens or getting "out and about"?
Check to see if your junior officers are leading at their level.
"Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family."
Establish, communicate (make visible), and enforce performance standards in your command.
Ensure your unit solicits and values honest feedback.
See Issue Paper #38 (Command Leadership). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

My command's Safety Officer is highly regarded.

CSA/MCAS and Culture Workshops are two risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Be aware of improper perceptions by your personnel.
CO moved the Safety office next to the CO's and XO's offices to place emphasis on the unit's safety program and emphasize the relationship between the CO/XO and the Safety Officer/ASO.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
See Issue Paper #39 (Safety Department). Refer to ISSUE PAPERS on the menu sidebar.
Make the Safety/NATOPS Department a "powerhouse" by adding pilot training and the WTI/tactics to it.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

Our Safety Officer is influential in promoting safety.

Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
CSA/MCAS and Culture Workshops are two risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Be aware of improper perceptions by your personnel.
CO moved the Safety office next to the CO's and XO's offices to place emphasis on the unit's safety program and emphasize the relationship between the CO/XO and the Safety Officer/ASO.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
See Issue Paper #39 (Safety Department). Refer to ISSUE PAPERS on the menu sidebar.
Make the Safety/NATOPS Department a "powerhouse" by adding pilot training and the WTI/tactics to it.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

My command is genuinely concerned about safety.

COs who prioritize the betterment of their command over the betterment of their careers have the most "operationally excellent" squadrons.
"Operationally Excellent" squadrons have a mission statement that is clearly understood by all members of the command.
A strong "Anymouse" program includes: strategic box location with forms easily accessable, a chain of command routing form, feedback during verbal forums, and public posting of action results.
See Issue Paper #4 (Human Factors Councils (HFCs) Success) and Issue Paper #18 (Human Factors Councils (HFCs) Success - Revisited). Refer to ISSUE PAPERS on the menu sidebar.
Leadership by Walking Around remains the #1 leadership tool as seen through the eyes of junior personnel. Is your command's leadership/supervisors staring at their computer screens or getting "out and about"?
CO personally reviews all personnel jackets for drug/alcohol histories, and implements controls for those identified as high-risk.
CO sets aside a "dialogue period" with aircrew/maintainers and discusses pertinent issues, such as: individual flight time, training requirements, the latest rumors, etc.
More frequent Captain's Calls to ensure the CO is personally getting the word to the troops.
[The CO should] Reinforce "by the book" using the book (e.g., discussing "crew rest" with the crew rest instruction in hand).
Establish a "standardization cadre" of experienced flight instructors specific to nuggets' needs.
Offer a monthly "Retribution Free" discussion period for flight crew and maintainers to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
There is no substitute for "pounding the pavement with the troops" to improve lines of communication.
Use CSA/MCAS results to develop a presentation for the command's participants (FEEDBACK!).
Put a process in place for the CO's suggestion boxes and follow it . . . ensure the boxes are well placed, forms are accessible, boxes are regularly checked, CO initials each input, specific members comment as CO sees appropriate, CO briefs results at NEXT formation and they are posted for all to read.
CO concludes formations by asking personnel if anyone has heard any rumors, vice the more standard, "Does anyone have any questions for me?" . . . . Gets better results.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
CSA/MCAS and Culture Workshops are two risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Use the wardroom and Chief's mess on appropriate issues.
Balance the delicate issues of ops/pers tempo with mission accomplishment.
Monitor aggressive aircrew who think rules aren't necessary.
Monitor supervisors who think it's okay to cut corners.
Be aware of improper perceptions by your personnel.
Provide a "state of the squadron" address. It will help you find our where you are and communicate it to your subordinates.
CO moved the Safety office next to the CO's and XO's offices to place emphasis on the unit's safety program and emphasize the relationship between the CO/XO and the Safety Officer/ASO.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Establish, communicate (make visible), and enforce performance standards in your command.
Leadership should establish unit priorities (at all levels) and live by them.
See Issue Paper #19 (A Room with One Window . . . a 30% Solution). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #23 (One Example of the Value of Survey Open-Ended Responses). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #29 (Top Five - Bottom Five CSA/MCAS Response Averages). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #40 (Driving to/from Work). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

Command leadership is successful in communicating its safety goals to unit personnel.

Some "best traits" seen in COs include: strong integrity (comply with their own policies), strong communicators, multiple channels of communication, knowing their people by name, hand-written letters to sponsors/parents, & MBWA.
"Operationally Excellent" squadrons have a mission statement that is clearly understood by all members of the command.
Leadership by Walking Around remains the #1 leadership tool as seen through the eyes of junior personnel. Is your command's leadership/supervisors staring at their computer screens or getting "out and about"?
CO sets aside a "dialogue period" with aircrew/maintainers and discusses pertinent issues, such as: individual flight time, training requirements, the latest rumors, etc.
More frequent Captain's Calls to ensure the CO is personally getting the word to the troops.
[The CO should] Reinforce "by the book" using the book (e.g., discussing "crew rest" with the crew rest instruction in hand).
Use CSA/MCAS results to develop a presentation for the command's participants (FEEDBACK!).
Communication is key across all pay grades. Ensure it happens.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
Ensure the chain of command is engaged.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
No matter how much technology you thow at a problem, communication still requires face-to-face interaction.
It's too easy for the word not to make it down the chain of command. Ensure it does through feedback.
Do not allow poor communication due to too much reliance on one-way emails.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
CSA/MCAS and Culture Workshops are two risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Balance the delicate issues of ops/pers tempo with mission accomplishment.
Monitor and be aware of perceived mission creep.
"Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family."
Provide a "state of the squadron" address. It will help you find our where you are and communicate it to your subordinates.
Take the time to mentor subordinate leaders on ORM processes.
Ensure your unit safety council/committee programs are effective.
Establish, communicate (make visible), and enforce performance standards in your command.
Leadership should establish unit priorities (at all levels) and live by them.
See Issue Paper #19 (A Room with One Window . . . a 30% Solution). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #38 (Command Leadership). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

My command provides a positive command climate that promotes safe flight operations.

"Operationally Excellent" squadrons have a mission statement that is clearly understood by all members of the command.
Leadership by Walking Around remains the #1 leadership tool as seen through the eyes of junior personnel. Is your command's leadership/supervisors staring at their computer screens or getting "out and about"?
CO sets aside a "dialogue period" with aircrew/maintainers and discusses pertinent issues, such as: individual flight time, training requirements, the latest rumors, etc.
Offer a monthly "Retribution Free" discussion period for flight crew and maintainers to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
CO concludes formations by asking personnel if anyone has heard any rumors, vice the more standard, "Does anyone have any questions for me?" . . . . Gets better results.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
CSA/MCAS and Culture Workshops are two risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Balance the delicate issues of ops/pers tempo with mission accomplishment.
Incorporate mentorship at every level.
Monitor aggressive aircrew who think rules aren't necessary.
Monitor supervisors who think it's okay to cut corners.
"Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family."
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your unit has a safety climate that encourages reporting safety issues.
Leadership should establish unit priorities (at all levels) and live by them.
Ensure your unit solicits and values honest feedback.
See Issue Paper #19 (A Room with One Window . . . a 30% Solution). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

Command leadership is actively involved in the safety program and management of safety matters.

"Operationally Excellent" squadrons have a mission statement that is clearly understood by all members of the command.
Review personnel jackets for drug/alcohol histories.
A strong "Anymouse" program includes: strategic box location with forms easily accessable, a chain of command routing form, feedback during verbal forums, and public posting of action results.
See Issue Paper #4 (Human Factors Councils (HFCs) Success) and Issue Paper #18 (Human Factors Councils (HFCs) Success - Revisited). Refer to ISSUE PAPERS on the menu sidebar.
Leadership by Walking Around remains the #1 leadership tool as seen through the eyes of junior personnel. Is your command's leadership/supervisors staring at their computer screens or getting "out and about"?
CO sets aside a "dialogue period" with aircrew/maintainers and discusses pertinent issues, such as: individual flight time, training requirements, the latest rumors, etc.
Focus renewed attention on maintenance shift turnover.
Tightened crew rest/crew day adherence through advanced scheduling.
There is no substitute for "pounding the pavement with the troops" to improve lines of communication.
Put a process in place for the CO's suggestion boxes and follow it . . . ensure the boxes are well placed, forms are accessible, boxes are regularly checked, CO initials each input, specific members comment as CO sees appropriate, CO briefs results at NEXT formation and they are posted for all to read.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
CSA/MCAS and Culture Workshops are two risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Check to see if your junior officers are leading at their level.
Balance the delicate issues of ops/pers tempo with mission accomplishment.
Incorporate mentorship at every level.
Monitor aggressive aircrew who think rules aren't necessary.
Be aware of seniors that are not malleable to change (for that matter, be aware of juniors, too).
"Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family."
Take the time to mentor subordinate leaders on ORM processes.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your unit has an effective "anymouse" program.
Ensure your unit has an effective safety awards program.
Establish, communicate (make visible), and enforce performance standards in your command.
Leadership should establish unit priorities (at all levels) and live by them.
Ensure your unit solicits and values honest feedback.
Unit routinely conducts officer safety council and enlisted safety committee meetings (in accordance with applicable directives) to review SOPs and operating procedures.
See Issue Paper #23 (One Example of the Value of Survey Open-Ended Responses). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #40 (Driving to/from Work). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

Command leadership sets the example for compliance with flight standards.

Officers and CPOs/SNCOs set the standard for alcohol use at home and deployed.
Some "best traits" seen in COs include: strong integrity (comply with their own policies), strong communicators, multiple channels of communication, knowing their people by name, hand-written letters to sponsors/parents, & MBWA.
See Issue Paper #2 (Saying "No" Isn't Part of Naval Aviation Culture). Refer to ISSUE PAPERS on the menu sidebar.
Leadership by Walking Around remains the #1 leadership tool as seen through the eyes of junior personnel. Is your command's leadership/supervisors staring at their computer screens or getting "out and about"?
[The CO should] Reinforce "by the book" using the book (e.g., discussing "crew rest" with the crew rest instruction in hand).
Establish a "standardization cadre" of experienced flight instructors specific to nuggets' needs.
Tightened crew rest/crew day adherence through advanced scheduling.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Check to see if your junior officers are leading at their level.
Monitor aggressive aircrew who think rules aren't necessary.
Be aware of seniors that are not malleable to change (for that matter, be aware of juniors, too).
"Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family."
Leaders should implement ORM processes into their operations.
Establish, communicate (make visible), and enforce performance standards in your command.
Leadership should establish unit priorities (at all levels) and live by them.
See Issue Paper #38 (Command Leadership). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

My command ensures that all unit members are responsible and accountable for safe flight operations.

Leadership by Walking Around remains the #1 leadership tool as seen through the eyes of junior personnel. Is your command's leadership/supervisors staring at their computer screens or getting "out and about"?
Use the wardroom and Chief's mess on appropriate issues.
Incorporate mentorship at every level.
Monitor aggressive aircrew who think rules aren't necessary.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Integrate the ORM process into planning and executing operations.
Ensure your unit has a safety climate that encourages reporting safety issues.
Establish, communicate (make visible), and enforce performance standards in your command.
Leadership should establish unit priorities (at all levels) and live by them.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

Command leadership willingly assists in providing advice concerning safety matters.

COs who prioritize the betterment of their command over the betterment of their careers have the most "operationally excellent" squadrons.
A strong "Anymouse" program includes: strategic box location with forms easily accessable, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Leadership by Walking Around remains the #1 leadership tool as seen through the eyes of junior personnel. Is your command's leadership/supervisors staring at their computer screens or getting "out and about"?
CO sets aside a "dialogue period" with aircrew/maintainers and discusses pertinent issues, such as: individual flight time, training requirements, the latest rumors, etc.
Establish a "standardization cadre" of experienced flight instructors specific to nuggets' needs.
Use CSA/MCAS results to develop a presentation for the command's participants (FEEDBACK!).
Put a process in place for the CO's suggestion boxes and follow it . . . ensure the boxes are well placed, forms are accessible, boxes are regularly checked, CO initials each input, specific members comment as CO sees appropriate, CO briefs results at NEXT formation and they are posted for all to read.
Check to see if your junior officers are leading at their level.
Use the wardroom and Chief's mess on appropriate issues.
Leaders should implement ORM processes into their operations.
Take the time to mentor subordinate leaders on ORM processes.
Ensure your unit has a safety climate that encourages reporting safety issues.
Establish, communicate (make visible), and enforce performance standards in your command.
Leadership should establish unit priorities (at all levels) and live by them.
Ensure your unit solicits and values honest feedback.
See Issue Paper #38 (Command Leadership). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #40 (Driving to/from Work). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

Command leadership reacts well to unexpected changes to its plans.

A strong "Anymouse" program includes: strategic box location with forms easily accessable, a chain of command routing form, feedback during verbal forums, and public posting of action results.
See Issue Paper #2 (Saying "No" Isn't Part of Naval Aviation Culture). Refer to ISSUE PAPERS on the menu sidebar.
Leadership by Walking Around remains the #1 leadership tool as seen through the eyes of junior personnel. Is your command's leadership/supervisors staring at their computer screens or getting "out and about"?
CSA/MCAS and Culture Workshops are two risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Be aware of seniors that are not malleable to change (for that matter, be aware of juniors, too).
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your unit has a safety climate that encourages reporting safety issues.
Leadership should establish unit priorities (at all levels) and live by them.
See Issue Paper #19 (A Room with One Window . . . a 30% Solution). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #37 (Resilience Engineering). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #38 (Command Leadership). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

My command does not hesitate to temporarily restrict from flying individuals who are under high personal stress.

Leadership by Walking Around remains the #1 leadership tool as seen through the eyes of junior personnel. Is your command's leadership/supervisors staring at their computer screens or getting "out and about"?
Monitor aggressive aircrew who think rules aren't necessary.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Ensure your unit has a safety climate that encourages reporting safety issues.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

I am adequately trained to safely conduct all of my flights.

See Issue Paper #10 (Aircrew Training). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #11 (Aircrew Training -vs- Skill Based Error (SBE)). Refer to ISSUE PAPERS on the menu sidebar.
Establish a "standardization cadre" of experienced flight instructors specific to nuggets' needs.
Implement a formal training plan (something it never had before).
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Incorporate mentorship at every level.
Monitor turnover in personnel.
Be aware of the consequences of training with fewer resources.
Invest the time (in training) now. It'll cost you, but less than later.
Assign, educate, and employ ORM instructors in your unit.
Take the time to mentor subordinate leaders on ORM processes.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

Morale and motivation in my command are high.

COs who prioritize the betterment of their command over the betterment of their careers have the most "operationally excellent" squadrons.
Some "best traits" seen in COs include: strong integrity (comply with their own policies), strong communicators, multiple channels of communication, knowing their people by name, hand-written letters to sponsors/parents, & MBWA.
"Operationally Excellent" squadrons have a mission statement that is clearly understood by all members of the command.
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
A strong "Anymouse" program includes: strategic box location with forms easily accessable, a chain of command routing form, feedback during verbal forums, and public posting of action results.
CO sets aside a "dialogue period" with aircrew/maintainers and discusses pertinent issues, such as: individual flight time, training requirements, the latest rumors, etc.
More frequent Captain's Calls to ensure the CO is personally getting the word to the troops.
The Maintenance Officer personally develops a Personnel Qualification Standard (PQS) for new branch officers.
CSA/MCAS and Culture Workshops are two risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Incorporate mentorship at every level.
Monitor turnover in personnel.
Be aware of improper perceptions by your personnel.
Use special staff (e.g., chaplin, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
See Issue Paper #25 (Morale and Motivation). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #26 (Shortages). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #29 (Top Five - Bottom Five CSA/MCAS Response Averages). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

My command ensures the uniform enforcement of all operating standards among unit members.

I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
CSA/MCAS and Culture Workshops are two risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Monitor aggressive aircrew who think rules aren't necessary.
Establish, communicate (make visible), and enforce performance standards in your command.
Leadership should establish unit priorities (at all levels) and live by them.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

Crew rest standards are enforced in my command.

COs who prioritize the betterment of their command over the betterment of their careers have the most "operationally excellent" squadrons.
Some "best traits" seen in COs include: strong integrity (comply with their own policies), strong communicators, multiple channels of communication, knowing their people by name, hand-written letters to sponsors/parents, & MBWA.
See Issue Paper #2 (Saying "No" Isn't Part of Naval Aviation Culture). Refer to ISSUE PAPERS on the menu sidebar.
Tightened crew rest/crew day adherence through advanced scheduling.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Use the wardroom and Chief's mess on appropriate issues.
Monitor aggressive aircrew who think rules aren't necessary.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Integrate the ORM process into planning and executing operations.
Leaders should implement ORM processes into their operations.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Establish, communicate (make visible), and enforce performance standards in your command.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Leadership should establish unit priorities (at all levels) and live by them.
See Issue Paper #21 (Operational Risk Management [ORM]). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

In my command, NATOPS tests and check rides are conducted as intended, to candidly assess aircrew qualifications.

Monitor aggressive aircrew who think rules aren't necessary.
Establish, communicate (make visible), and enforce performance standards in your command.
Leadership should establish unit priorities (at all levels) and live by them.
Ensure your unit solicits and values honest feedback.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

My command provides adequate safety backups to catch possible human errors during high-risk missions.

Use the wardroom and Chief's mess on appropriate issues.
Monitor aggressive aircrew who think rules aren't necessary.
Monitor turnover in personnel.
Integrate the ORM process into planning and executing operations.
Leaders should implement ORM processes into their operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

Within my command, good communications flow exists up and down the chain of command.

Some "best traits" seen in COs include: strong integrity (comply with their own policies), strong communicators, multiple channels of communication, knowing their people by name, hand-written letters to sponsors/parents, & MBWA.
"Operationally Excellent" squadrons have a mission statement that is clearly understood by all members of the command.
A strong "Anymouse" program includes: strategic box location with forms easily accessable, a chain of command routing form, feedback during verbal forums, and public posting of action results.
See Issue Paper #9 (Communication) and Issue Paper #27 (Communication -- Revisited). Refer to ISSUE PAPERS on the menu sidebar.
CO sets aside a "dialogue period" with aircrew/maintainers and discusses pertinent issues, such as: individual flight time, training requirements, the latest rumors, etc.
Focus renewed attention on maintenance shift turnover.
More frequent Captain's Calls to ensure the CO is personally getting the word to the troops.
Put a process in place for the CO's suggestion boxes and follow it . . . ensure the boxes are well placed, forms are accessible, boxes are regularly checked, CO initials each input, specific members comment as CO sees appropriate, CO briefs results at NEXT formation and they are posted for all to read.
CO concludes formations by asking personnel if anyone has heard any rumors, vice the more standard, "Does anyone have any questions for me?" . . . . Gets better results.
Communication is key across all pay grades. Ensure it happens.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
Ensure the chain of command is engaged.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
No matter how much technology you thow at a problem, communication still requires face-to-face interaction.
It's too easy for the word not to make it down the chain of command. Ensure it does through feedback.
Do not allow poor communication due to too much reliance on one-way emails.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
CSA/MCAS and Culture Workshops are two risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Be aware of improper perceptions by your personnel.
Monitor and be aware of perceived mission creep.
Provide a "state of the squadron" address. It will help you find our where you are and communicate it to your subordinates.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your unit has an effective "anymouse" program.
Ensure your unit has a safety climate that encourages reporting safety issues.
Establish, communicate (make visible), and enforce performance standards in your command.
Ensure your unit solicits and values honest feedback.
See Issue Paper #23 (One Example of the Value of Survey Open-Ended Responses). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

My command has good two-way communication with external commands.

Some "best traits" seen in COs include: strong integrity (comply with their own policies), strong communicators, multiple channels of communication, knowing their people by name, hand-written letters to sponsors/parents, & MBWA.
"Operationally Excellent" squadrons have a mission statement that is clearly understood by all members of the command.
A strong "Anymouse" program includes: strategic box location with forms easily accessable, a chain of command routing form, feedback during verbal forums, and public posting of action results.
See Issue Paper #8 (High "Don't Know Response Rates . . . Do they Indicate Needed Training?). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #9 (Communication) and Issue Paper #27 (Communication -- Revisited). Refer to ISSUE PAPERS on the menu sidebar.
No matter how much technology you thow at a problem, communication still requires face-to-face interaction.
Do not allow poor communication due to too much reliance on one-way emails.
CSA/MCAS and Culture Workshops are two risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Balance the delicate issues of ops/pers tempo with mission accomplishment.
Be aware of improper perceptions by your personnel.
Monitor and be aware of perceived mission creep.
Ensure your unit has a safety climate that encourages reporting safety issues.
Ensure your unit solicits and values honest feedback.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

Safety education and training are adequate in my command.

Formalized maintenance training (not just OJT to work gripes). Officers/CPO leadership personally monitor training sessions to ensure quality.
See Issue Paper #4 (Human Factors Councils (HFCs) Success) and Issue Paper #18 (Human Factors Councils (HFCs) Success - Revisited). Refer to ISSUE PAPERS on the menu sidebar.
Implement a formal training plan (something it never had before).
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Use CSA/MCAS results to develop a presentation for the command's participants (FEEDBACK!).
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Be aware of the consequences of training with fewer resources.
Invest the time (in training) now. It'll cost you, but less than later.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
CO moved the Safety office next to the CO's and XO's offices to place emphasis on the unit's safety program and emphasize the relationship between the CO/XO and the Safety Officer/ASO.
Assign, educate, and employ ORM instructors in your unit.
Integrate the ORM process into planning and executing operations.
Conduct after-action reviews of operational events.
Leaders should implement ORM processes into their operations.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
Take the time to mentor subordinate leaders on ORM processes.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Request ORM training from higher headquarters (e.g., Naval Safety Command).
Leadership should establish unit priorities (at all levels) and live by them.
See Issue Paper #39 (Safety Department). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #40 (Driving to/from Work). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

The Safety Department is a well-respected element of my command.

CSA/MCAS and Culture Workshops are two risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Be aware of improper perceptions by your personnel.
CO moved the Safety office next to the CO's and XO's offices to place emphasis on the unit's safety program and emphasize the relationship between the CO/XO and the Safety Officer/ASO.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
Ensure your unit has a safety climate that encourages reporting safety issues.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Make your ASO a member of the CO's special staff and routinely have him/her attend department head meetings (similar to your flight surgeon).
See Issue Paper #39 (Safety Department). Refer to ISSUE PAPERS on the menu sidebar.
Make the Safety/NATOPS Department a "powerhouse" by adding pilot training and the WTI/tactics to it.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

The Aviation Safety Officer position is a sought after billet in my command.

See Issue Paper #1 (ASO Billet Desirability) and Issue Paper #16 (ASO Billet Desirability - Revisited). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #8 (High "Don't Know Response Rates . . . Do they Indicate Needed Training?). Refer to ISSUE PAPERS on the menu sidebar.
Be aware of improper perceptions by your personnel.
CO moved the Safety office next to the CO's and XO's offices to place emphasis on the unit's safety program and emphasize the relationship between the CO/XO and the Safety Officer/ASO.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
Ensure your unit has a safety climate that encourages reporting safety issues.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Make your ASO a member of the CO's special staff and routinely have him/her attend department head meetings (similar to your flight surgeon).
See Issue Paper #29 (Top Five - Bottom Five CSA/MCAS Response Averages). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #39 (Safety Department). Refer to ISSUE PAPERS on the menu sidebar.
Make the Safety/NATOPS Department a "powerhouse" by adding pilot training and the WTI/tactics to it.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

My command's Safety Department keeps me well informed regarding important safety information.

Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
CSA/MCAS and Culture Workshops are two risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
See Issue Paper #39 (Safety Department). Refer to ISSUE PAPERS on the menu sidebar.
Make the Safety/NATOPS Department a "powerhouse" by adding pilot training and the WTI/tactics to it.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

CSA v1

My command's Crew Resource Management (CRM) program is helping to improve mission performance and safety.

CSA/MCAS and Culture Workshops are two risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Be aware of improper perceptions by your personnel.
Assign, educate, and employ ORM instructors in your unit.
Integrate the ORM process into planning and executing operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
See Issue Paper #21 (Operational Risk Management [ORM]). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with aircrew to develop optimal solutions and increase survey process "buy in".

MCAS v1

The command adequately reviews and updates safety procedures.

Be aware of improper perceptions by your personnel.
Assign, educate, and employ ORM instructors in your unit.
Conduct after-action reviews of operational events.
Ensure your unit safety council/committee programs are effective.
Discuss survey results and interventions with maintenance personnel to develop optimal solutions and increase survey process "buy in".

MCAS v1

The command monitors maintainer qualifications and has a program that targets training deficiencies.

Formalized maintenance training (not just OJT to work gripes). Officers/CPO leadership personally monitor training sessions to ensure quality.
Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of military occupational specialties (MOSs).
Invest the time (in training) now. It'll cost you, but less than later.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Discuss survey results and interventions with maintenance personnel to develop optimal solutions and increase survey process "buy in".

MCAS v1

The command uses safety and medical staff to identify/manage personnel at risk.

Be aware of improper perceptions by your personnel.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Use special staff (e.g., chaplin, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Discuss survey results and interventions with maintenance personnel to develop optimal solutions and increase survey process "buy in".

MCAS v1

CDIs/QARs routinely monitor maintenance evolutions.

Be aware of improper perceptions by your personnel.
Beware of mis-management due to insufficient mid-grade enlisted leadership.
Integrate the ORM process into planning and executing operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
See Issue Paper #34 (Trends in Quality Maintenance Standards). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with maintenance personnel to develop optimal solutions and increase survey process "buy in".

MCAS v1

Tool Control and support equipment licensing are closely monitored.

Be aware of improper perceptions by your personnel.
Establish, communicate (make visible), and enforce performance standards in your command.
Discuss survey results and interventions with maintenance personnel to develop optimal solutions and increase survey process "buy in".

MCAS v1

Signing off personnel qualifications is taken seriously.

Be aware of improper perceptions by your personnel.
Establish, communicate (make visible), and enforce performance standards in your command.
Leadership should establish unit priorities (at all levels) and live by them.
Discuss survey results and interventions with maintenance personnel to develop optimal solutions and increase survey process "buy in".

MCAS v1

Our command climate promotes safe maintenance.

Formalized maintenance training (not just OJT to work gripes). Officers/CPO leadership personally monitor training sessions to ensure quality.
CO sets aside a "dialogue period" with aircrew/maintainers and discusses pertinent issues, such as: individual flight time, training requirements, the latest rumors, etc.
[The CO should] Reinforce "by the book" using the book (e.g., discussing "crew rest" with the crew rest instruction in hand).
Use MCAS results to provide a good view of prevalent perceptions on the hangar floor.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Check to see if your junior officers are leading at their level.
Use the wardroom and Chief's mess on appropriate issues.
Balance the delicate issues of ops/pers tempo with mission accomplishment.
Incorporate mentorship at every level.
Monitor aggressive aircrew who think rules aren't necessary.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Be aware of collateral mission creep.
Be aware of the consequences of training with fewer resources.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Beware of mis-management due to insufficient mid-grade enlisted leadership.
Monitor and be aware of perceived mission creep.
"Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family."
Assign, educate, and employ ORM instructors in your unit.
Integrate the ORM process into planning and executing operations.
Conduct after-action reviews of operational events.
Take the time to mentor subordinate leaders on ORM processes.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your unit has an effective "anymouse" program.
Ensure your unit has a safety climate that encourages reporting safety issues.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Establish, communicate (make visible), and enforce performance standards in your command.
Leadership should establish unit priorities (at all levels) and live by them.
Discuss survey results and interventions with maintenance personnel to develop optimal solutions and increase survey process "buy in".

MCAS v1

Supervisors discourage SOP, NAMP or other procedure violations and encourage reporting safety concerns.

[The CO should] Reinforce "by the book" using the book (e.g., discussing "crew rest" with the crew rest instruction in hand).
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Use the wardroom and Chief's mess on appropriate issues.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Monitor and be aware of perceived mission creep.
"Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family."
Leaders should implement ORM processes into their operations.
Establish, communicate (make visible), and enforce performance standards in your command.
Leadership should establish unit priorities (at all levels) and live by them.
Discuss survey results and interventions with maintenance personnel to develop optimal solutions and increase survey process "buy in".

MCAS v1

Peer influence discourages SOP, NAMP or other violations and individuals feel free to report them.

See Issue Paper #5 (Peer Influence Doesn't Discourage Violations). Refer to ISSUE PAPERS on the menu sidebar.
"Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family."
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your unit has an effective "anymouse" program.
Ensure your unit has a safety climate that encourages reporting safety issues.
Discuss survey results and interventions with maintenance personnel to develop optimal solutions and increase survey process "buy in".

MCAS v1

Procedural violations of SOP, NAMP or other procedures are not common in this command.

See Issue Paper #5 (Peer Influence Doesn't Discourage Violations). Refer to ISSUE PAPERS on the menu sidebar.
[The CO should] Reinforce "by the book" using the book (e.g., discussing "crew rest" with the crew rest instruction in hand).
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Monitor and be aware of perceived mission creep.
"Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family."
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Ensure your unit solicits and values honest feedback.
Discuss survey results and interventions with maintenance personnel to develop optimal solutions and increase survey process "buy in".

MCAS v1

The command recognizes individual safety achievement through awards and incentives.

See Issue Paper #3 (Recognizing Individual Safety Achievement) and Issue Paper #17 (Recognizing Individual Safety Achievement Revisited). Issue Paper #17 is a re-look at this topic two years after Issue Paper #3 was published. Refer to ISSUE PAPERS on the menu sidebar.
Recognize a Safety–Pro of the Month with a parking spot as a reward.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your unit has an effective safety awards program.
Ensure your unit has a safety climate that encourages reporting safety issues.
Discuss survey results and interventions with maintenance personnel to develop optimal solutions and increase survey process "buy in".

MCAS v1

Personnel are comfortable approaching supervisors about personal problems/illness.

Check to see if your junior officers are leading at their level.
Be aware of improper perceptions by your personnel.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your unit has a safety climate that encourages reporting safety issues.
Ensure your unit solicits and values honest feedback.
See Issue Paper #38 (Command Leadership). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with maintenance personnel to develop optimal solutions and increase survey process "buy in".

MCAS v1

Safety NCO, QAR and CDI are sought after billets.

See Issue Paper #6 (Safety NCO,CDI,QAR Billet Desirability). Refer to ISSUE PAPERS on the menu sidebar.
Beware of mis-management due to insufficient mid-grade enlisted leadership.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your unit has a safety climate that encourages reporting safety issues.
Discuss survey results and interventions with maintenance personnel to develop optimal solutions and increase survey process "buy in".

MCAS v1

Unprofessional behavior is not tolerated in the command.

[The CO should] Reinforce "by the book" using the book (e.g., discussing "crew rest" with the crew rest instruction in hand).
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Monitor aggressive aircrew who think rules aren't necessary.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Monitor and be aware of perceived mission creep.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Establish, communicate (make visible), and enforce performance standards in your command.
Leadership should establish unit priorities (at all levels) and live by them.
Ensure your unit solicits and values honest feedback.
See Issue Paper #35 (Discipline). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with maintenance personnel to develop optimal solutions and increase survey process "buy in".

MCAS v1

The command has a reputation for quality maintenance and set standards to maintain quality control.

Formalized maintenance training (not just OJT to work gripes). Officers/CPO leadership personally monitor training sessions to ensure quality.
[The CO should] Reinforce "by the book" using the book (e.g., discussing "crew rest" with the crew rest instruction in hand).
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Balance the delicate issues of ops/pers tempo with mission accomplishment.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Beware of mis-management due to insufficient mid-grade enlisted leadership.
Monitor and be aware of perceived mission creep.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Establish, communicate (make visible), and enforce performance standards in your command.
Leadership should establish unit priorities (at all levels) and live by them.
See Issue Paper #34 (Trends in Quality Maintenance Standards). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with maintenance personnel to develop optimal solutions and increase survey process "buy in".

MCAS v1

QA and Safety are well respected and are seen as essential to mission accomplishment.

Reinforce the power of QA personnel.
Check to see if your junior officers are leading at their level.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your unit has a safety climate that encourages reporting safety issues.
Make your ASO a member of the CO's special staff and routinely have him/her attend department head meetings (similar to your flight surgeon).
See Issue Paper #1 (ASO Billet Desirability) and Issue Paper #16 (ASO Billet Desirability - Revisited) . Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with maintenance personnel to develop optimal solutions and increase survey process "buy in".

MCAS v1

QARs/CDIs sign-off after required actions are complete and are not pressured by supervisors to sign-off.

Reinforce the power of QA personnel.
Balance the delicate issues of ops/pers tempo with mission accomplishment.
Leaders should implement ORM processes into their operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Establish, communicate (make visible), and enforce performance standards in your command.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Discuss survey results and interventions with maintenance personnel to develop optimal solutions and increase survey process "buy in".

MCAS v1

Maintenance on detachments is of the same quality as that at home station.

Formalized maintenance training (not just OJT to work gripes). Officers/CPO leadership personally monitor training sessions to ensure quality.
Use CSA/MCAS to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Balance the delicate issues of ops/pers tempo with mission accomplishment.
Leaders should implement ORM processes into their operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Establish, communicate (make visible), and enforce performance standards in your command.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
See Issue Paper #20 (Exploring Day Crew - Night Crew Relationships). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with maintenance personnel to develop optimal solutions and increase survey process "buy in".

MCAS v1

Required publications/tools/equipment are available, current/serviceable, and used.

I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Discuss survey results and interventions with maintenance personnel to develop optimal solutions and increase survey process "buy in".

MCAS v1

QARs are helpful, and QA is not 'feared' in my unit.

Reinforce the power of QA personnel.
Be aware of improper perceptions by your personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
See Issue Paper #34 (Trends in Quality Maintenance Standards). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with maintenance personnel to develop optimal solutions and increase survey process "buy in".

MCAS v1

In my squadron, multiple job assignments and collateral duties adversely affect maintenance.

Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of military occupational specialties (MOSs).
Use CSA/MCAS to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Balance the delicate issues of ops/pers tempo with mission accomplishment.
Be aware of collateral mission creep.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Establish, communicate (make visible), and enforce performance standards in your command.
Leadership should establish unit priorities (at all levels) and live by them.
See Issue Paper #13 (Resource Adequacy -vs- Organizational Commitments). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #25 (Morale and Motivation). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #26 (Shortages). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #36 (What Risk?). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with maintenance personnel to develop optimal solutions and increase survey process "buy in".

MCAS v1

Safety is part of maintenance planning, and additional training/support is provided as needed.

Formalized maintenance training (not just OJT to work gripes). Officers/CPO leadership personally monitor training sessions to ensure quality.
Increase the number of Human Factors Councils (HFCs) completed on deployed detachments.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Use CSA/MCAS to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
The Maintenance Officer holds a weekly "maintenance management meeting" for all maintenance khaki to ensure the MO's word is getting out and major issues are discussed.
Invest the time (in training) now. It'll cost you, but less than later.
Assign, educate, and employ ORM instructors in your unit.
Integrate the ORM process into planning and executing operations.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
Take the time to mentor subordinate leaders on ORM processes.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your unit has a safety climate that encourages reporting safety issues.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Request ORM training from higher headquarters (e.g., Naval Safety Command).
See Issue Paper #36 (What Risk?). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with maintenance personnel to develop optimal solutions and increase survey process "buy in".

MCAS v1

Supervisors recognize unsafe conditions and manage hazards associated with maintenance and the flight-line.

See Issue Paper #5 (Peer Influence Doesn't Discourage Violations). Refer to ISSUE PAPERS on the menu sidebar.
Increase the number of Human Factors Councils (HFCs) completed on deployed detachments.
Tightened crew rest/crew day adherence through advanced scheduling.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
CSA/MCAS and Culture Workshops are two risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Use the wardroom and Chief's mess on appropriate issues.
Be aware of collateral mission creep.
Be aware of the consequences of training with fewer resources.
Beware of and monitor fatigue levels of your personnel.
Assign, educate, and employ ORM instructors in your unit.
Integrate the ORM process into planning and executing operations.
Establish, communicate (make visible), and enforce performance standards in your command.
Ensure your unit solicits and values honest feedback.
See Issue Paper #24 (Risk Homeostasis Theory). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #36 (What Risk?). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with maintenance personnel to develop optimal solutions and increase survey process "buy in".

MCAS v1

I am provided adequate resources, time, personnel to accomplish my job.

Formalized maintenance training (not just OJT to work gripes). Officers/CPO leadership personally monitor training sessions to ensure quality.
Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of military occupational specialties (MOSs).
Tightened crew rest/crew day adherence through advanced scheduling.
Use CSA/MCAS to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Balance the delicate issues of ops/pers tempo with mission accomplishment.
Be aware of collateral mission creep.
Be aware of the consequences of training with fewer resources.
Beware of and monitor fatigue levels of your personnel.
Beware of mis-management due to insufficient mid-grade enlisted leadership.
Monitor and be aware of perceived mission creep.
Invest the time (in training) now. It'll cost you, but less than later.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Leadership should establish unit priorities (at all levels) and live by them.
See Issue Paper #13 (Resource Adequacy -vs- Organizational Commitments). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #24 (Risk Homeostasis Theory). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #25 (Morale and Motivation). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #26 (Shortages). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #36 (What Risk?). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with maintenance personnel to develop optimal solutions and increase survey process "buy in".

MCAS v1

Personnel turnover does not currently impact the command's ability to operate safely.

Use CSA/MCAS to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Monitor turnovers in personnel.
Be aware of the consequences of training with fewer resources.
Beware of mis-management due to insufficient mid-grade enlisted leadership.
Establish, communicate (make visible), and enforce performance standards in your command.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Leadership should establish unit priorities (at all levels) and live by them.
See Issue Paper #13 (Resource Adequacy -vs- Organizational Commitments). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #24 (Risk Homeostasis Theory). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #25 (Morale and Motivation). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #26 (Shortages). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #36 (What Risk?). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with maintenance personnel to develop optimal solutions and increase survey process "buy in".

MCAS v1

Supervisors are more concerned with safe maintenance than the flight schedule, and do not permit cutting corners.

Formalized maintenance training (not just OJT to work gripes). Officers/CPO leadership personally monitor training sessions to ensure quality.
Increase the number of Human Factors Councils (HFCs) completed on deployed detachments.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Beware of and monitor fatigue levels of your personnel.
Monitor and be aware of perceived mission creep.
Leaders should implement ORM processes into their operations.
Establish, communicate (make visible), and enforce performance standards in your command.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Leadership should establish unit priorities (at all levels) and live by them.
See Issue Paper #22 (Cutting Corners to Get a Job Done). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #24 (Risk Homeostasis Theory). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #36 (What Risk?). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with maintenance personnel to develop optimal solutions and increase survey process "buy in".

MCAS v1

Day/Night Check have equal workloads and staffing is sufficient on each shift.

Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of military occupational specialties (MOSs).
Use CSA/MCAS to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Be aware of collateral mission creep.
Be aware of improper perceptions by your personnel.
Beware of and monitor fatigue levels of your personnel.
Leaders should implement ORM processes into their operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
See Issue Paper #20 (Exploring Day Crew - Night Crew Relationships). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #22 (Cutting Corners to Get a Job Done). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #24 (Risk Homeostasis Theory). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #26 (Shortages). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #36 (What Risk?). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with maintenance personnel to develop optimal solutions and increase survey process "buy in".

MCAS v1

Supervisors shield personnel from outside pressures and are aware of individual workload.

Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of military occupational specialties (MOSs).
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Check to see if your junior officers are leading at their level.
Use the wardroom and Chief's mess on appropriate issues.
Balance the delicate issues of ops/pers tempo with mission accomplishment.
Be aware of collateral mission creep.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Leaders should implement ORM processes into their operations.
Ensure your unit has a safety climate that encourages reporting safety issues.
Establish, communicate (make visible), and enforce performance standards in your command.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Leadership should establish unit priorities (at all levels) and live by them.
See Issue Paper #22 (Cutting Corners to Get a Job Done). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #24 (Risk Homeostasis Theory). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #25 (Morale and Motivation). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #26 (Shortages). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #36 (What Risk?). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with maintenance personnel to develop optimal solutions and increase survey process "buy in".

MCAS v1

Based upon my command's current assets/manning it is not over-committed.

Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of military occupational specialties (MOSs).
Tightened crew rest/crew day adherence through advanced scheduling.
Use CSA/MCAS to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Balance the delicate issues of ops/pers tempo with mission accomplishment.
Monitor supervisors who think it's okay to cut corners.
Be aware of the consequences of training with fewer resources.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Beware of mis-management due to insufficient mid-grade enlisted leadership.
Monitor and be aware of perceived mission creep.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Establish, communicate (make visible), and enforce performance standards in your command.
Leadership should establish unit priorities (at all levels) and live by them.
See Issue Paper #13 (Resource Adequacy -vs- Organizational Commitments). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #22 (Cutting Corners to Get a Job Done). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #24 (Risk Homeostasis Theoty). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #26 (Shortages). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #36 (What Risk?). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with maintenance personnel to develop optimal solutions and increase survey process "buy in".

MCAS v1

My command temporarily restricts maintainers who are having problems.

CO personally reviews all personnel jackets for drug/alcohol histories, and implements controls for those identified as high-risk.
Increase the number of Human Factors Councils (HFCs) completed on deployed detachments.
Monitor aggressive aircrew who think rules aren't necessary.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Ensure your unit has a safety climate that encourages reporting safety issues.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
See Issue Paper #13 (Resource Adequacy -vs- Organizational Commitments). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with maintenance personnel to develop optimal solutions and increase survey process "buy in".

MCAS v1

Safety decisions are made at the proper levels and work center supervisor decisions are respected.

Be aware of improper perceptions by your personnel.
Integrate the ORM process into planning and executing operations.
Leaders should implement ORM processes into their operations.
Ensure your unit has a safety climate that encourages reporting safety issues.
See Issue Paper #38 (Command Leadership). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with maintenance personnel to develop optimal solutions and increase survey process "buy in".

MCAS v1

Supervisors communicate command safety goals and are actively engaged in the safety program.

CO sets aside a "dialogue period" with aircrew/maintainers and discusses pertinent issues, such as: individual flight time, training requirements, the latest rumors, etc.
[The CO should] Reinforce "by the book" using the book (e.g., discussing "crew rest" with the crew rest instruction in hand).
Offer a monthly "Retribution Free" discussion period for flight crew and maintainers to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Increase the number of Human Factors Councils (HFCs) completed on deployed detachments.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Use MCAS results to provide a good view of prevalent perceptions on the hangar floor.
The Maintenance Officer personally develops a Personnel Qualification Standard (PQS) for new branch officers.
The Maintenance Officer holds a weekly "maintenance management meeting" for all maintenance khaki to ensure the MO's word is getting out and major issues are discussed.
Put a process in place for the CO's suggestion boxes and follow it . . . ensure the boxes are well placed, forms are accessible, boxes are regularly checked, CO initials each input, specific members comment as CO sees appropriate, CO briefs results at NEXT formation and they are posted for all to read.
Communication is key across all pay grades. Ensure it happens.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
Ensure the chain of command is engaged.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
No matter how much technology you thow at a problem, communication still requires face-to-face interaction.
It's too easy for the word not to make it down the chain of command. Ensure it does through feedback.
Do not allow poor communication due to too much reliance on one-way emails.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Check to see if your junior officers are leading at their level.
Use the wardroom and Chief's mess on appropriate issues.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Integrate the ORM process into planning and executing operations.
Leaders should implement ORM processes into their operations.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Establish, communicate (make visible), and enforce performance standards in your command.
Leadership should establish unit priorities (at all levels) and live by them.
Discuss survey results and interventions with maintenance personnel to develop optimal solutions and increase survey process "buy in".

MCAS v1

Supervisors set the example for following maintenance standards and ensure compliance.

Formalized maintenance training (not just OJT to work gripes). Officers/CPO leadership personally monitor training sessions to ensure quality.
[The CO should] Reinforce "by the book" using the book (e.g., discussing "crew rest" with the crew rest instruction in hand).
There is no substitute for "pounding the pavement with the troops" to improve lines of communication.
The Maintenance Officer personally develops a Personnel Qualification Standard (PQS) for new branch officers.
The Maintenance Officer holds a weekly "maintenance management meeting" for all maintenance khaki to ensure the MO's word is getting out and major issues are discussed.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Check to see if your junior officers are leading at their level.
Use the wardroom and Chief's mess on appropriate issues.
Incorporate mentorship at every level.
Monitor aggressive aircrew who think rules aren't necessary.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Monitor and be aware of perceived mission creep.
Leaders should implement ORM processes into their operations.
Establish, communicate (make visible), and enforce performance standards in your command.
Leadership should establish unit priorities (at all levels) and live by them.
See Issue Paper #25 (Morale and Motivation). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #38 (Command Leadership). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with maintenance personnel to develop optimal solutions and increase survey process "buy in".

MCAS v1

In my command safety is a key part of all maintenance operations and all are responsible/accountable for safety.

Formalized maintenance training (not just OJT to work gripes). Officers/CPO leadership personally monitor training sessions to ensure quality.
The Maintenance Officer personally develops a Personnel Qualification Standard (PQS) for new branch officers.
The Maintenance Officer holds a weekly "maintenance management meeting" for all maintenance khaki to ensure the MO's word is getting out and major issues are discussed.
CSA/MCAS and Culture Workshops are two risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Monitor and be aware of perceived mission creep.
Integrate the ORM process into planning and executing operations.
Leaders should implement ORM processes into their operations.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Establish, communicate (make visible), and enforce performance standards in your command.
Leadership should establish unit priorities (at all levels) and live by them.
Discuss survey results and interventions with maintenance personnel to develop optimal solutions and increase survey process "buy in".

MCAS v1

Safety education and training are comprehensive and effective.

Formalized maintenance training (not just OJT to work gripes). Officers/CPO leadership personally monitor training sessions to ensure quality.
CO sets aside a "dialogue period" with aircrew/maintainers and discusses pertinent issues, such as: individual flight time, training requirements, the latest rumors, etc.
[The CO should] Reinforce "by the book" using the book (e.g., discussing "crew rest" with the crew rest instruction in hand).
The Maintenance Officer personally develops a Personnel Qualification Standard (PQS) for new branch officers.
Put a process in place for the CO's suggestion boxes and follow it . . . ensure the boxes are well placed, forms are accessible, boxes are regularly checked, CO initials each input, specific members comment as CO sees appropriate, CO briefs results at NEXT formation and they are posted for all to read.
Incorporate mentorship at every level.
Be aware of the consequences of training with fewer resources.
Invest the time (in training) now. It'll cost you, but less than later.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Integrate the ORM process into planning and executing operations.
Leaders should implement ORM processes into their operations.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
See Issue Paper #21 (Operational Risk Management [ORM]). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #22 (Cutting Corners to Get a Job Done). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #39 (How Well is Your Safety Department Supporting You?). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #40 (Driving to/from Work). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with maintenance personnel to develop optimal solutions and increase survey process "buy in".

MCAS v1

All maintenance evolutions are properly briefed, supervised and staffed by qualified personnel.

There is no substitute for "pounding the pavement with the troops" to improve lines of communication.
The Maintenance Officer personally develops a Personnel Qualification Standard (PQS) for new branch officers.
The Maintenance Officer holds a weekly "maintenance management meeting" for all maintenance khaki to ensure the MO's word is getting out and major issues are discussed.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Use the wardroom and Chief's mess on appropriate issues.
Leaders should implement ORM processes into their operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Discuss survey results and interventions with maintenance personnel to develop optimal solutions and increase survey process "buy in".

MCAS v1

Maintenance Control is effective in managing all maintenance activities.

CSA/MCAS and Culture Workshops are two risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Balance the delicate issues of ops/pers tempo with mission accomplishment.
Monitor supervisors who think it's okay to cut corners.
Monitor and be aware of perceived mission creep.
Be aware of seniors that are not malleable to change (for that matter, be aware of juniors, too).
Leaders should implement ORM processes into their operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Discuss survey results and interventions with maintenance personnel to develop optimal solutions and increase survey process "buy in".

MCAS v1

Effective communication exists up/down the chain of command.

See Issue Paper #3 (Recognizing Individual Safety Achievement) and Issue Paper #17 (Recognizing Individual Safety Achievement Revisited). Issue Paper #17 is a re-look at this topic two years after Issue Paper #3 was published. Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #9 (Communication) and Issue Paper #27 (Communications -- Revisited). Refer to ISSUE PAPERS on the menu sidebar.
CO sets aside a "dialogue period" with aircrew/maintainers and discusses pertinent issues, such as: individual flight time, training requirements, the latest rumors, etc.
Focus renewed attention on maintenance shift turnover.
More frequent Captain's Calls to ensure the CO is personally getting the word to the troops.
Offer a monthly "Retribution Free" discussion period for flight crew and maintainers to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Use MCAS survey results to better interface the Safety Department with Maintenance (through QA) by realizing the importance of individuals' perceptions.
Put a process in place for the CO's suggestion boxes and follow it . . . ensure the boxes are well placed, forms are accessible, boxes are regularly checked, CO initials each input, specific members comment as CO sees appropriate, CO briefs results at NEXT formation and they are posted for all to read.
CO concludes formations by asking personnel if anyone has heard any rumors, vice the more standard, "Does anyone have any questions for me?" . . . . Gets better results.
Communication is key across all pay grades. Ensure it happens.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
Ensure the chain of command is engaged.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
No matter how much technology you thow at a problem, communication still requires face-to-face interaction.
It's too easy for the word not to make it down the chain of command. Ensure it does through feedback.
Do not allow poor communication due to too much reliance on one-way emails.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
CSA/MCAS and Culture Workshops are two risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Check to see if your junior officers are leading at their level.
Be aware of improper perceptions by your personnel.
Ensure your unit has an effective "anymouse" program.
Ensure your unit has a safety climate that encourages reporting safety issues.
Ensure your unit solicits and values honest feedback.
Discuss survey results and interventions with maintenance personnel to develop optimal solutions and increase survey process "buy in".

MCAS v1

I get all the information I need to do my job safely.

Offer a monthly "Retribution Free" discussion period for flight crew and maintainers to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Use CSA/MCAS results to develop a presentation for the command's participants (FEEDBACK!).
Communication is key across all pay grades. Ensure it happens.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
Ensure the chain of command is engaged.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
No matter how much technology you thow at a problem, communication still requires face-to-face interaction.
It's too easy for the word not to make it down the chain of command. Ensure it does through feedback.
Do not allow poor communication due to too much reliance on one-way emails.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Use the wardroom and Chief's mess on appropriate issues.
Incorporate mentorship at every level.
Be aware of improper perceptions by your personnel.
Ensure your unit has a safety climate that encourages reporting safety issues.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Ensure your unit solicits and values honest feedback.
See Issue Paper #9 (Communication) and Issue Paper #27 (Communications -- Revisited). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #39 (How Well is Your Safety Department Supporting You?). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with maintenance personnel to develop optimal solutions and increase survey process "buy in".

MCAS v1

Work center supervisors coordinate their actions with other work centers and Maintenance Control.

Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Leaders should implement ORM processes into their operations.
Discuss survey results and interventions with maintenance personnel to develop optimal solutions and increase survey process "buy in".

MCAS v1

My command has effective pass-down between shifts.

Focus renewed attention on maintenance shift turnover.
CSA/MCAS and Culture Workshops are two risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Be aware of improper perceptions by your personnel.
Leaders should implement ORM processes into their operations.
See Issue Paper #9 (Communication) and Issue Paper #27 (Communications -- Revisited). Refer to ISSUE PAPERS on the menu sidebar.
Discuss survey results and interventions with maintenance personnel to develop optimal solutions and increase survey process "buy in".

MCAS v1

Maintenance Control ensures that work centers address gripes before flight.

Be aware of improper perceptions by your personnel.
Leaders should implement ORM processes into their operations.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Discuss survey results and interventions with maintenance personnel to develop optimal solutions and increase survey process "buy in".

MCAS v1

Maintainers are briefed on potential hazards associated with maintenance activities.

COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Integrate the ORM process into planning and executing operations.
Leaders should implement ORM processes into their operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Discuss survey results and interventions with maintenance personnel to develop optimal solutions and increase survey process "buy in".

ASPA v1

Fatigue (due to operational demands) degrades performance in my department.

Educate your personnel to recognize fatigue "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.)

ASPA v1

Fatigue (due to life style, behavior, and judgment) degrades performance in my department.

Educate your personnel to recognize fatigue "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.)

FRC v1

The FRC adequately reviews and updates safety procedures.

Be aware of improper perceptions by your personnel.
Assign, educate, and employ ORM instructors in your unit.
Conduct after-action reviews of operational events.
Ensure your unit safety council/committee programs are effective.

FRC v1

The chain of command monitors artisan qualifications and has a program that targets training deficiencies.

Formalized maintenance training (not just OJT to work gripes). Officers/CPO leadership personally monitor training sessions to ensure quality.
Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of military occupational specialties (MOSs).
Invest the time (in training) now. It'll cost you, but less than later.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.

FRC v1

Supervisors use safety and medical staff to identify/manage personnel at risk.

Be aware of improper perceptions by your personnel.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Use special staff (e.g., chaplin, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).

FRC v1

Quality Assurance routinely monitors rework/repair/maintenance tasks.

Be aware of improper perceptions by your personnel.
Beware of mis-management due to insufficient mid-grade enlisted leadership.
Integrate the ORM process into planning and executing operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

FRC v1

Tool Control and support equipment licensing are closely monitored.

Be aware of improper perceptions by your personnel.
Establish, communicate (make visible), and enforce performance standards in your command.

FRC v1

Signing off personnel qualification records is taken seriously.

Be aware of improper perceptions by your personnel.
Establish, communicate (make visible), and enforce performance standards in your command.
Leadership should establish unit priorities (at all levels) and live by them.

FRC v1

Our command climate promotes safe rework/repair/maintenance.

Formalized maintenance training (not just OJT to work gripes). Officers/CPO leadership personally monitor training sessions to ensure quality.
CO sets aside a "dialogue period" with aircrew/maintainers and discusses pertinent issues, such as: individual flight time, training requirements, the latest rumors, etc.
[The CO should] Reinforce "by the book" using the book (e.g., discussing "crew rest" with the crew rest instruction in hand).
Use MCAS results to provide a good view of prevalent perceptions on the hangar floor.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Check to see if your junior officers are leading at their level.
Use the wardroom and Chief's mess on appropriate issues.
Balance the delicate issues of ops/pers tempo with mission accomplishment.
Incorporate mentorship at every level.
Monitor aggressive aircrew who think rules aren't necessary.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Be aware of collateral mission creep.
Be aware of the consequences of training with fewer resources.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Beware of mis-management due to insufficient mid-grade enlisted leadership.
Monitor and be aware of perceived mission creep.
"Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family."
Assign, educate, and employ ORM instructors in your unit.
Integrate the ORM process into planning and executing operations.
Conduct after-action reviews of operational events.
Take the time to mentor subordinate leaders on ORM processes.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your unit has an effective "anymouse" program.
Ensure your unit has a safety climate that encourages reporting safety issues.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Establish, communicate (make visible), and enforce performance standards in your command.
Leadership should establish unit priorities (at all levels) and live by them.

FRC v1

Our shop climate promotes safe rework/repair/maintenance.

Formalized maintenance training (not just OJT to work gripes). Officers/CPO leadership personally monitor training sessions to ensure quality.
CO sets aside a "dialogue period" with aircrew/maintainers and discusses pertinent issues, such as: individual flight time, training requirements, the latest rumors, etc.
[The CO should] Reinforce "by the book" using the book (e.g., discussing "crew rest" with the crew rest instruction in hand).
Use MCAS results to provide a good view of prevalent perceptions on the hangar floor.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Check to see if your junior officers are leading at their level.
Use the wardroom and Chief's mess on appropriate issues.
Balance the delicate issues of ops/pers tempo with mission accomplishment.
Incorporate mentorship at every level.
Monitor aggressive aircrew who think rules aren't necessary.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Be aware of collateral mission creep.
Be aware of the consequences of training with fewer resources.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Beware of mis-management due to insufficient mid-grade enlisted leadership.
Monitor and be aware of perceived mission creep.
"Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family."
Assign, educate, and employ ORM instructors in your unit.
Integrate the ORM process into planning and executing operations.
Conduct after-action reviews of operational events.
Take the time to mentor subordinate leaders on ORM processes.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your unit has an effective "anymouse" program.
Ensure your unit has a safety climate that encourages reporting safety issues.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Establish, communicate (make visible), and enforce performance standards in your command.
Leadership should establish unit priorities (at all levels) and live by them.

FRC v1

Supervisors discourage SOP, 4790, etc. procedural violations and encourage reporting safety concerns.

[The CO should] Reinforce "by the book" using the book (e.g., discussing "crew rest" with the crew rest instruction in hand).
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Use the wardroom and Chief's mess on appropriate issues.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Monitor and be aware of perceived mission creep.
"Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family."
Leaders should implement ORM processes into their operations.
Establish, communicate (make visible), and enforce performance standards in your command.
Leadership should establish unit priorities (at all levels) and live by them.

FRC v1

Coworker influence discourages SOP, 4790, etc. procedural violations and encourages reporting safety concerns.

See Issue Paper #5 (Peer Influence Doesn't Discourage Violations). Refer to ISSUE PAPERS on the menu sidebar.
"Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family."
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your unit has an effective "anymouse" program.
Ensure your unit has a safety climate that encourages reporting safety issues.

FRC v1

SOP, 4790, etc. procedural violations are not common in this FRC.

See Issue Paper #5 (Peer Influence Doesn't Discourage Violations). Refer to ISSUE PAPERS on the menu sidebar.
[The CO should] Reinforce "by the book" using the book (e.g., discussing "crew rest" with the crew rest instruction in hand).
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Monitor and be aware of perceived mission creep.
"Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family."
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Ensure your unit solicits and values honest feedback.

FRC v1

The FRC recognizes individual safety/quality achievement through awards and incentives.

See Issue Paper #3 (Recognizing Individual Safety Achievement) and Issue Paper #17 (Recognizing Individual Safety Achievement Revisited). Issue Paper #17 is a re-look at this topic two years after Issue Paper #3 was published. Refer to ISSUE PAPERS on the menu sidebar.
Recognize a Safety–Pro of the Month with a parking spot as a reward.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your unit has an effective safety awards program.
Ensure your unit has a safety climate that encourages reporting safety issues.

FRC v1

Personnel are comfortable approaching supervisors about personal problems/illness.

Check to see if your junior officers are leading at their level.
Be aware of improper perceptions by your personnel.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your unit has a safety climate that encourages reporting safety issues.
Ensure your unit solicits and values honest feedback.

FRC v1

Quality Assurance positions are sought after positions.

See Issue Paper #6 (Safety NCO,CDI,QAR Billet Desirability). Refer to ISSUE PAPERS on the menu sidebar.
Beware of mis-management due to insufficient mid-grade enlisted leadership.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your unit has a safety climate that encourages reporting safety issues.

FRC v1

Unprofessional behavior is not tolerated by FRC personnel.

[The CO should] Reinforce "by the book" using the book (e.g., discussing "crew rest" with the crew rest instruction in hand).
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Monitor aggressive aircrew who think rules aren't necessary.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Monitor and be aware of perceived mission creep.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Establish, communicate (make visible), and enforce performance standards in your command.
Leadership should establish unit priorities (at all levels) and live by them.
Ensure your unit solicits and values honest feedback.

FRC v1

The FRC has a reputation for quality maintenance and set standards to maintain quality.

Formalized maintenance training (not just OJT to work gripes). Officers/CPO leadership personally monitor training sessions to ensure quality.
[The CO should] Reinforce "by the book" using the book (e.g., discussing "crew rest" with the crew rest instruction in hand).
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Balance the delicate issues of ops/pers tempo with mission accomplishment.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Beware of mis-management due to insufficient mid-grade enlisted leadership.
Monitor and be aware of perceived mission creep.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Establish, communicate (make visible), and enforce performance standards in your command.
Leadership should establish unit priorities (at all levels) and live by them.

FRC v1

Quality Assurance is well respected and is seen as essential to mission accomplishment.

Reinforce the power of QA personnel.
Check to see if your junior officers are leading at their level.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your unit has a safety climate that encourages reporting safety issues.
Make your ASO a member of the CO's special staff and routinely have him/her attend department head meetings (similar to your flight surgeon).
See Issue Paper #1 (ASO Billet Desirability) and Issue Paper #16 (ASO Billet Desirability - Revisited) . Refer to ISSUE PAPERS on the menu sidebar.

FRC v1

Safety is well respected and is seen as essential to mission accomplishment.

Reinforce the power of QA personnel.
Check to see if your junior officers are leading at their level.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your unit has a safety climate that encourages reporting safety issues.
Make your ASO a member of the CO's special staff and routinely have him/her attend department head meetings (similar to your flight surgeon).
See Issue Paper #1 (ASO Billet Desirability) and Issue Paper #16 (ASO Billet Desirability - Revisited) . Refer to ISSUE PAPERS on the menu sidebar.

FRC v1

Quality Assurance verifies after required actions are complete and are not pressured to verify by supervisors.

Reinforce the power of QA personnel.
Balance the delicate issues of ops/pers tempo with mission accomplishment.
Leaders should implement ORM processes into their operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Establish, communicate (make visible), and enforce performance standards in your command.
Review the OPTEMPO of your unit and its effect on safety and unit performance.

FRC v1

Artisans certify after required actions are complete and are not pressured to certify by supervisors.

Reinforce the power of QA personnel.
Balance the delicate issues of ops/pers tempo with mission accomplishment.
Leaders should implement ORM processes into their operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Establish, communicate (make visible), and enforce performance standards in your command.
Review the OPTEMPO of your unit and its effect on safety and unit performance.

FRC v1

Field Team rework/repair/maintenance is of the same quality as that at the FRC.

Formalized maintenance training (not just OJT to work gripes). Officers/CPO leadership personally monitor training sessions to ensure quality.
Use CSA/MCAS to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Balance the delicate issues of ops/pers tempo with mission accomplishment.
Leaders should implement ORM processes into their operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Establish, communicate (make visible), and enforce performance standards in your command.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
See Issue Paper #20 (Exploring Day Crew - Night Crew Relationships). Refer to ISSUE PAPERS on the menu sidebar.

FRC v1

Required publications are available, current/serviceable, and used.

I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Review the OPTEMPO of your unit and its effect on safety and unit performance.

FRC v1

Required tools/equipment are available, current/serviceable, and used.

I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Review the OPTEMPO of your unit and its effect on safety and unit performance.

FRC v1

Quality Assurance is helpful and it is not 'feared' in my shop.

Reinforce the power of QA personnel.
Be aware of improper perceptions by your personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the OPTEMPO of your unit and its effect on safety and unit performance.

FRC v1

Multiple job assignments and collateral duties adversely affect rework/repair/maintenance.

Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of military occupational specialties (MOSs).
Use CSA/MCAS to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Balance the delicate issues of ops/pers tempo with mission accomplishment.
Be aware of collateral mission creep.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Establish, communicate (make visible), and enforce performance standards in your command.
Leadership should establish unit priorities (at all levels) and live by them.
See Issue Paper #13 (Resource Adequacy -vs- Organizational Commitments). Refer to ISSUE PAPERS on the menu sidebar.

FRC v1

Safety is part of rework/repair/maintenance planning, and additional training/support is provided as needed.

Formalized maintenance training (not just OJT to work gripes). Officers/CPO leadership personally monitor training sessions to ensure quality.
Increase the number of Human Factors Councils (HFCs) completed on deployed detachments.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Use CSA/MCAS to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
The Maintenance Officer holds a weekly "maintenance management meeting" for all maintenance khaki to ensure the MO's word is getting out and major issues are discussed.
Invest the time (in training) now. It'll cost you, but less than later.
Assign, educate, and employ ORM instructors in your unit.
Integrate the ORM process into planning and executing operations.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
Take the time to mentor subordinate leaders on ORM processes.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your unit has a safety climate that encourages reporting safety issues.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Request ORM training from higher headquarters (e.g., Naval Safety Command).

FRC v1

Supervisors recognize unsafe conditions and manage hazards associated with rework/repair/maintenance.

See Issue Paper #5 (Peer Influence Doesn't Discourage Violations). Refer to ISSUE PAPERS on the menu sidebar.
Increase the number of Human Factors Councils (HFCs) completed on deployed detachments.
Tightened crew rest/crew day adherence through advanced scheduling.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
CSA/MCAS and Culture Workshops are two risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Use the wardroom and Chief's mess on appropriate issues.
Be aware of collateral mission creep.
Be aware of the consequences of training with fewer resources.
Beware of and monitor fatigue levels of your personnel.
Assign, educate, and employ ORM instructors in your unit.
Integrate the ORM process into planning and executing operations.
Establish, communicate (make visible), and enforce performance standards in your command.
Ensure your unit solicits and values honest feedback.

FRC v1

The command provides adequate resources, parts, and material to accomplish my job.

Formalized maintenance training (not just OJT to work gripes). Officers/CPO leadership personally monitor training sessions to ensure quality.
Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of military occupational specialties (MOSs).
Tightened crew rest/crew day adherence through advanced scheduling.
Use CSA/MCAS to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Balance the delicate issues of ops/pers tempo with mission accomplishment.
Be aware of collateral mission creep.
Be aware of the consequences of training with fewer resources.
Beware of and monitor fatigue levels of your personnel.
Beware of mis-management due to insufficient mid-grade enlisted leadership.
Monitor and be aware of perceived mission creep.
Invest the time (in training) now. It'll cost you, but less than later.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Leadership should establish unit priorities (at all levels) and live by them.
See Issue Paper #13 (Resource Adequacy -vs- Organizational Commitments). Refer to ISSUE PAPERS on the menu sidebar.

FRC v1

The command provides adequate time and opportunity to accomplish my job.

Formalized maintenance training (not just OJT to work gripes). Officers/CPO leadership personally monitor training sessions to ensure quality.
Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of military occupational specialties (MOSs).
Tightened crew rest/crew day adherence through advanced scheduling.
Use CSA/MCAS to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Balance the delicate issues of ops/pers tempo with mission accomplishment.
Be aware of collateral mission creep.
Be aware of the consequences of training with fewer resources.
Beware of and monitor fatigue levels of your personnel.
Beware of mis-management due to insufficient mid-grade enlisted leadership.
Monitor and be aware of perceived mission creep.
Invest the time (in training) now. It'll cost you, but less than later.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Leadership should establish unit priorities (at all levels) and live by them.
See Issue Paper #13 (Resource Adequacy -vs- Organizational Commitments). Refer to ISSUE PAPERS on the menu sidebar.

FRC v1

The command provides adequate number of qualified personnel to accomplish my job.

Formalized maintenance training (not just OJT to work gripes). Officers/CPO leadership personally monitor training sessions to ensure quality.
Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of military occupational specialties (MOSs).
Tightened crew rest/crew day adherence through advanced scheduling.
Use CSA/MCAS to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Balance the delicate issues of ops/pers tempo with mission accomplishment.
Be aware of collateral mission creep.
Be aware of the consequences of training with fewer resources.
Beware of and monitor fatigue levels of your personnel.
Beware of mis-management due to insufficient mid-grade enlisted leadership.
Monitor and be aware of perceived mission creep.
Invest the time (in training) now. It'll cost you, but less than later.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Leadership should establish unit priorities (at all levels) and live by them.
See Issue Paper #13 (Resource Adequacy -vs- Organizational Commitments). Refer to ISSUE PAPERS on the menu sidebar.

FRC v1

Personnel turnover does not currently impact FRC ability to operate safely.

Use CSA/MCAS to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Monitor turnovers in personnel.
Be aware of the consequences of training with fewer resources.
Beware of mis-management due to insufficient mid-grade enlisted leadership.
Establish, communicate (make visible), and enforce performance standards in your command.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Leadership should establish unit priorities (at all levels) and live by them.
See Issue Paper #13 (Resource Adequacy -vs- Organizational Commitments). Refer to ISSUE PAPERS on the menu sidebar.

FRC v1

Personnel turnover does not currently impact FRC ability to operate efficiently/effectively.

Use CSA/MCAS to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Monitor turnovers in personnel.
Be aware of the consequences of training with fewer resources.
Beware of mis-management due to insufficient mid-grade enlisted leadership.
Establish, communicate (make visible), and enforce performance standards in your command.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Leadership should establish unit priorities (at all levels) and live by them.
See Issue Paper #13 (Resource Adequacy -vs- Organizational Commitments). Refer to ISSUE PAPERS on the menu sidebar.

FRC v1

Supervisors are more concerned with safe rework/repair/maintenance than the production, and do not permit cutting corners.

Formalized maintenance training (not just OJT to work gripes). Officers/CPO leadership personally monitor training sessions to ensure quality.
Increase the number of Human Factors Councils (HFCs) completed on deployed detachments.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Beware of and monitor fatigue levels of your personnel.
Monitor and be aware of perceived mission creep.
Leaders should implement ORM processes into their operations.
Establish, communicate (make visible), and enforce performance standards in your command.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Leadership should establish unit priorities (at all levels) and live by them.
See Issue Paper #22 (Cutting Corners to Get a Job Done). Refer to ISSUE PAPERS on the menu sidebar.

FRC v1

Each shift has adequate staffing for its tasking.

Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of military occupational specialties (MOSs).
Use CSA/MCAS to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Be aware of collateral mission creep.
Be aware of improper perceptions by your personnel.
Beware of and monitor fatigue levels of your personnel.
Leaders should implement ORM processes into their operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
See Issue Paper #20 (Exploring Day Crew - Night Crew Relationships). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #22 (Cutting Corners to Get a Job Done). Refer to ISSUE PAPERS on the menu sidebar.

FRC v1

Supervisors shield personnel from outside pressures and are aware of individual workload.

Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of military occupational specialties (MOSs).
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Check to see if your junior officers are leading at their level.
Use the wardroom and Chief's mess on appropriate issues.
Balance the delicate issues of ops/pers tempo with mission accomplishment.
Be aware of collateral mission creep.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Leaders should implement ORM processes into their operations.
Ensure your unit has a safety climate that encourages reporting safety issues.
Establish, communicate (make visible), and enforce performance standards in your command.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Leadership should establish unit priorities (at all levels) and live by them.
See Issue Paper #22 (Cutting Corners to Get a Job Done). Refer to ISSUE PAPERS on the menu sidebar.

FRC v1

Based upon my current shop facilities, staffing, etc., my shop is not over-committed.

Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of military occupational specialties (MOSs).
Tightened crew rest/crew day adherence through advanced scheduling.
Use CSA/MCAS to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Balance the delicate issues of ops/pers tempo with mission accomplishment.
Monitor supervisors who think it's okay to cut corners.
Be aware of the consequences of training with fewer resources.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Beware of mis-management due to insufficient mid-grade enlisted leadership.
Monitor and be aware of perceived mission creep.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Establish, communicate (make visible), and enforce performance standards in your command.
Leadership should establish unit priorities (at all levels) and live by them.
See Issue Paper #13 (Resource Adequacy -vs- Organizational Commitments). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #22 (Cutting Corners to Get a Job Done). Refer to ISSUE PAPERS on the menu sidebar.

FRC v1

My chain of command temporarily restricts/reassigns workers who are having problems.

CO personally reviews all personnel jackets for drug/alcohol histories, and implements controls for those identified as high-risk.
Increase the number of Human Factors Councils (HFCs) completed on deployed detachments.
Monitor aggressive aircrew who think rules aren't necessary.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Ensure your unit has a safety climate that encourages reporting safety issues.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
See Issue Paper #13 (Resource Adequacy -vs- Organizational Commitments). Refer to ISSUE PAPERS on the menu sidebar.

FRC v1

Personal safety decisions are made at the proper levels and decisions are respected.

Be aware of improper perceptions by your personnel.
Integrate the ORM process into planning and executing operations.
Leaders should implement ORM processes into their operations.
Ensure your unit has a safety climate that encourages reporting safety issues.

FRC v1

Product quality decisions are made at the proper levels and decisions are respected.

Be aware of improper perceptions by your personnel.
Integrate the ORM process into planning and executing operations.
Leaders should implement ORM processes into their operations.
Ensure your unit has a safety climate that encourages reporting safety issues.

FRC v1

Supervisors communicate FRC safety goals and are actively engaged in the safety program.

CO sets aside a "dialogue period" with aircrew/maintainers and discusses pertinent issues, such as: individual flight time, training requirements, the latest rumors, etc.
[The CO should] Reinforce "by the book" using the book (e.g., discussing "crew rest" with the crew rest instruction in hand).
Offer a monthly "Retribution Free" discussion period for flight crew and maintainers to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Increase the number of Human Factors Councils (HFCs) completed on deployed detachments.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Use MCAS results to provide a good view of prevalent perceptions on the hangar floor.
The Maintenance Officer personally develops a Personnel Qualification Standard (PQS) for new branch officers.
The Maintenance Officer holds a weekly "maintenance management meeting" for all maintenance khaki to ensure the MO's word is getting out and major issues are discussed.
Put a process in place for the CO's suggestion boxes and follow it . . . ensure the boxes are well placed, forms are accessible, boxes are regularly checked, CO initials each input, specific members comment as CO sees appropriate, CO briefs results at NEXT formation and they are posted for all to read.
Communication is key across all pay grades. Ensure it happens.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
Ensure the chain of command is engaged.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
No matter how much technology you thow at a problem, communication still requires face-to-face interaction.
It's too easy for the word not to make it down the chain of command. Ensure it does through feedback.
Do not allow poor communication due to too much reliance on one-way emails.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Check to see if your junior officers are leading at their level.
Use the wardroom and Chief's mess on appropriate issues.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Integrate the ORM process into planning and executing operations.
Leaders should implement ORM processes into their operations.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Establish, communicate (make visible), and enforce performance standards in your command.
Leadership should establish unit priorities (at all levels) and live by them.

FRC v1

Supervisors communicate FRC quality goals and are actively engaged in the quality program.

CO sets aside a "dialogue period" with aircrew/maintainers and discusses pertinent issues, such as: individual flight time, training requirements, the latest rumors, etc.
[The CO should] Reinforce "by the book" using the book (e.g., discussing "crew rest" with the crew rest instruction in hand).
Offer a monthly "Retribution Free" discussion period for flight crew and maintainers to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Increase the number of Human Factors Councils (HFCs) completed on deployed detachments.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Use MCAS results to provide a good view of prevalent perceptions on the hangar floor.
The Maintenance Officer personally develops a Personnel Qualification Standard (PQS) for new branch officers.
The Maintenance Officer holds a weekly "maintenance management meeting" for all maintenance khaki to ensure the MO's word is getting out and major issues are discussed.
Put a process in place for the CO's suggestion boxes and follow it . . . ensure the boxes are well placed, forms are accessible, boxes are regularly checked, CO initials each input, specific members comment as CO sees appropriate, CO briefs results at NEXT formation and they are posted for all to read.
Communication is key across all pay grades. Ensure it happens.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
Ensure the chain of command is engaged.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
No matter how much technology you thow at a problem, communication still requires face-to-face interaction.
It's too easy for the word not to make it down the chain of command. Ensure it does through feedback.
Do not allow poor communication due to too much reliance on one-way emails.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Check to see if your junior officers are leading at their level.
Use the wardroom and Chief's mess on appropriate issues.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Integrate the ORM process into planning and executing operations.
Leaders should implement ORM processes into their operations.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Establish, communicate (make visible), and enforce performance standards in your command.
Leadership should establish unit priorities (at all levels) and live by them.

FRC v1

Supervisors set the example for following rework/repair/maintenance standards and ensure compliance.

Formalized maintenance training (not just OJT to work gripes). Officers/CPO leadership personally monitor training sessions to ensure quality.
[The CO should] Reinforce "by the book" using the book (e.g., discussing "crew rest" with the crew rest instruction in hand).
There is no substitute for "pounding the pavement with the troops" to improve lines of communication.
The Maintenance Officer personally develops a Personnel Qualification Standard (PQS) for new branch officers.
The Maintenance Officer holds a weekly "maintenance management meeting" for all maintenance khaki to ensure the MO's word is getting out and major issues are discussed.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Check to see if your junior officers are leading at their level.
Use the wardroom and Chief's mess on appropriate issues.
Incorporate mentorship at every level.
Monitor aggressive aircrew who think rules aren't necessary.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Monitor and be aware of perceived mission creep.
Leaders should implement ORM processes into their operations.
Establish, communicate (make visible), and enforce performance standards in your command.
Leadership should establish unit priorities (at all levels) and live by them.

FRC v1

Safety is a key part of all rework/repair/maintenance operations and all FRC personnel are responsible/accountable for safety.

Formalized maintenance training (not just OJT to work gripes). Officers/CPO leadership personally monitor training sessions to ensure quality.
The Maintenance Officer personally develops a Personnel Qualification Standard (PQS) for new branch officers.
The Maintenance Officer holds a weekly "maintenance management meeting" for all maintenance khaki to ensure the MO's word is getting out and major issues are discussed.
CSA/MCAS and Culture Workshops are two risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Monitor and be aware of perceived mission creep.
Integrate the ORM process into planning and executing operations.
Leaders should implement ORM processes into their operations.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Establish, communicate (make visible), and enforce performance standards in your command.
Leadership should establish unit priorities (at all levels) and live by them.

FRC v1

Safety education and training are comprehensive and effective.

Formalized maintenance training (not just OJT to work gripes). Officers/CPO leadership personally monitor training sessions to ensure quality.
CO sets aside a "dialogue period" with aircrew/maintainers and discusses pertinent issues, such as: individual flight time, training requirements, the latest rumors, etc.
[The CO should] Reinforce "by the book" using the book (e.g., discussing "crew rest" with the crew rest instruction in hand).
The Maintenance Officer personally develops a Personnel Qualification Standard (PQS) for new branch officers.
Put a process in place for the CO's suggestion boxes and follow it . . . ensure the boxes are well placed, forms are accessible, boxes are regularly checked, CO initials each input, specific members comment as CO sees appropriate, CO briefs results at NEXT formation and they are posted for all to read.
Incorporate mentorship at every level.
Be aware of the consequences of training with fewer resources.
Invest the time (in training) now. It'll cost you, but less than later.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Integrate the ORM process into planning and executing operations.
Leaders should implement ORM processes into their operations.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
See Issue Paper #21 (Operational Risk Management [ORM]). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #22 (Cutting Corners to Get a Job Done). Refer to ISSUE PAPERS on the menu sidebar.

FRC v1

Technical education and training are comprehensive and effective.

Formalized maintenance training (not just OJT to work gripes). Officers/CPO leadership personally monitor training sessions to ensure quality.
CO sets aside a "dialogue period" with aircrew/maintainers and discusses pertinent issues, such as: individual flight time, training requirements, the latest rumors, etc.
[The CO should] Reinforce "by the book" using the book (e.g., discussing "crew rest" with the crew rest instruction in hand).
The Maintenance Officer personally develops a Personnel Qualification Standard (PQS) for new branch officers.
Put a process in place for the CO's suggestion boxes and follow it . . . ensure the boxes are well placed, forms are accessible, boxes are regularly checked, CO initials each input, specific members comment as CO sees appropriate, CO briefs results at NEXT formation and they are posted for all to read.
Incorporate mentorship at every level.
Be aware of the consequences of training with fewer resources.
Invest the time (in training) now. It'll cost you, but less than later.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Integrate the ORM process into planning and executing operations.
Leaders should implement ORM processes into their operations.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
See Issue Paper #21 (Operational Risk Management [ORM]). Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #22 (Cutting Corners to Get a Job Done). Refer to ISSUE PAPERS on the menu sidebar.

FRC v1

All rework/repair/maintenance tasks are properly briefed, supervised and staffed by qualified personnel.

There is no substitute for "pounding the pavement with the troops" to improve lines of communication.
The Maintenance Officer personally develops a Personnel Qualification Standard (PQS) for new branch officers.
The Maintenance Officer holds a weekly "maintenance management meeting" for all maintenance khaki to ensure the MO's word is getting out and major issues are discussed.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Use the wardroom and Chief's mess on appropriate issues.
Leaders should implement ORM processes into their operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

FRC v1

Production supervisors and Production Control are effective in managing all rework/repair/maintenance.

CSA/MCAS and Culture Workshops are two risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Balance the delicate issues of ops/pers tempo with mission accomplishment.
Monitor supervisors who think it's okay to cut corners.
Monitor and be aware of perceived mission creep.
Be aware of seniors that are not malleable to change (for that matter, be aware of juniors, too).
Leaders should implement ORM processes into their operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

FRC v1

Effective communication exists up/down the chain of command.

See Issue Paper #3 (Recognizing Individual Safety Achievement) and Issue Paper #17 (Recognizing Individual Safety Achievement Revisited). Issue Paper #17 is a re-look at this topic two years after Issue Paper #3 was published. Refer to ISSUE PAPERS on the menu sidebar.
See Issue Paper #9 (Communication). Refer to ISSUE PAPERS on the menu sidebar.
CO sets aside a "dialogue period" with aircrew/maintainers and discusses pertinent issues, such as: individual flight time, training requirements, the latest rumors, etc.
Focus renewed attention on maintenance shift turnover.
More frequent Captain's Calls to ensure the CO is personally getting the word to the troops.
Offer a monthly "Retribution Free" discussion period for flight crew and maintainers to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Use MCAS survey results to better interface the Safety Department with Maintenance (through QA) by realizing the importance of individuals' perceptions.
Put a process in place for the CO's suggestion boxes and follow it . . . ensure the boxes are well placed, forms are accessible, boxes are regularly checked, CO initials each input, specific members comment as CO sees appropriate, CO briefs results at NEXT formation and they are posted for all to read.
CO concludes formations by asking personnel if anyone has heard any rumors, vice the more standard, "Does anyone have any questions for me?" . . . . Gets better results.
Communication is key across all pay grades. Ensure it happens.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
Ensure the chain of command is engaged.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
No matter how much technology you thow at a problem, communication still requires face-to-face interaction.
It's too easy for the word not to make it down the chain of command. Ensure it does through feedback.
Do not allow poor communication due to too much reliance on one-way emails.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
CSA/MCAS and Culture Workshops are two risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Check to see if your junior officers are leading at their level.
Be aware of improper perceptions by your personnel.
Ensure your unit has an effective "anymouse" program.
Ensure your unit has a safety climate that encourages reporting safety issues.
Ensure your unit solicits and values honest feedback.

FRC v1

I get all the information I need to do my job safely.

Offer a monthly "Retribution Free" discussion period for flight crew and maintainers to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Use CSA/MCAS results to develop a presentation for the command's participants (FEEDBACK!).
Communication is key across all pay grades. Ensure it happens.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
Ensure the chain of command is engaged.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
No matter how much technology you thow at a problem, communication still requires face-to-face interaction.
It's too easy for the word not to make it down the chain of command. Ensure it does through feedback.
Do not allow poor communication due to too much reliance on one-way emails.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Use the wardroom and Chief's mess on appropriate issues.
Incorporate mentorship at every level.
Be aware of improper perceptions by your personnel.
Ensure your unit has a safety climate that encourages reporting safety issues.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Ensure your unit solicits and values honest feedback.

FRC v1

I get all the information I need to do my job efficiently/effectively.

Offer a monthly "Retribution Free" discussion period for flight crew and maintainers to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Use CSA/MCAS results to develop a presentation for the command's participants (FEEDBACK!).
Communication is key across all pay grades. Ensure it happens.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
Ensure the chain of command is engaged.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
No matter how much technology you thow at a problem, communication still requires face-to-face interaction.
It's too easy for the word not to make it down the chain of command. Ensure it does through feedback.
Do not allow poor communication due to too much reliance on one-way emails.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Use the wardroom and Chief's mess on appropriate issues.
Incorporate mentorship at every level.
Be aware of improper perceptions by your personnel.
Ensure your unit has a safety climate that encourages reporting safety issues.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Ensure your unit solicits and values honest feedback.

FRC v1

Shop supervisors coordinate their actions with other shops and Production Control.

Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Leaders should implement ORM processes into their operations.

FRC v1

My command has effective pass-down between shifts.

Focus renewed attention on maintenance shift turnover.
CSA/MCAS and Culture Workshops are two risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Be aware of improper perceptions by your personnel.
Leaders should implement ORM processes into their operations.

FRC v1

Shops troubleshoot/resolve gripes before and during test.

Be aware of improper perceptions by your personnel.
Leaders should implement ORM processes into their operations.
Review the OPTEMPO of your unit and its effect on safety and unit performance.

FRC v1

Artisans are briefed on potential hazards associated with rework/repair/maintenance activities.

COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Integrate the ORM process into planning and executing operations.
Leaders should implement ORM processes into their operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

HHQ v1

Fatigue (due to operational demands) degrades performance in my department.

Educate your personnel to recognize fatigue "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.)

HHQ v1

Fatigue (due to life style, behavior, and judgment) degrades performance in my department.

Educate your personnel to recognize fatigue "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.)

D&D v1

My command's Drinking and Driving Program is effective at reducing DUI (Driving Under the Influence) incidents.

An "in-house tipsy taxi program", comprised of volunteer drivers from within the squadron, provides an alternative transportation option to reduce DUIs.
A strong "anonymous" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Be aware of improper perceptions by your personnel.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective "anonymous" program.
Ensure your unit has an effective sponsorship program.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Ensure your unit safety council/committee programs are effective.
Establish, communicate (make visible), and enforce performance standards in your command.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Implement a unit policy letter that encourages the reporting of safety issues.
Incorporate mentorship at every level.
Integrate the ORM process into identifying/managing high risk personnel.
Monitor aggressive aircrew who think rules aren't necessary.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Officers and CPOs/SNCOs set the standard for alcohol use at home and deployed.
Review Issue Paper #54: Drinking and Driving Consequences (Naval Aviation safety survey website)
Review Issue Paper #55: Supervisor Favoritism Regarding DUIs (Naval Aviation safety survey website)
Review Issue Paper #58: High-Risk Off Duty & Recreation Activities (Naval Aviation safety survey website)
Review Issue Paper #65: 101 Critical Days of Summer: Drinking and Driving Favorable Response Rates (Naval Aviation safety survey website)
Review Issue Paper #68: Tipsy Taxi Program Effectiveness (Naval Aviation safety survey website)
Review personnel jackets for drug/alcohol histories.
Review the National Highway Traffic Safety Administration Designated Driver resources at https://www.nhtsa.gov/campaign/drive-sober
Review the National Highway Traffic Safety Administration impaired driver resources at http://www.nhtsa.dot.gov/portal/site/nhtsa/menuitem.18e416bf1b09b6bbbf30811060008a0c/
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Take the time to mentor subordinate leaders on ORM processes.
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Use the wardroom and Chief's mess on appropriate issues.
Review the BUPERS Designated Driver page at https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx.

D&D v1

My command does a good job communicating policies/procedures regarding drinking and driving.

Be aware of improper perceptions by your personnel.
Communication is key across all pay grades. Ensure it happens.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Ensure your unit safety council/committee programs are effective.
Establish, communicate (make visible), and enforce performance standards in your command.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Incorporate mentorship at every level.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Officers and CPOs/SNCOs set the standard for alcohol use at home and deployed.
Review Issue Paper #54: Drinking and Driving Consequences (Naval Aviation safety survey website)
Review Issue Paper #55: Supervisor Favoritism Regarding DUIs (Naval Aviation safety survey website)
Review Issue Paper #58: High-Risk Off Duty & Recreation Activities (Naval Aviation safety survey website)
Review Issue Paper #65: 101 Critical Days of Summer: Drinking and Driving Favorable Response Rates (Naval Aviation safety survey website)
Review Issue Paper #68: Tipsy Taxi Program Effectiveness (Naval Aviation safety survey website)
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Use the wardroom and Chief's mess on appropriate issues.

D&D v1

My supervisor is a role model based upon our command's Drinking and Driving Program.

A strong "anonymous" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Be aware of improper perceptions by your personnel.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure your unit has an effective "anonymous" program.
Ensure your unit has an effective sponsorship program.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Ensure your unit safety council/committee programs are effective.
Establish, communicate (make visible), and enforce performance standards in your command.
Incorporate mentorship at every level.
Officers and CPOs/SNCOs set the standard for alcohol use at home and deployed.
Review Issue Paper #65: 101 Critical Days of Summer: Drinking and Driving Favorable Response Rates (Naval Aviation safety survey website)
Review Issue Paper #68: Tipsy Taxi Program Effectiveness (Naval Aviation safety survey website)
Review personnel jackets for drug/alcohol histories.
Review the National Highway Traffic Safety Administration Designated Driver resources at https://www.nhtsa.gov/campaign/drive-sober
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Use the wardroom and Chief's mess on appropriate issues.
Review the BUPERS Designated Driver page at https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx.

D&D v1

My supervisor is genuinely concerned about my safety when it comes to drinking and driving.

An "in-house tipsy taxi program", comprised of volunteer drivers from within the squadron, provides an alternative transportation option to reduce DUIs.
A strong "anonymous" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Be aware of improper perceptions by your personnel.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure your unit has an effective "anonymous" program.
Ensure your unit has an effective sponsorship program.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Ensure your unit safety council/committee programs are effective.
Establish, communicate (make visible), and enforce performance standards in your command.
Incorporate mentorship at every level.
Officers and CPOs/SNCOs set the standard for alcohol use at home and deployed.
Review personnel jackets for drug/alcohol histories.
Review the National Highway Traffic Safety Administration Designated Driver resources at https://www.nhtsa.gov/campaign/drive-sober
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Use the wardroom and Chief's mess on appropriate issues.
Review the BUPERS Designated Driver page at https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx.

D&D v1

In my command, those who are highly regarded by supervisors will receive a lighter punishment for drinking and driving.

A strong "anonymous" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Be aware of improper perceptions by your personnel.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure your unit has an effective "anonymous" program.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Ensure your unit safety council/committee programs are effective.
Establish, communicate (make visible), and enforce performance standards in your command.
In my command, those who are highly regarded by supervisors will receive a lighter punishment for drinking and driving. (reverse-scored)
Officers and CPOs/SNCOs set the standard for alcohol use at home and deployed.
Review Issue Paper #55: Supervisor Favoritism Regarding DUIs (Naval Aviation safety survey website)
Review personnel jackets for drug/alcohol histories.
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Use the wardroom and Chief's mess on appropriate issues.

D&D v1

If I go to an event where I will consume alcohol, I use a designated, non-drinking driver.

An "in-house tipsy taxi program", comprised of volunteer drivers from within the squadron, provides an alternative transportation option to reduce DUIs.
Be aware of improper perceptions by your personnel.
Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Ensure your unit safety council/committee programs are effective.
Establish, communicate (make visible), and enforce performance standards in your command.
Incorporate mentorship at every level.
Integrate the ORM process into identifying/managing high risk personnel.
Monitor aggressive aircrew who think rules aren't necessary.
Officers and CPOs/SNCOs set the standard for alcohol use at home and deployed.
Review Issue Paper #54: Drinking and Driving Consequences (Naval Aviation safety survey website)
Review Issue Paper #58: High-Risk Off Duty & Recreation Activities (Naval Aviation safety survey website)
Review Issue Paper #65: 101 Critical Days of Summer: Drinking and Driving Favorable Response Rates (Naval Aviation safety survey website)
Review Issue Paper #68: Tipsy Taxi Program Effectiveness (Naval Aviation safety survey website)
Review personnel jackets for drug/alcohol histories.
Review the National Highway Traffic Safety Administration Designated Driver resources at https://www.nhtsa.gov/campaign/drive-sober
Review the National Highway Traffic Safety Administration impaired driver resources at http://www.nhtsa.dot.gov/portal/site/nhtsa/menuitem.18e416bf1b09b6bbbf30811060008a0c/
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Use the wardroom and Chief's mess on appropriate issues.
Review the BUPERS Designated Driver page at https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx.

D&D v1

I am comfortable calling a friend for a ride if I thought that I had too much alcohol to drink.

An "in-house tipsy taxi program", comprised of volunteer drivers from within the squadron, provides an alternative transportation option to reduce DUIs.
Be aware of improper perceptions by your personnel.
Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Ensure your unit safety council/committee programs are effective.
Incorporate mentorship at every level.
Integrate the ORM process into identifying/managing high risk personnel.
Monitor aggressive aircrew who think rules aren't necessary.
Officers and CPOs/SNCOs set the standard for alcohol use at home and deployed.
Review Issue Paper #54: Drinking and Driving Consequences (Naval Aviation safety survey website)
Review Issue Paper #68: Tipsy Taxi Program Effectiveness (Naval Aviation safety survey website)
Review personnel jackets for drug/alcohol histories.
Review the National Highway Traffic Safety Administration Designated Driver resources at https://www.nhtsa.gov/campaign/drive-sober
Review the National Highway Traffic Safety Administration impaired driver resources at http://www.nhtsa.dot.gov/portal/site/nhtsa/menuitem.18e416bf1b09b6bbbf30811060008a0c/
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Take the time to mentor subordinate leaders on ORM processes.
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Use the wardroom and Chief's mess on appropriate issues.
Review the BUPERS Designated Driver page at https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx.

D&D v1

In the past six months, I have driven a vehicle while under the influence of alcohol.

A strong "anonymous" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
An "in-house tipsy taxi program", comprised of volunteer drivers from within the squadron, provides an alternative transportation option to reduce DUIs.
Be aware of improper perceptions by your personnel.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective "anonymous" program.
Ensure your unit has an effective sponsorship program.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Ensure your unit safety council/committee programs are effective.
Establish, communicate (make visible), and enforce performance standards in your command.
Implement a unit policy letter that encourages the reporting of safety issues.
In the past six months, I have driven a vehicle while under the influence of alcohol. (reverse-scored)
Incorporate mentorship at every level.
Integrate the ORM process into identifying/managing high risk personnel.
Monitor aggressive aircrew who think rules aren't necessary.
Officers and CPOs/SNCOs set the standard for alcohol use at home and deployed.
Review Issue Paper #54: Drinking and Driving Consequences (Naval Aviation safety survey website)
Review Issue Paper #65: 101 Critical Days of Summer: Drinking and Driving Favorable Response Rates (Naval Aviation safety survey website)
Review Issue Paper #68: Tipsy Taxi Program Effectiveness (Naval Aviation safety survey website)
Review personnel jackets for drug/alcohol histories.
Review the National Highway Traffic Safety Administration Designated Driver resources at https://www.nhtsa.gov/campaign/drive-sober
Review the National Highway Traffic Safety Administration impaired driver resources at http://www.nhtsa.dot.gov/portal/site/nhtsa/menuitem.18e416bf1b09b6bbbf30811060008a0c/
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Take the time to mentor subordinate leaders on ORM processes.
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Use the wardroom and Chief's mess on appropriate issues.
Review the BUPERS Designated Driver page at https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx.

D&D v1

Reward-based programs

A strong "anonymous" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
An "in-house tipsy taxi program", comprised of volunteer drivers from within the squadron, provides an alternative transportation option to reduce DUIs.
Be aware of improper perceptions by your personnel.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective "anonymous" program.
Ensure your unit has an effective sponsorship program.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Ensure your unit safety council/committee programs are effective.
Establish, communicate (make visible), and enforce performance standards in your command.
Incorporate mentorship at every level.
Integrate the ORM process into identifying/managing high risk personnel.
Monitor aggressive aircrew who think rules aren't necessary.
Officers and CPOs/SNCOs set the standard for alcohol use at home and deployed.
Review Issue Paper #54: Drinking and Driving Consequences (Naval Aviation safety survey website)
Review the National Highway Traffic Safety Administration Designated Driver resources at https://www.nhtsa.gov/campaign/drive-sober
Review the National Highway Traffic Safety Administration impaired driver resources at http://www.nhtsa.dot.gov/portal/site/nhtsa/menuitem.18e416bf1b09b6bbbf30811060008a0c/
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Use the wardroom and Chief's mess on appropriate issues.
Review the BUPERS Designated Driver page at https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx.

D&D v1

Taxi program

An "in-house tipsy taxi program", comprised of volunteer drivers from within the squadron, provides an alternative transportation option to reduce DUIs.
A strong "anonymous" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Be aware of improper perceptions by your personnel.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective "anonymous" program.
Ensure your unit has an effective sponsorship program.
Ensure your unit safety council/committee programs are effective.
Implement a unit policy letter that encourages the reporting of safety issues.
Incorporate mentorship at every level.
Officers and CPOs/SNCOs set the standard for alcohol use at home and deployed.
Review Issue Paper #65: 101 Critical Days of Summer: Drinking and Driving Favorable Response Rates (Naval Aviation safety survey website)
Review Issue Paper #68: Tipsy Taxi Program Effectiveness (Naval Aviation safety survey website)
Review the National Highway Traffic Safety Administration Designated Driver resources at https://www.nhtsa.gov/campaign/drive-sober
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Use the wardroom and Chief's mess on appropriate issues.
Review the BUPERS Designated Driver page at https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx.

D&D v1

Mentoring program

A strong "anonymous" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Be aware of improper perceptions by your personnel.
Communication is key across all pay grades. Ensure it happens.
Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective "anonymous" program.
Ensure your unit has an effective sponsorship program.
Ensure your unit safety council/committee programs are effective.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Incorporate mentorship at every level.
Integrate the ORM process into identifying/managing high risk personnel.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Officers and CPOs/SNCOs set the standard for alcohol use at home and deployed.
Review the National Highway Traffic Safety Administration Designated Driver resources at https://www.nhtsa.gov/campaign/drive-sober
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Take the time to mentor subordinate leaders on ORM processes.
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Use the wardroom and Chief's mess on appropriate issues.
Review the BUPERS Designated Driver page at https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx.

D&D v1

Presentations from safety experts

Be aware of improper perceptions by your personnel.
Communication is key across all pay grades. Ensure it happens.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
Ensure your unit safety council/committee programs are effective.
Establish, communicate (make visible), and enforce performance standards in your command.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Review Issue Paper #54: Drinking and Driving Consequences (Naval Aviation safety survey website)
Review Issue Paper #55: Supervisor Favoritism Regarding DUIs (Naval Aviation safety survey website)
Review Issue Paper #58: High-Risk Off Duty & Recreation Activities (Naval Aviation safety survey website)
Review Issue Paper #65: 101 Critical Days of Summer: Drinking and Driving Favorable Response Rates (Naval Aviation safety survey website)
Review Issue Paper #68: Tipsy Taxi Program Effectiveness (Naval Aviation safety survey website)
Review the National Highway Traffic Safety Administration impaired driver resources at http://www.nhtsa.dot.gov/portal/site/nhtsa/menuitem.18e416bf1b09b6bbbf30811060008a0c/
Use the wardroom and Chief's mess on appropriate issues.

D&D v1

Safety Standdowns

Be aware of improper perceptions by your personnel.
Communication is key across all pay grades. Ensure it happens.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
Ensure your unit safety council/committee programs are effective.
Establish, communicate (make visible), and enforce performance standards in your command.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Review Issue Paper #54: Drinking and Driving Consequences (Naval Aviation safety survey website)
Review Issue Paper #55: Supervisor Favoritism Regarding DUIs (Naval Aviation safety survey website)
Review Issue Paper #58: High-Risk Off Duty & Recreation Activities (Naval Aviation safety survey website)
Review Issue Paper #65: 101 Critical Days of Summer: Drinking and Driving Favorable Response Rates (Naval Aviation safety survey website)
Review Issue Paper #68: Tipsy Taxi Program Effectiveness (Naval Aviation safety survey website)
Review the National Highway Traffic Safety Administration impaired driver resources at http://www.nhtsa.dot.gov/portal/site/nhtsa/menuitem.18e416bf1b09b6bbbf30811060008a0c/
Use the wardroom and Chief's mess on appropriate issues.

D&D v1

Peers/Friends/Family

Be aware of improper perceptions by your personnel.
Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Ensure your unit safety council/committee programs are effective.
Incorporate mentorship at every level.
Officers and CPOs/SNCOs set the standard for alcohol use at home and deployed.
Review Issue Paper #54: Drinking and Driving Consequences (Naval Aviation safety survey website)
Review Issue Paper #55: Supervisor Favoritism Regarding DUIs (Naval Aviation safety survey website)
Review Issue Paper #58: High-Risk Off Duty & Recreation Activities (Naval Aviation safety survey website)
Review Issue Paper #65: 101 Critical Days of Summer: Drinking and Driving Favorable Response Rates (Naval Aviation safety survey website)
Review Issue Paper #68: Tipsy Taxi Program Effectiveness (Naval Aviation safety survey website)
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Use the wardroom and Chief's mess on appropriate issues.

D&D v1

Supervisors

An "in-house tipsy taxi program", comprised of volunteer drivers from within the squadron, provides an alternative transportation option to reduce DUIs.
A strong "anonymous" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Be aware of improper perceptions by your personnel.
Communication is key across all pay grades. Ensure it happens.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective "anonymous" program.
Ensure your unit has an effective sponsorship program.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Ensure your unit safety council/committee programs are effective.
Establish, communicate (make visible), and enforce performance standards in your command.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Implement a unit policy letter that encourages the reporting of safety issues.
Incorporate mentorship at every level.
Integrate the ORM process into identifying/managing high risk personnel.
Monitor aggressive aircrew who think rules aren't necessary.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Officers and CPOs/SNCOs set the standard for alcohol use at home and deployed.
Review Issue Paper #54: Drinking and Driving Consequences (Naval Aviation safety survey website)
Review Issue Paper #55: Supervisor Favoritism Regarding DUIs (Naval Aviation safety survey website)
Review Issue Paper #58: High-Risk Off Duty & Recreation Activities (Naval Aviation safety survey website)
Review Issue Paper #65: 101 Critical Days of Summer: Drinking and Driving Favorable Response Rates (Naval Aviation safety survey website)
Review Issue Paper #68: Tipsy Taxi Program Effectiveness (Naval Aviation safety survey website)
Review personnel jackets for drug/alcohol histories.
Review the National Highway Traffic Safety Administration Designated Driver resources at https://www.nhtsa.gov/campaign/drive-sober
Review the National Highway Traffic Safety Administration impaired driver resources at http://www.nhtsa.dot.gov/portal/site/nhtsa/menuitem.18e416bf1b09b6bbbf30811060008a0c/
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Take the time to mentor subordinate leaders on ORM processes.
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Use the wardroom and Chief's mess on appropriate issues.
Review the BUPERS Designated Driver page at https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx.

D&D v1

Availability of alternative, non-alcoholic events/activities

A strong "anonymous" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Be aware of improper perceptions by your personnel.
Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure your unit has an effective "anonymous" program.
Ensure your unit safety council/committee programs are effective.
Implement a unit policy letter that encourages the reporting of safety issues.
Officers and CPOs/SNCOs set the standard for alcohol use at home and deployed.
Review Issue Paper #58: High-Risk Off Duty & Recreation Activities (Naval Aviation safety survey website)
Review Issue Paper #65: 101 Critical Days of Summer: Drinking and Driving Favorable Response Rates (Naval Aviation safety survey website)
Review Issue Paper #68: Tipsy Taxi Program Effectiveness (Naval Aviation safety survey website)
Take the time to mentor subordinate leaders on ORM processes.
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Use the wardroom and Chief's mess on appropriate issues.

D&D v1

Possibility of accident

Be aware of improper perceptions by your personnel.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Establish, communicate (make visible), and enforce performance standards in your command.
Monitor aggressive aircrew who think rules aren't necessary.
Rate how effective each of the following outcomes/consequences of drinking and driving are in preventing future drinking and driving behaviors: Possibility of accident
Review Issue Paper #54: Drinking and Driving Consequences (Naval Aviation safety survey website)
Review Issue Paper #58: High-Risk Off Duty & Recreation Activities (Naval Aviation safety survey website)
Review Issue Paper #65: 101 Critical Days of Summer: Drinking and Driving Favorable Response Rates (Naval Aviation safety survey website)
Review Issue Paper #68: Tipsy Taxi Program Effectiveness (Naval Aviation safety survey website)
Review the National Highway Traffic Safety Administration impaired driver resources at http://www.nhtsa.dot.gov/portal/site/nhtsa/menuitem.18e416bf1b09b6bbbf30811060008a0c/
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Use the wardroom and Chief's mess on appropriate issues.

D&D v1

Possibility of jail time for DUI/Reckless Driving

Be aware of improper perceptions by your personnel.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Ensure your unit safety council/committee programs are effective.
Establish, communicate (make visible), and enforce performance standards in your command.
Monitor aggressive aircrew who think rules aren't necessary.
Officers and CPOs/SNCOs set the standard for alcohol use at home and deployed.
Rate how effective each of the following outcomes/consequences of drinking and driving are in preventing future drinking and driving behaviors: Possibility of jail time for DUI/Reckless Driving
Review Issue Paper #54: Drinking and Driving Consequences (Naval Aviation safety survey website)
Review Issue Paper #55: Supervisor Favoritism Regarding DUIs (Naval Aviation safety survey website)
Review Issue Paper #65: 101 Critical Days of Summer: Drinking and Driving Favorable Response Rates (Naval Aviation safety survey website)
Review Issue Paper #68: Tipsy Taxi Program Effectiveness (Naval Aviation safety survey website)
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Use the wardroom and Chief's mess on appropriate issues.

D&D v1

Possibility of conviction of manslaughter (2nd degree murder)

Be aware of improper perceptions by your personnel.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Ensure your unit safety council/committee programs are effective.
Establish, communicate (make visible), and enforce performance standards in your command.
Monitor aggressive aircrew who think rules aren't necessary.
Officers and CPOs/SNCOs set the standard for alcohol use at home and deployed.
Rate how effective each of the following outcomes/consequences of drinking and driving are in preventing future drinking and driving behaviors: Possibility of conviction of manslaughter (2nd degree murder)
Review Issue Paper #54: Drinking and Driving Consequences (Naval Aviation safety survey website)
Review Issue Paper #55: Supervisor Favoritism Regarding DUIs (Naval Aviation safety survey website)
Review Issue Paper #65: 101 Critical Days of Summer: Drinking and Driving Favorable Response Rates (Naval Aviation safety survey website)
Review Issue Paper #68: Tipsy Taxi Program Effectiveness (Naval Aviation safety survey website)
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Use the wardroom and Chief's mess on appropriate issues.

D&D v1

Loss of promotion potential

Be aware of improper perceptions by your personnel.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Ensure your unit safety council/committee programs are effective.
Establish, communicate (make visible), and enforce performance standards in your command.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Incorporate mentorship at every level.
Officers and CPOs/SNCOs set the standard for alcohol use at home and deployed.
Rate how effective each of the following outcomes/consequences of drinking and driving are in preventing future drinking and driving behaviors: Loss of promotion potential
Review Issue Paper #54: Drinking and Driving Consequences (Naval Aviation safety survey website)
Review Issue Paper #55: Supervisor Favoritism Regarding DUIs (Naval Aviation safety survey website)
Review Issue Paper #65: 101 Critical Days of Summer: Drinking and Driving Favorable Response Rates (Naval Aviation safety survey website)
Review Issue Paper #68: Tipsy Taxi Program Effectiveness (Naval Aviation safety survey website)
Review personnel jackets for drug/alcohol histories.
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Use the wardroom and Chief's mess on appropriate issues.

D&D v1

Loss of security clearance

Be aware of improper perceptions by your personnel.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Ensure your unit safety council/committee programs are effective.
Establish, communicate (make visible), and enforce performance standards in your command.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Incorporate mentorship at every level.
Officers and CPOs/SNCOs set the standard for alcohol use at home and deployed.
Rate how effective each of the following outcomes/consequences of drinking and driving are in preventing future drinking and driving behaviors: Loss of security clearance
Review Issue Paper #54: Drinking and Driving Consequences (Naval Aviation safety survey website)
Review Issue Paper #55: Supervisor Favoritism Regarding DUIs (Naval Aviation safety survey website)
Review Issue Paper #65: 101 Critical Days of Summer: Drinking and Driving Favorable Response Rates (Naval Aviation safety survey website)
Review Issue Paper #68: Tipsy Taxi Program Effectiveness (Naval Aviation safety survey website)
Review personnel jackets for drug/alcohol histories.
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Use the wardroom and Chief's mess on appropriate issues.

D&D v1

Loss of driver's license

Be aware of improper perceptions by your personnel.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit safety council/committee programs are effective.
Review Issue Paper #54: Drinking and Driving Consequences (Naval Aviation safety survey website)
Review Issue Paper #65: 101 Critical Days of Summer: Drinking and Driving Favorable Response Rates (Naval Aviation safety survey website)
Review Issue Paper #68: Tipsy Taxi Program Effectiveness (Naval Aviation safety survey website)
Review the National Highway Traffic Safety Administration impaired driver resources at http://www.nhtsa.dot.gov/portal/site/nhtsa/menuitem.18e416bf1b09b6bbbf30811060008a0c/
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Use the wardroom and Chief's mess on appropriate issues.

D&D v1

Loss of on-base driving privileges

Be aware of improper perceptions by your personnel.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Ensure your unit safety council/committee programs are effective.
Establish, communicate (make visible), and enforce performance standards in your command.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Incorporate mentorship at every level.
Officers and CPOs/SNCOs set the standard for alcohol use at home and deployed.
Rate how effective each of the following outcomes/consequences of drinking and driving are in preventing future drinking and driving behaviors: Loss of on-base driving privileges
Review Issue Paper #54: Drinking and Driving Consequences (Naval Aviation safety survey website)
Review Issue Paper #55: Supervisor Favoritism Regarding DUIs (Naval Aviation safety survey website)
Review Issue Paper #65: 101 Critical Days of Summer: Drinking and Driving Favorable Response Rates (Naval Aviation safety survey website)
Review Issue Paper #68: Tipsy Taxi Program Effectiveness (Naval Aviation safety survey website)
Review personnel jackets for drug/alcohol histories.
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Use the wardroom and Chief's mess on appropriate issues.

D&D v1

Increase in my motor vehicle insurance rates

Be aware of improper perceptions by your personnel.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit safety council/committee programs are effective.
Rate how effective each of the following outcomes/consequences of drinking and driving are in preventing future drinking and driving behaviors: Increase in my motor vehicle insurance rates
Review Issue Paper #54: Drinking and Driving Consequences (Naval Aviation safety survey website)
Review Issue Paper #65: 101 Critical Days of Summer: Drinking and Driving Favorable Response Rates (Naval Aviation safety survey website)
Review Issue Paper #68: Tipsy Taxi Program Effectiveness (Naval Aviation safety survey website)
Review the National Highway Traffic Safety Administration impaired driver resources at http://www.nhtsa.dot.gov/portal/site/nhtsa/menuitem.18e416bf1b09b6bbbf30811060008a0c/
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Use the wardroom and Chief's mess on appropriate issues.

D&D v1

Loss of respect from family, friends, co-workers

Be aware of improper perceptions by your personnel.
Communication is key across all pay grades. Ensure it happens.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Ensure your unit safety council/committee programs are effective.
Establish, communicate (make visible), and enforce performance standards in your command.
Incorporate mentorship at every level.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Officers and CPOs/SNCOs set the standard for alcohol use at home and deployed.
Rate how effective each of the following outcomes/consequences of drinking and driving are in preventing future drinking and driving behaviors: Loss of respect from family, friends, co-workers
Review Issue Paper #54: Drinking and Driving Consequences (Naval Aviation safety survey website)
Review Issue Paper #65: 101 Critical Days of Summer: Drinking and Driving Favorable Response Rates (Naval Aviation safety survey website)
Review Issue Paper #68: Tipsy Taxi Program Effectiveness (Naval Aviation safety survey website)
Review personnel jackets for drug/alcohol histories.
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Use the wardroom and Chief's mess on appropriate issues.

D&D v1

Loss of self-esteem/self-respect

Be aware of improper perceptions by your personnel.
Communication is key across all pay grades. Ensure it happens.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Ensure your unit safety council/committee programs are effective.
Establish, communicate (make visible), and enforce performance standards in your command.
Incorporate mentorship at every level.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Officers and CPOs/SNCOs set the standard for alcohol use at home and deployed.
Rate how effective each of the following outcomes/consequences of drinking and driving are in preventing future drinking and driving behaviors: Loss of self-esteem/self-respect
Review Issue Paper #54: Drinking and Driving Consequences (Naval Aviation safety survey website)
Review Issue Paper #65: 101 Critical Days of Summer: Drinking and Driving Favorable Response Rates (Naval Aviation safety survey website)
Review Issue Paper #68: Tipsy Taxi Program Effectiveness (Naval Aviation safety survey website)
Review personnel jackets for drug/alcohol histories.
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Use the wardroom and Chief's mess on appropriate issues.

D&D v1

Peer pressure

An "in-house tipsy taxi program", comprised of volunteer drivers from within the squadron, provides an alternative transportation option to reduce DUIs.
A strong "anonymous" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Be aware of improper perceptions by your personnel.
Communication is key across all pay grades. Ensure it happens.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective "anonymous" program.
Ensure your unit has an effective sponsorship program.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Ensure your unit safety council/committee programs are effective.
Establish, communicate (make visible), and enforce performance standards in your command.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Incorporate mentorship at every level.
Integrate the ORM process into identifying/managing high risk personnel.
Monitor aggressive aircrew who think rules aren't necessary.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Officers and CPOs/SNCOs set the standard for alcohol use at home and deployed.
Review Issue Paper #54: Drinking and Driving Consequences (Naval Aviation safety survey website)
Review Issue Paper #55: Supervisor Favoritism Regarding DUIs (Naval Aviation safety survey website)
Review Issue Paper #65: 101 Critical Days of Summer: Drinking and Driving Favorable Response Rates (Naval Aviation safety survey website)
Review Issue Paper #68: Tipsy Taxi Program Effectiveness (Naval Aviation safety survey website)
Review personnel jackets for drug/alcohol histories.
Review the National Highway Traffic Safety Administration Designated Driver resources at https://www.nhtsa.gov/campaign/drive-sober
Review the National Highway Traffic Safety Administration impaired driver resources at http://www.nhtsa.dot.gov/portal/site/nhtsa/menuitem.18e416bf1b09b6bbbf30811060008a0c/
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Take the time to mentor subordinate leaders on ORM processes.
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Use the wardroom and Chief's mess on appropriate issues.
Review the BUPERS Designated Driver page at https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx.

D&D v1

Don't want to sleep in the vehicle

An "in-house tipsy taxi program", comprised of volunteer drivers from within the squadron, provides an alternative transportation option to reduce DUIs.
Be aware of improper perceptions by your personnel.
Beware of and monitor fatigue levels of your personnel.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Ensure your unit safety council/committee programs are effective.
Establish, communicate (make visible), and enforce performance standards in your command.
Incorporate mentorship at every level.
Review Issue Paper #54: Drinking and Driving Consequences (Naval Aviation safety survey website)
Review Issue Paper #65: 101 Critical Days of Summer: Drinking and Driving Favorable Response Rates (Naval Aviation safety survey website)
Review Issue Paper #68: Tipsy Taxi Program Effectiveness (Naval Aviation safety survey website)
Review the National Highway Traffic Safety Administration Designated Driver resources at https://www.nhtsa.gov/campaign/drive-sober
Review the National Highway Traffic Safety Administration impaired driver resources at http://www.nhtsa.dot.gov/portal/site/nhtsa/menuitem.18e416bf1b09b6bbbf30811060008a0c/
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Use the wardroom and Chief's mess on appropriate issues.
Review the BUPERS Designated Driver page at https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx.

D&D v1

Don't want to leave your car parked where it is

An "in-house tipsy taxi program", comprised of volunteer drivers from within the squadron, provides an alternative transportation option to reduce DUIs.
Be aware of improper perceptions by your personnel.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Ensure your unit safety council/committee programs are effective.
Establish, communicate (make visible), and enforce performance standards in your command.
Incorporate mentorship at every level.
Integrate the ORM process into identifying/managing high risk personnel.
Officers and CPOs/SNCOs set the standard for alcohol use at home and deployed.
Review Issue Paper #54: Drinking and Driving Consequences (Naval Aviation safety survey website)
Review Issue Paper #65: 101 Critical Days of Summer: Drinking and Driving Favorable Response Rates (Naval Aviation safety survey website)
Review Issue Paper #68: Tipsy Taxi Program Effectiveness (Naval Aviation safety survey website)
Review personnel jackets for drug/alcohol histories.
Review the National Highway Traffic Safety Administration Designated Driver resources at https://www.nhtsa.gov/campaign/drive-sober
Review the National Highway Traffic Safety Administration impaired driver resources at http://www.nhtsa.dot.gov/portal/site/nhtsa/menuitem.18e416bf1b09b6bbbf30811060008a0c/
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Use the wardroom and Chief's mess on appropriate issues.
Review the BUPERS Designated Driver page at https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx.

D&D v1

Don't want to spend money for a taxi

An "in-house tipsy taxi program", comprised of volunteer drivers from within the squadron, provides an alternative transportation option to reduce DUIs.
Be aware of improper perceptions by your personnel.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Ensure your unit safety council/committee programs are effective.
Establish, communicate (make visible), and enforce performance standards in your command.
Incorporate mentorship at every level.
Integrate the ORM process into identifying/managing high risk personnel.
Officers and CPOs/SNCOs set the standard for alcohol use at home and deployed.
Review Issue Paper #54: Drinking and Driving Consequences (Naval Aviation safety survey website)
Review Issue Paper #65: 101 Critical Days of Summer: Drinking and Driving Favorable Response Rates (Naval Aviation safety survey website)
Review Issue Paper #68: Tipsy Taxi Program Effectiveness (Naval Aviation safety survey website)
Review personnel jackets for drug/alcohol histories.
Review the National Highway Traffic Safety Administration Designated Driver resources at https://www.nhtsa.gov/campaign/drive-sober
Review the National Highway Traffic Safety Administration impaired driver resources at http://www.nhtsa.dot.gov/portal/site/nhtsa/menuitem.18e416bf1b09b6bbbf30811060008a0c/
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Use the wardroom and Chief's mess on appropriate issues.
Review the BUPERS Designated Driver page at https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx.

D&D v1

Too hard to call for a taxi

An "in-house tipsy taxi program", comprised of volunteer drivers from within the squadron, provides an alternative transportation option to reduce DUIs.
Be aware of improper perceptions by your personnel.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Ensure your unit safety council/committee programs are effective.
Establish, communicate (make visible), and enforce performance standards in your command.
Incorporate mentorship at every level.
Integrate the ORM process into identifying/managing high risk personnel.
Officers and CPOs/SNCOs set the standard for alcohol use at home and deployed.
Review Issue Paper #54: Drinking and Driving Consequences (Naval Aviation safety survey website)
Review Issue Paper #65: 101 Critical Days of Summer: Drinking and Driving Favorable Response Rates (Naval Aviation safety survey website)
Review Issue Paper #68: Tipsy Taxi Program Effectiveness (Naval Aviation safety survey website)
Review personnel jackets for drug/alcohol histories.
Review the National Highway Traffic Safety Administration Designated Driver resources at https://www.nhtsa.gov/campaign/drive-sober
Review the National Highway Traffic Safety Administration impaired driver resources at http://www.nhtsa.dot.gov/portal/site/nhtsa/menuitem.18e416bf1b09b6bbbf30811060008a0c/
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Use the wardroom and Chief's mess on appropriate issues.
Review the BUPERS Designated Driver page at https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx.

D&D v1

Lack of anonymity if you call a taxi as part of a program

An "in-house tipsy taxi program", comprised of volunteer drivers from within the squadron, provides an alternative transportation option to reduce DUIs.
Be aware of improper perceptions by your personnel.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Ensure your unit safety council/committee programs are effective.
Establish, communicate (make visible), and enforce performance standards in your command.
Incorporate mentorship at every level.
Integrate the ORM process into identifying/managing high risk personnel.
Officers and CPOs/SNCOs set the standard for alcohol use at home and deployed.
Review Issue Paper #54: Drinking and Driving Consequences (Naval Aviation safety survey website)
Review Issue Paper #65: 101 Critical Days of Summer: Drinking and Driving Favorable Response Rates (Naval Aviation safety survey website)
Review Issue Paper #68: Tipsy Taxi Program Effectiveness (Naval Aviation safety survey website)
Review personnel jackets for drug/alcohol histories.
Review the National Highway Traffic Safety Administration Designated Driver resources at https://www.nhtsa.gov/campaign/drive-sober
Review the National Highway Traffic Safety Administration impaired driver resources at http://www.nhtsa.dot.gov/portal/site/nhtsa/menuitem.18e416bf1b09b6bbbf30811060008a0c/
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Use the wardroom and Chief's mess on appropriate issues.
Review the BUPERS Designated Driver page at https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx.

D&D v1

Don't want to bother a friend for a ride

An "in-house tipsy taxi program", comprised of volunteer drivers from within the squadron, provides an alternative transportation option to reduce DUIs.
Be aware of improper perceptions by your personnel.
Communication is key across all pay grades. Ensure it happens.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Ensure your unit safety council/committee programs are effective.
Establish, communicate (make visible), and enforce performance standards in your command.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Incorporate mentorship at every level.
Integrate the ORM process into identifying/managing high risk personnel.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Officers and CPOs/SNCOs set the standard for alcohol use at home and deployed.
Review Issue Paper #54: Drinking and Driving Consequences (Naval Aviation safety survey website)
Review Issue Paper #65: 101 Critical Days of Summer: Drinking and Driving Favorable Response Rates (Naval Aviation safety survey website)
Review Issue Paper #68: Tipsy Taxi Program Effectiveness (Naval Aviation safety survey website)
Review personnel jackets for drug/alcohol histories.
Review the National Highway Traffic Safety Administration Designated Driver resources at https://www.nhtsa.gov/campaign/drive-sober
Review the National Highway Traffic Safety Administration impaired driver resources at http://www.nhtsa.dot.gov/portal/site/nhtsa/menuitem.18e416bf1b09b6bbbf30811060008a0c/
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Take the time to mentor subordinate leaders on ORM processes.
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Use the wardroom and Chief's mess on appropriate issues.
Review the BUPERS Designated Driver page at https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx.

D&D v1

Don't want to risk being late for work, etc. the next morning

An "in-house tipsy taxi program", comprised of volunteer drivers from within the squadron, provides an alternative transportation option to reduce DUIs.
A strong "anonymous" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Be aware of improper perceptions by your personnel.
Communication is key across all pay grades. Ensure it happens.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective "anonymous" program.
Ensure your unit has an effective sponsorship program.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Ensure your unit safety council/committee programs are effective.
Establish, communicate (make visible), and enforce performance standards in your command.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Implement a unit policy letter that encourages the reporting of safety issues.
Incorporate mentorship at every level.
Integrate the ORM process into identifying/managing high risk personnel.
Monitor aggressive aircrew who think rules aren't necessary.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Officers and CPOs/SNCOs set the standard for alcohol use at home and deployed.
Review Issue Paper #54: Drinking and Driving Consequences (Naval Aviation safety survey website)
Review Issue Paper #55: Supervisor Favoritism Regarding DUIs (Naval Aviation safety survey website)
Review Issue Paper #65: 101 Critical Days of Summer: Drinking and Driving Favorable Response Rates (Naval Aviation safety survey website)
Review Issue Paper #68: Tipsy Taxi Program Effectiveness (Naval Aviation safety survey website)
Review personnel jackets for drug/alcohol histories.
Review the National Highway Traffic Safety Administration Designated Driver resources at https://www.nhtsa.gov/campaign/drive-sober
Review the National Highway Traffic Safety Administration impaired driver resources at http://www.nhtsa.dot.gov/portal/site/nhtsa/menuitem.18e416bf1b09b6bbbf30811060008a0c/
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Take the time to mentor subordinate leaders on ORM processes.
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Use the wardroom and Chief's mess on appropriate issues.
Review the BUPERS Designated Driver page at https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx.

D&D v1

You consumed food or coffee to offset the effects of alcohol

An "in-house tipsy taxi program", comprised of volunteer drivers from within the squadron, provides an alternative transportation option to reduce DUIs.
Be aware of improper perceptions by your personnel.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit safety council/committee programs are effective.
Officers and CPOs/SNCOs set the standard for alcohol use at home and deployed.
Review personnel jackets for drug/alcohol histories.
Review the National Highway Traffic Safety Administration Designated Driver resources at https://www.nhtsa.gov/campaign/drive-sober
Review the National Highway Traffic Safety Administration impaired driver resources at http://www.nhtsa.dot.gov/portal/site/nhtsa/menuitem.18e416bf1b09b6bbbf30811060008a0c/
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Use the wardroom and Chief's mess on appropriate issues.
Review the BUPERS Designated Driver page at https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx.

D&D v1

You had less to drink than other potential drivers in your group

An "in-house tipsy taxi program", comprised of volunteer drivers from within the squadron, provides an alternative transportation option to reduce DUIs.
Be aware of improper perceptions by your personnel.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Ensure your unit safety council/committee programs are effective.
Establish, communicate (make visible), and enforce performance standards in your command.
Incorporate mentorship at every level.
Monitor aggressive aircrew who think rules aren't necessary.
Officers and CPOs/SNCOs set the standard for alcohol use at home and deployed.
Review Issue Paper #54: Drinking and Driving Consequences (Naval Aviation safety survey website)
Review Issue Paper #65: 101 Critical Days of Summer: Drinking and Driving Favorable Response Rates (Naval Aviation safety survey website)
Review Issue Paper #68: Tipsy Taxi Program Effectiveness (Naval Aviation safety survey website)
Review personnel jackets for drug/alcohol histories.
Review the National Highway Traffic Safety Administration Designated Driver resources at https://www.nhtsa.gov/campaign/drive-sober
Review the National Highway Traffic Safety Administration impaired driver resources at http://www.nhtsa.dot.gov/portal/site/nhtsa/menuitem.18e416bf1b09b6bbbf30811060008a0c/
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Use the wardroom and Chief's mess on appropriate issues.
Review the BUPERS Designated Driver page at https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx.

OD&R v1

My squadron's Off-duty and Recreational Activity Program is effective at helping me reduce personal injury.

Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Assign, educate, and employ ORM instructors in your unit.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Take the time to mentor subordinate leaders on ORM processes.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Use the wardroom and Chief's mess on appropriate issues.
Issue Paper #58: High-Risk Off Duty & Recreational Activities (Naval Aviation safety survey website)
Issue Paper #63: 101 Critical Days of Summer: Do You Know What Your People are Doing This Summer? (Naval Aviation safety survey website)

OD&R v1

My squadron provides me with adequate resources to assess hazards associated with off-duty and recreational activities.

Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Assign, educate, and employ ORM instructors in your unit.
Ensure your unit has an effective sponsorship program.
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Take the time to mentor subordinate leaders on ORM processes.
Use the wardroom and Chief's mess on appropriate issues.
Issue Paper #58: High-Risk Off Duty & Recreational Activities (Naval Aviation safety survey website)
Issue Paper #63: 101 Critical Days of Summer: Do You Know What Your People are Doing This Summer? (Naval Aviation safety survey website)

OD&R v1

My squadron periodically briefs me on off-duty and recreational activity safety risks.

Communication is key across all pay grades. Ensure it happens.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit has an effective sponsorship program.
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Incorporate mentorship at every level.
Implement a unit policy letter that encourages the reporting of safety issues.
Integrate the ORM process into identifying/managing high risk personnel.
Assign, educate, and employ ORM instructors in your unit.
Take the time to mentor subordinate leaders on ORM processes.
Ensure your unit safety council/committee programs are effective.
Use the wardroom and Chief's mess on appropriate issues.
Issue Paper #58: High-Risk Off Duty & Recreational Activities (Naval Aviation safety survey website)
Issue Paper #63: 101 Critical Days of Summer: Do You Know What Your People are Doing This Summer? (Naval Aviation safety survey website)

OD&R v1

Safety personnel in my squadron assist me in reducing risks associated with off-duty and recreational activities.

Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Implement a unit policy letter that encourages the reporting of safety issues.
Assign, educate, and employ ORM instructors in your unit.
Integrate the ORM process into identifying/managing high risk personnel.
Take the time to mentor subordinate leaders on ORM processes.
Issue Paper #58: High-Risk Off Duty & Recreational Activities (Naval Aviation safety survey website)
Issue Paper #63: 101 Critical Days of Summer: Do You Know What Your People are Doing This Summer? (Naval Aviation safety survey website)

OD&R v1

Safety standdowns are NOT effective at helping me reduce off-duty and recreational activity mishaps/injuries.

Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Assign, educate, and employ ORM instructors in your unit.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Take the time to mentor subordinate leaders on ORM processes.
Ensure your unit has an effective sponsorship program.
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Implement a unit policy letter that encourages the reporting of safety issues.
Use the wardroom and Chief's mess on appropriate issues.

OD&R v1

My supervisor assists me in reducing risks associated with off-duty and recreational activities.

Communication is key across all pay grades. Ensure it happens.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Beware of and monitor fatigue levels of your personnel.
Ensure your unit has an effective sponsorship program.
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Incorporate mentorship at every level.
Integrate the ORM process into identifying/managing high risk personnel.
Assign, educate, and employ ORM instructors in your unit.
Take the time to mentor subordinate leaders on ORM processes.
Ensure your unit safety council/committee programs are effective.
Use the wardroom and Chief's mess on appropriate issues.
Issue Paper #58: High-Risk Off Duty & Recreational Activities (Naval Aviation safety survey website)
Issue Paper #63: 101 Critical Days of Summer: Do You Know What Your People are Doing This Summer? (Naval Aviation safety survey website)

OD&R v1

My supervisor honestly cares about my safety when I am off duty.

Be aware of improper perceptions by your personnel.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Beware of and monitor fatigue levels of your personnel.
Ensure your unit has an effective sponsorship program.
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Take the time to mentor subordinate leaders on ORM processes.
Use the wardroom and Chief's mess on appropriate issues.

OD&R v1

My supervisor knows which subordinates are involved in high-risk off-duty and recreational activities.

Ensure your unit has an effective "anonymous" program.
A strong "anonymous" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Be aware of improper perceptions by your personnel.
Beware of and monitor fatigue levels of your personnel.
Communication is key across all pay grades. Ensure it happens.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Incorporate mentorship at every level.
Take the time to mentor subordinate leaders on ORM processes.
Integrate the ORM process into identifying/managing high risk personnel.
Ensure your unit safety council/committee programs are effective.
Implement a unit policy letter that encourages the reporting of safety issues.
Use the wardroom and Chief's mess on appropriate issues.
Issue Paper #58: High-Risk Off Duty & Recreational Activities (Naval Aviation safety survey website)
Issue Paper #63: 101 Critical Days of Summer: Do You Know What Your People are Doing This Summer? (Naval Aviation safety survey website)

OD&R v1

I am NOT comfortable telling peers when they are behaving unsafely (e.g., endangering themselves or others).

Ensure your unit has an effective "anonymous" program.
A strong "anonymous" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Be aware of improper perceptions by your personnel.
Communication is key across all pay grades. Ensure it happens.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Ensure your unit has an effective sponsorship program.
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Implement a unit policy letter that encourages the reporting of safety issues.
Integrate the ORM process into identifying/managing high risk personnel.
Use the wardroom and Chief's mess on appropriate issues.

OD&R v1

Missing work due to an off-duty/recreational activity injury would adversely affect my squadron's ability to accomplish its mission.

Be aware of improper perceptions by your personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Use the wardroom and Chief's mess on appropriate issues.

OD&R v1

Sky-diving

Review the United States Parachute Association, Inc. safety articles at https://uspa.org/Safety-Training
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.
Issue Paper #58: High-Risk Off Duty & Recreational Activities (Naval Aviation safety survey website)
Issue Paper #63: 101 Critical Days of Summer: Do You Know What Your People are Doing This Summer? (Naval Aviation safety survey website)

OD&R v1

Hang-gliding

Review the United States Hang Gliding and Paragliding Association, Inc. safety articles at https://www.ushpa.org/page/safety.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.
Issue Paper #58: High-Risk Off Duty & Recreational Activities (Naval Aviation safety survey website)
Issue Paper #63: 101 Critical Days of Summer: Do You Know What Your People are Doing This Summer? (Naval Aviation safety survey website)

OD&R v1

Para-sailing

Review the United States Hang Gliding and Paragliding Association, Inc. safety articles at https://www.ushpa.org/page/safety.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.
Issue Paper #58: High-Risk Off Duty & Recreational Activities (Naval Aviation safety survey website)
Issue Paper #63: 101 Critical Days of Summer: Do You Know What Your People are Doing This Summer? (Naval Aviation safety survey website)

OD&R v1

Bungee jumping

Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.
Issue Paper #58: High-Risk Off Duty & Recreational Activities (Naval Aviation safety survey website)
Issue Paper #63: 101 Critical Days of Summer: Do You Know What Your People are Doing This Summer? (Naval Aviation safety survey website)

OD&R v1

Rock climbing

Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.
Issue Paper #58: High-Risk Off Duty & Recreational Activities (Naval Aviation safety survey website)
Issue Paper #63: 101 Critical Days of Summer: Do You Know What Your People are Doing This Summer? (Naval Aviation safety survey website)

OD&R v1

Motocross/off-road motorcycles

Review the Army Combat Readiness/Safety Center Motorcycle Mentorship Program information on https://crc.army.mil/mmp/
Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org/
Review the National Highway Traffic Safety Administration motorcycle resources at http://www.nhtsa.dot.gov/portal/site/nhtsa/menuitem.d7975d55e8abbe089ca8e410dba046a0/
Review the National Institutes of Health Resources at http://www.nlm.nih.gov/medlineplus/sportssafety.html
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.
Issue Paper #58: High-Risk Off Duty & Recreational Activities (Naval Aviation safety survey website)
Issue Paper #63: 101 Critical Days of Summer: Do You Know What Your People are Doing This Summer? (Naval Aviation safety survey website)

OD&R v1

Motorcycle touring

Review the Army Combat Readiness/Safety Center Motorcycle Mentorship Program information on https://crc.army.mil/mmp/
Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org/
Review the National Highway Traffic Safety Administration motorcycle resources at http://www.nhtsa.dot.gov/portal/site/nhtsa/menuitem.d7975d55e8abbe089ca8e410dba046a0/
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.
Issue Paper #58: High-Risk Off Duty & Recreational Activities (Naval Aviation safety survey website)
Issue Paper #63: 101 Critical Days of Summer: Do You Know What Your People are Doing This Summer? (Naval Aviation safety survey website)

OD&R v1

ATV (four wheel)

Review the U.S. Consumer Product Safety Commission information at http://www.atvsafety.gov
Review the National Institutes of Health Resources at http://www.nlm.nih.gov/medlineplus/sportssafety.html
Review the Army Combat Readiness/Safety Center ATV information from the April Issue of Knowledge magazine at https://crc.army.mil/knowledge_online/april2008/MatchtheRidertotheRide/tabid/781/Default.aspx
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.
Issue Paper #58: High-Risk Off Duty & Recreational Activities (Naval Aviation safety survey website)
Issue Paper #63: 101 Critical Days of Summer: Do You Know What Your People are Doing This Summer? (Naval Aviation safety survey website)

OD&R v1

Snowmobiles

Review the International Snowmobile Manufactures Association resources at http://www.snowmobile.org/snowmobiling-safety.html
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.
Issue Paper #58: High-Risk Off Duty & Recreational Activities (Naval Aviation safety survey website)
Issue Paper #63: 101 Critical Days of Summer: Do You Know What Your People are Doing This Summer? (Naval Aviation safety survey website)

OD&R v1

Jet skis

Review the Red Cross Water Safety Tips at http://www.redcross.org/services/hss/tips/healthtips/safetywater.html
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.
Issue Paper #58: High-Risk Off Duty & Recreational Activities (Naval Aviation safety survey website)
Issue Paper #63: 101 Critical Days of Summer: Do You Know What Your People are Doing This Summer? (Naval Aviation safety survey website)

OD&R v1

Scuba diving

Review the Red Cross Water Safety Tips at http://www.redcross.org/services/hss/tips/healthtips/safetywater.html
Ensure participants have training and/or certification through professional diving courses (e.g., https://www.naui.org/certifications/).
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.
Issue Paper #58: High-Risk Off Duty & Recreational Activities (Naval Aviation safety survey website)
Issue Paper #63: 101 Critical Days of Summer: Do You Know What Your People are Doing This Summer? (Naval Aviation safety survey website)

OD&R v1

Swimming/Snorkeling

Review the Red Cross Water Safety Tips at http://www.redcross.org/services/hss/tips/healthtips/safetywater.html
Review the National Institutes of Health Resources at http://www.nlm.nih.gov/medlineplus/sportssafety.html
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.
Issue Paper #58: High-Risk Off Duty & Recreational Activities (Naval Aviation safety survey website)
Issue Paper #63: 101 Critical Days of Summer: Do You Know What Your People are Doing This Summer? (Naval Aviation safety survey website)

OD&R v1

Surfing

Review the Red Cross Water Safety Tips at http://www.redcross.org/services/hss/tips/healthtips/safetywater.html
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.
Issue Paper #58: High-Risk Off Duty & Recreational Activities (Naval Aviation safety survey website)
Issue Paper #63: 101 Critical Days of Summer: Do You Know What Your People are Doing This Summer? (Naval Aviation safety survey website)

OD&R v1

A day at the beach

Review the Red Cross Water Safety Tips at http://www.redcross.org/services/hss/tips/healthtips/safetywater.html
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.
Issue Paper #58: High-Risk Off Duty & Recreational Activities (Naval Aviation safety survey website)
Issue Paper #63: 101 Critical Days of Summer: Do You Know What Your People are Doing This Summer? (Naval Aviation safety survey website)

OD&R v1

Water skiing/Wake boarding

Review the Red Cross Water Safety Tips at http://www.redcross.org/services/hss/tips/healthtips/safetywater.html
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.
Issue Paper #58: High-Risk Off Duty & Recreational Activities (Naval Aviation safety survey website)
Issue Paper #63: 101 Critical Days of Summer: Do You Know What Your People are Doing This Summer? (Naval Aviation safety survey website)

OD&R v1

Boating

Review the Red Cross Water Safety Tips at http://www.redcross.org/services/hss/tips/healthtips/safetywater.html
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.
Issue Paper #58: High-Risk Off Duty & Recreational Activities (Naval Aviation safety survey website)
Issue Paper #63: 101 Critical Days of Summer: Do You Know What Your People are Doing This Summer? (Naval Aviation safety survey website)

OD&R v1

Snow skiing

Review the National Institutes of Health Resources at http://www.nlm.nih.gov/medlineplus/sportssafety.html
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.
Issue Paper #58: High-Risk Off Duty & Recreational Activities (Naval Aviation safety survey website)
Issue Paper #63: 101 Critical Days of Summer: Do You Know What Your People are Doing This Summer? (Naval Aviation safety survey website)

OD&R v1

Snow boarding

Review the National Institutes of Health Resources at http://www.nlm.nih.gov/medlineplus/sportssafety.html
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.
Issue Paper #58: High-Risk Off Duty & Recreational Activities (Naval Aviation safety survey website)
Issue Paper #63: 101 Critical Days of Summer: Do You Know What Your People are Doing This Summer? (Naval Aviation safety survey website)

OD&R v1

Skate boarding

Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.
Issue Paper #58: High-Risk Off Duty & Recreational Activities (Naval Aviation safety survey website)
Issue Paper #63: 101 Critical Days of Summer: Do You Know What Your People are Doing This Summer? (Naval Aviation safety survey website)

OD&R v1

Mountain biking (bicycle)

Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.
Issue Paper #58: High-Risk Off Duty & Recreational Activities (Naval Aviation safety survey website)
Issue Paper #63: 101 Critical Days of Summer: Do You Know What Your People are Doing This Summer? (Naval Aviation safety survey website)

OD&R v1

Road biking (bicycle)

Review the National Institutes of Health Resources at http://www.nlm.nih.gov/medlineplus/sportssafety.html
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.
Issue Paper #58: High-Risk Off Duty & Recreational Activities (Naval Aviation safety survey website)
Issue Paper #63: 101 Critical Days of Summer: Do You Know What Your People are Doing This Summer? (Naval Aviation safety survey website)

OD&R v1

Jogging/Running (under 8 miles)

Review the National Institutes of Health Resources at http://www.nlm.nih.gov/medlineplus/sportssafety.html
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.
Issue Paper #58: High-Risk Off Duty & Recreational Activities (Naval Aviation safety survey website)
Issue Paper #63: 101 Critical Days of Summer: Do You Know What Your People are Doing This Summer? (Naval Aviation safety survey website)

OD&R v1

Marathon running

Review the National Institutes of Health Resources at http://www.nlm.nih.gov/medlineplus/sportssafety.html
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.
Issue Paper #58: High-Risk Off Duty & Recreational Activities (Naval Aviation safety survey website)
Issue Paper #63: 101 Critical Days of Summer: Do You Know What Your People are Doing This Summer? (Naval Aviation safety survey website)

OD&R v1

Hiking

Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.
Issue Paper #58: High-Risk Off Duty & Recreational Activities (Naval Aviation safety survey website)
Issue Paper #63: 101 Critical Days of Summer: Do You Know What Your People are Doing This Summer? (Naval Aviation safety survey website)

OD&R v1

Weight lifting

Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.
Issue Paper #58: High-Risk Off Duty & Recreational Activities (Naval Aviation safety survey website)
Issue Paper #63: 101 Critical Days of Summer: Do You Know What Your People are Doing This Summer? (Naval Aviation safety survey website)

OD&R v1

Boxing

Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.
Issue Paper #58: High-Risk Off Duty & Recreational Activities (Naval Aviation safety survey website)
Issue Paper #63: 101 Critical Days of Summer: Do You Know What Your People are Doing This Summer? (Naval Aviation safety survey website)

OD&R v1

Martial arts

Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.
Issue Paper #58: High-Risk Off Duty & Recreational Activities (Naval Aviation safety survey website)
Issue Paper #63: 101 Critical Days of Summer: Do You Know What Your People are Doing This Summer? (Naval Aviation safety survey website)

OD&R v1

Intramural sports (basketball, baseball, football)

Review the National Institutes of Health Resources at http://www.nlm.nih.gov/medlineplus/sportssafety.html
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.
Issue Paper #58: High-Risk Off Duty & Recreational Activities (Naval Aviation safety survey website)
Issue Paper #63: 101 Critical Days of Summer: Do You Know What Your People are Doing This Summer? (Naval Aviation safety survey website)

OD&R v1

Hunting (bow or firearm)

Review the National Institutes of Health Resources at http://www.nlm.nih.gov/medlineplus/sportssafety.html
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.
Issue Paper #58: High-Risk Off Duty & Recreational Activities (Naval Aviation safety survey website)
Issue Paper #63: 101 Critical Days of Summer: Do You Know What Your People are Doing This Summer? (Naval Aviation safety survey website)

OD&R v1

Yard work/mowing

Review Underwriters Laboratories Lawn and Garden Tool Hazards at http://www.ul.com/media/newsrel/nr_spr05_hg.html
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.
Issue Paper #58: High-Risk Off Duty & Recreational Activities (Naval Aviation safety survey website)
Issue Paper #63: 101 Critical Days of Summer: Do You Know What Your People are Doing This Summer? (Naval Aviation safety survey website)

OD&R v1

Home repairs/remodeling

For guidance and safety tips, review websites of major home repair stores, such as http://www.homedepot.com and http://www.lowes.com.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.
Issue Paper #58: High-Risk Off Duty & Recreational Activities (Naval Aviation safety survey website)
Issue Paper #63: 101 Critical Days of Summer: Do You Know What Your People are Doing This Summer? (Naval Aviation safety survey website)

OD&R v1

Woodworking/Crafts (power tools used)

Review OSHA's Hand and Power Tool information at http://www.osha.gov/doc/outreachtraining/htmlfiles/tools.html
For guidance and safety tips, review websites of major home repair stores, such as http://www.homedepot.com and http://www.lowes.com.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.
Issue Paper #58: High-Risk Off Duty & Recreational Activities (Naval Aviation safety survey website)
Issue Paper #63: 101 Critical Days of Summer: Do You Know What Your People are Doing This Summer? (Naval Aviation safety survey website)

OD&R v1

Alcohol consumption during activities

Officers and CPOs/SNCOs set the standard for alcohol use at home and deployed.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.
Issue Paper #58: High-Risk Off Duty & Recreational Activities (Naval Aviation safety survey website)
Issue Paper #63: 101 Critical Days of Summer: Do You Know What Your People are Doing This Summer? (Naval Aviation safety survey website)

PMV v1

My supervisor assists me in identifying and reducing risks associated with PMVs.

Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center PMV resources at https://crc.army.mil/DrivingPOV/default.asp?iChannel=27&nChannel=DrivingPOV
Review the National Highway Traffic Safety Administration AADD and Designated Driver resources at https://www.nhtsa.gov/campaign/drive-sober
An "in-house tipsy taxi program", comprised of volunteer drivers from within the squadron, provides an alternative transportation option to reduce DUIs.
Review Issue Paper #40: Driving to and from Work (Naval Aviation safety survey website)
Review Issue Paper #52: Seat Belt Use (Naval Aviation safety survey website)
Review Issue Paper #53: ORM'ing PMV Issues (Naval Aviation safety survey website)
Review Issue Paper #54: Drinking and Driving Consequences (Naval Aviation safety survey website)
Review Issue Paper #55: Supervisor Favoritism Regarding DUIs (Naval Aviation safety survey website)
Review Issue Paper #58: High-Risk Off Duty & Recreation Activities (Naval Aviation safety survey website)
Review Issue Paper #59: Driving Tired or Fatigued (Naval Aviation safety survey website)
Review Issue Paper #64: PMV Survey Favorable Response Rates (Naval Aviation safety survey website)
Review Issue Paper #65: D&D Survey Items Favorable Response Rates (Naval Aviation safety survey website)
Review Issue Paper #69: Cell Phone Use While Driving (Naval Aviation safety survey website)
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Review personnel jackets for drug/alcohol histories.
Officers and CPOs/SNCOs set the standard for alcohol use at home and deployed.
Establish, communicate (make visible), and enforce performance standards in your command.
Monitor aggressive aircrew who think rules aren't necessary.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Ensure your unit has an effective sponsorship program.
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Beware of and monitor fatigue levels of your personnel.
Communication is key across all pay grades. Ensure it happens.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
Take the time to mentor subordinate leaders on ORM processes.
Integrate the ORM process into identifying/managing high risk personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.
Review the BUPERS Designated Driver page at https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx.

PMV v1

My command's safety program assists me in identifying and reducing risks associated with PMVs.

Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center PMV resources at https://crc.army.mil/DrivingPOV/default.asp?iChannel=27&nChannel=DrivingPOV
Review the National Highway Traffic Safety Administration AADD and Designated Driver resources at https://www.nhtsa.gov/campaign/drive-sober
An "in-house tipsy taxi program", comprised of volunteer drivers from within the squadron, provides an alternative transportation option to reduce DUIs.
Review Issue Paper #40: Driving to and from Work (Naval Aviation safety survey website)
Review Issue Paper #52: Seat Belt Use (Naval Aviation safety survey website)
Review Issue Paper #53: ORM'ing PMV Issues (Naval Aviation safety survey website)
Review Issue Paper #54: Drinking and Driving Consequences (Naval Aviation safety survey website)
Review Issue Paper #55: Supervisor Favoritism Regarding DUIs (Naval Aviation safety survey website)
Review Issue Paper #58: High-Risk Off Duty & Recreation Activities (Naval Aviation safety survey website)
Review Issue Paper #59: Driving Tired or Fatigued (Naval Aviation safety survey website)
Review Issue Paper #64: PMV Survey Favorable Response Rates (Naval Aviation safety survey website)
Review Issue Paper #65: D&D Survey Items Favorable Response Rates (Naval Aviation safety survey website)
Review Issue Paper #69: Cell Phone Use While Driving (Naval Aviation safety survey website)
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Officers and CPOs/SNCOs set the standard for alcohol use at home and deployed.
Establish, communicate (make visible), and enforce performance standards in your command.
Monitor aggressive aircrew who think rules aren't necessary.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Ensure your unit has an effective sponsorship program.
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Beware of and monitor fatigue levels of your personnel.
Communication is key across all pay grades. Ensure it happens.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your unit has an effective "Anymouse" program.
A strong "Anymouse" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
Take the time to mentor subordinate leaders on ORM processes.
Integrate the ORM process into identifying/managing high risk personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.
Review the BUPERS Designated Driver page at https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx.

PMV v1

I would say something to the driver of a vehicle I was in if he/she was doing something unsafe.

Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center PMV resources at https://crc.army.mil/DrivingPOV/default.asp?iChannel=27&nChannel=DrivingPOV
Review the National Highway Traffic Safety Administration AADD and Designated Driver resources at https://www.nhtsa.gov/campaign/drive-sober
An "in-house tipsy taxi program", comprised of volunteer drivers from within the squadron, provides an alternative transportation option to reduce DUIs.
Review Issue Paper #52: Seat Belt Use (Naval Aviation safety survey website)
Review Issue Paper #53: ORM'ing PMV Issues (Naval Aviation safety survey website)
Review Issue Paper #54: Drinking and Driving Consequences (Naval Aviation safety survey website)
Review Issue Paper #59: Driving Tired or Fatigued (Naval Aviation safety survey website)
Review Issue Paper #64: PMV Survey Favorable Response Rates (Naval Aviation safety survey website)
Review Issue Paper #65: D&D Survey Items Favorable Response Rates (Naval Aviation safety survey website)
Review Issue Paper #69: Cell Phone Use While Driving (Naval Aviation safety survey website)
Incorporate mentorship at every level.
Be aware of improper perceptions by your personnel.
Beware of and monitor fatigue levels of your personnel.
Communication is key across all pay grades. Ensure it happens.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the BUPERS Designated Driver page at https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx.

PMV v1

My driving times or distances between home and work are excessive.

Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center PMV resources at https://crc.army.mil/DrivingPOV/default.asp?iChannel=27&nChannel=DrivingPOV
Review Issue Paper #40: Driving to and from Work (Naval Aviation safety survey website)
Review Issue Paper #52: Seat Belt Use (Naval Aviation safety survey website)
Review Issue Paper #53: ORM'ing PMV Issues (Naval Aviation safety survey website)
Review Issue Paper #59: Driving Tired or Fatigued (Naval Aviation safety survey website)
Review Issue Paper #64: PMV Survey Favorable Response Rates (Naval Aviation safety survey website)
Review Issue Paper #69: Cell Phone Use While Driving (Naval Aviation safety survey website)
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Ensure your unit safety council/committee programs are effective.
Beware of and monitor fatigue levels of your personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).

PMV v1

I believe it is acceptable to drive appreciably faster than the speed limit to maintain traffic flow.

Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center PMV resources at https://crc.army.mil/DrivingPOV/default.asp?iChannel=27&nChannel=DrivingPOV
Review Issue Paper #53: ORM'ing PMV Issues (Naval Aviation safety survey website)
Review Issue Paper #58: High-Risk Off Duty & Recreation Activities (Naval Aviation safety survey website)
Review Issue Paper #59: Driving Tired or Fatigued (Naval Aviation safety survey website)
Review Issue Paper #64: PMV Survey Favorable Response Rates (Naval Aviation safety survey website)
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Establish, communicate (make visible), and enforce performance standards in your command.
Monitor aggressive aircrew who think rules aren't necessary.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Ensure your unit has an effective sponsorship program.
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Integrate the ORM process into identifying/managing high risk personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

PMV v1

My PMV is currently in good operating condition.

Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center PMV resources at https://crc.army.mil/DrivingPOV/default.asp?iChannel=27&nChannel=DrivingPOV
Review Issue Paper #40: Driving to and from Work (Naval Aviation safety survey website)
Review Issue Paper #52: Seat Belt Use (Naval Aviation safety survey website)
Review Issue Paper #53: ORM'ing PMV Issues (Naval Aviation safety survey website)
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

PMV v1

I feel pressured by passengers to drive faster and/or bend traffic rules.

Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center PMV resources at https://crc.army.mil/DrivingPOV/default.asp?iChannel=27&nChannel=DrivingPOV
Review Issue Paper #53: ORM'ing PMV Issues (Naval Aviation safety survey website)
Review Issue Paper #64: PMV Survey Favorable Response Rates (Naval Aviation safety survey website)
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Establish, communicate (make visible), and enforce performance standards in your command.
Monitor aggressive aircrew who think rules aren't necessary.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Communication is key across all pay grades. Ensure it happens.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your unit has an effective "anonymous" program.
A strong "anonymous" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
Integrate the ORM process into identifying/managing high risk personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.

PMV v1

I feel pressured by other drivers to drive faster and/or bend traffic rules.

Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center PMV resources at https://crc.army.mil/DrivingPOV/default.asp?iChannel=27&nChannel=DrivingPOV
Review Issue Paper #53: ORM'ing PMV Issues (Naval Aviation safety survey website)
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.

PMV v1

When I am off base, I do NOT wear my seat belt.

Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center PMV resources at https://crc.army.mil/DrivingPOV/default.asp?iChannel=27&nChannel=DrivingPOV
Review Issue Paper #40: Driving to and from Work (Naval Aviation safety survey website)
Review Issue Paper #52: Seat Belt Use (Naval Aviation safety survey website)
Review Issue Paper #53: ORM'ing PMV Issues (Naval Aviation safety survey website)
Review Issue Paper #59: Driving Tired or Fatigued (Naval Aviation safety survey website)
Review Issue Paper #64: PMV Survey Favorable Response Rates (Naval Aviation safety survey website)
Review Issue Paper #69: Cell Phone Use While Driving (Naval Aviation safety survey website)
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Establish, communicate (make visible), and enforce performance standards in your command.
Monitor aggressive aircrew who think rules aren't necessary.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Ensure your unit has an effective sponsorship program.
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Beware of and monitor fatigue levels of your personnel.
Communication is key across all pay grades. Ensure it happens.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your unit has an effective "anonymous" program.
A strong "anonymous" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
Integrate the ORM process into identifying/managing high risk personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).

PMV v1

Passengers often do NOT wear seat belts when riding in the back seat of my PMV.

Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center PMV resources at https://crc.army.mil/DrivingPOV/default.asp?iChannel=27&nChannel=DrivingPOV
Review Issue Paper #40: Driving to and from Work (Naval Aviation safety survey website)
Review Issue Paper #52: Seat Belt Use (Naval Aviation safety survey website)
Review Issue Paper #53: ORM'ing PMV Issues (Naval Aviation safety survey website)
Review Issue Paper #64: PMV Survey Favorable Response Rates (Naval Aviation safety survey website)
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Establish, communicate (make visible), and enforce performance standards in your command.
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Communication is key across all pay grades. Ensure it happens.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Ensure your unit has an effective "anonymous" program.
A strong "anonymous" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

PMV v1

I think about how my driving impacts other motorists.

Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center PMV resources at https://crc.army.mil/DrivingPOV/default.asp?iChannel=27&nChannel=DrivingPOV
Review the National Highway Traffic Safety Administration AADD and Designated Driver resources at https://www.nhtsa.gov/campaign/drive-sober
An "in-house tipsy taxi program", comprised of volunteer drivers from within the squadron, provides an alternative transportation option to reduce DUIs.
Review Issue Paper #40: Driving to and from Work (Naval Aviation safety survey website)
Review Issue Paper #53: ORM'ing PMV Issues (Naval Aviation safety survey website)
Review Issue Paper #54: Drinking and Driving Consequences (Naval Aviation safety survey website)
Review Issue Paper #59: Driving Tired or Fatigued (Naval Aviation safety survey website)
Review Issue Paper #64: PMV Survey Favorable Response Rates (Naval Aviation safety survey website)
Review Issue Paper #69: Cell Phone Use While Driving (Naval Aviation safety survey website)
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Establish, communicate (make visible), and enforce performance standards in your command.
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Beware of and monitor fatigue levels of your personnel.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your unit has an effective "anonymous" program.
A strong "anonymous" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
Integrate the ORM process into identifying/managing high risk personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Review the BUPERS Designated Driver page at https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx.

PMV v1

Taking a long drive

Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center PMV resources at https://crc.army.mil/DrivingPOV/default.asp?iChannel=27&nChannel=DrivingPOV
Review Issue Paper #40: Driving to and from Work (Naval Aviation safety survey website)
Review Issue Paper #53: ORM'ing PMV Issues (Naval Aviation safety survey website)
Review Issue Paper #59: Driving Tired or Fatigued (Naval Aviation safety survey website)
Review Issue Paper #64: PMV Survey Favorable Response Rates (Naval Aviation safety survey website)
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Beware of and monitor fatigue levels of your personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Educate your personnel to recognize fatigue's "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.)
Educate your personnel to travel with a companion and switch driving tasks when you get sleepy, make frequect rest stops, and use caffeine strategically, but not in lieu of rest.

PMV v1

Out late the night before

Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center PMV resources at https://crc.army.mil/DrivingPOV/default.asp?iChannel=27&nChannel=DrivingPOV
Review Issue Paper #53: ORM'ing PMV Issues (Naval Aviation safety survey website)
Review Issue Paper #59: Driving Tired or Fatigued (Naval Aviation safety survey website)
Review Issue Paper #64: PMV Survey Favorable Response Rates (Naval Aviation safety survey website)
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Establish, communicate (make visible), and enforce performance standards in your command.
Monitor aggressive aircrew who think rules aren't necessary.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Ensure your unit has an effective sponsorship program.
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Beware of and monitor fatigue levels of your personnel.
Ensure your unit has an effective "anonymous" program.
A strong "anonymous" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Integrate the ORM process into identifying/managing high risk personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Educate your personnel to recognize fatigue's "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.)
Educate your personnel to use caffeine strategically, but not in lieu of rest

PMV v1

Worked long hours

Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center PMV resources at https://crc.army.mil/DrivingPOV/default.asp?iChannel=27&nChannel=DrivingPOV
Review Issue Paper #40: Driving to and from Work (Naval Aviation safety survey website)
Review Issue Paper #53: ORM'ing PMV Issues (Naval Aviation safety survey website)
Review Issue Paper #59: Driving Tired or Fatigued (Naval Aviation safety survey website)
Review Issue Paper #64: PMV Survey Favorable Response Rates (Naval Aviation safety survey website)
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Establish, communicate (make visible), and enforce performance standards in your command.
Ensure your unit has an effective sponsorship program.
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Beware of and monitor fatigue levels of your personnel.
Communication is key across all pay grades. Ensure it happens.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your unit has an effective "anonymous" program.
A strong "anonymous" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
Take the time to mentor subordinate leaders on ORM processes.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Educate your personnel to recognize fatigue's "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.)
Educate your personnel to use caffeine strategically, but not in lieu of rest

PMV v1

Have to be at work early

Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center PMV resources at https://crc.army.mil/DrivingPOV/default.asp?iChannel=27&nChannel=DrivingPOV
Review Issue Paper #40: Driving to and from Work (Naval Aviation safety survey website)
Review Issue Paper #53: ORM'ing PMV Issues (Naval Aviation safety survey website)
Review Issue Paper #59: Driving Tired or Fatigued (Naval Aviation safety survey website)
Review Issue Paper #64: PMV Survey Favorable Response Rates (Naval Aviation safety survey website)
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Establish, communicate (make visible), and enforce performance standards in your command.
Ensure your unit has an effective sponsorship program.
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Beware of and monitor fatigue levels of your personnel.
Communication is key across all pay grades. Ensure it happens.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your unit has an effective "anonymous" program.
A strong "anonymous" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
Take the time to mentor subordinate leaders on ORM processes.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Educate your personnel to recognize fatigue's "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.)

PMV v1

Excessive exercise

Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center PMV resources at https://crc.army.mil/DrivingPOV/default.asp?iChannel=27&nChannel=DrivingPOV
Review Issue Paper #53: ORM'ing PMV Issues (Naval Aviation safety survey website)
Review Issue Paper #59: Driving Tired or Fatigued (Naval Aviation safety survey website)
Review Issue Paper #64: PMV Survey Favorable Response Rates (Naval Aviation safety survey website)
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Beware of and monitor fatigue levels of your personnel.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Integrate the ORM process into identifying/managing high risk personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.
Recognize fatigue "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding)

PMV v1

Excessive speed

Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center PMV resources at https://crc.army.mil/DrivingPOV/default.asp?iChannel=27&nChannel=DrivingPOV
Review Issue Paper #52: Seat Belt Use (Naval Aviation safety survey website)
Review Issue Paper #53: ORM'ing PMV Issues (Naval Aviation safety survey website)
Review Issue Paper #58: High-Risk Off Duty & Recreation Activities (Naval Aviation safety survey website)
Review Issue Paper #64: PMV Survey Favorable Response Rates (Naval Aviation safety survey website)
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Establish, communicate (make visible), and enforce performance standards in your command.
Monitor aggressive aircrew who think rules aren't necessary.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your unit has an effective "anonymous" program.
A strong "anonymous" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Integrate the ORM process into identifying/managing high risk personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.

PMV v1

Loss of vehicle control

Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center PMV resources at https://crc.army.mil/DrivingPOV/default.asp?iChannel=27&nChannel=DrivingPOV
Review Issue Paper #52: Seat Belt Use (Naval Aviation safety survey website)
Review Issue Paper #53: ORM'ing PMV Issues (Naval Aviation safety survey website)
Review Issue Paper #58: High-Risk Off Duty & Recreation Activities (Naval Aviation safety survey website)
Review Issue Paper #59: Driving Tired or Fatigued (Naval Aviation safety survey website)
Review Issue Paper #64: PMV Survey Favorable Response Rates (Naval Aviation safety survey website)
Review Issue Paper #69: Cell Phone Use While Driving (Naval Aviation safety survey website)
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Establish, communicate (make visible), and enforce performance standards in your command.
Monitor aggressive aircrew who think rules aren't necessary.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Beware of and monitor fatigue levels of your personnel.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your unit has an effective "anonymous" program.
A strong "anonymous" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Integrate the ORM process into identifying/managing high risk personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.

PMV v1

Not using a seatbelt

Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center PMV resources at https://crc.army.mil/DrivingPOV/default.asp?iChannel=27&nChannel=DrivingPOV
Review Issue Paper #40: Driving to and from Work (Naval Aviation safety survey website)
Review Issue Paper #52: Seat Belt Use (Naval Aviation safety survey website)
Review Issue Paper #53: ORM'ing PMV Issues (Naval Aviation safety survey website)
Review Issue Paper #58: High-Risk Off Duty & Recreation Activities (Naval Aviation safety survey website)
Review Issue Paper #59: Driving Tired or Fatigued (Naval Aviation safety survey website)
Review Issue Paper #64: PMV Survey Favorable Response Rates (Naval Aviation safety survey website)
Review Issue Paper #69: Cell Phone Use While Driving (Naval Aviation safety survey website)
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Establish, communicate (make visible), and enforce performance standards in your command.
Monitor aggressive aircrew who think rules aren't necessary.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Ensure your unit has an effective sponsorship program.
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Beware of and monitor fatigue levels of your personnel.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your unit has an effective "anonymous" program.
A strong "anonymous" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Integrate the ORM process into identifying/managing high risk personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.

PMV v1

Fatigue

Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center PMV resources at https://crc.army.mil/DrivingPOV/default.asp?iChannel=27&nChannel=DrivingPOV
Review Issue Paper #40: Driving to and from Work (Naval Aviation safety survey website)
Review Issue Paper #53: ORM'ing PMV Issues (Naval Aviation safety survey website)
Review Issue Paper #59: Driving Tired or Fatigued (Naval Aviation safety survey website)
Review Issue Paper #64: PMV Survey Favorable Response Rates (Naval Aviation safety survey website)
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Establish, communicate (make visible), and enforce performance standards in your command.
Monitor aggressive aircrew who think rules aren't necessary.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Ensure your unit has an effective sponsorship program.
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Beware of and monitor fatigue levels of your personnel.
Communication is key across all pay grades. Ensure it happens.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your unit has an effective "anonymous" program.
A strong "anonymous" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
Take the time to mentor subordinate leaders on ORM processes.
Integrate the ORM process into identifying/managing high risk personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).

PMV v1

Not wearing a helmet (motorcycle)

Review the Army Combat Readiness/Safety Center Motorcycle Mentorship Program information on https://crc.army.mil/mmp/
Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org/
Review the National Highway Traffic Safety Administration motorcycle resources at http://www.nhtsa.dot.gov/portal/site/nhtsa/menuitem.d7975d55e8abbe089ca8e410dba046a0/
Review the National Institutes of Health Resources at http://www.nlm.nih.gov/medlineplus/sportssafety.html
Review the US Army Combat Readiness Center PMV resources at https://crc.army.mil/DrivingPOV/default.asp?iChannel=27&nChannel=DrivingPOV
Review Issue Paper #58: High-Risk Off Duty & Recreation Activities
Review Issue Paper #67: 101 Critical Days of Summer: Motorcycle Deaths
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Integrate the ORM process into identifying/managing high risk personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.

PMV v1

Excessive alcohol consumption

Review the National Highway Traffic Safety Administration AADD and Designated Driver resources at https://www.nhtsa.gov/campaign/drive-sober
An "in-house tipsy taxi program", comprised of volunteer drivers from within the squadron, provides an alternative transportation option to reduce DUIs.
Review the National Highway Traffic Safety Administration impaired driver resources at http://www.nhtsa.dot.gov/portal/site/nhtsa/menuitem.18e416bf1b09b6bbbf30811060008a0c/
Review the US Army Combat Readiness Center PMV resources at https://crc.army.mil/DrivingPOV/default.asp?iChannel=27&nChannel=DrivingPOV
Review Issue Paper #54: Drinking and Driving Consequences (Naval Aviation safety survey website)
Review Issue Paper #55: Supervisor Favoritism Regarding DUIs (Naval Aviation safety survey website)
Review Issue Paper #65: D&D Survey Items Favorable Response Rates (Naval Aviation safety survey website)
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Review personnel jackets for drug/alcohol histories.
Officers and CPOs/SNCOs set the standard for alcohol use at home and deployed.
Establish, communicate (make visible), and enforce performance standards in your command.
Monitor aggressive aircrew who think rules aren't necessary.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Ensure your unit has an effective sponsorship program.
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Integrate the ORM process into identifying/managing high risk personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Review the BUPERS Designated Driver page at https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx.

PMV v1

Failure to yield right of way

Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center PMV resources at https://crc.army.mil/DrivingPOV/default.asp?iChannel=27&nChannel=DrivingPOV
Review Issue Paper #52: Seat Belt Use (Naval Aviation safety survey website)
Review Issue Paper #53: ORM'ing PMV Issues (Naval Aviation safety survey website)
Review Issue Paper #59: Driving Tired or Fatigued (Naval Aviation safety survey website)
Review Issue Paper #64: PMV Survey Favorable Response Rates (Naval Aviation safety survey website)
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Beware of and monitor fatigue levels of your personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

PMV v1

Tailgating

Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center PMV resources at https://crc.army.mil/DrivingPOV/default.asp?iChannel=27&nChannel=DrivingPOV
Review Issue Paper #40: Driving to and from Work (Naval Aviation safety survey website)
Review Issue Paper #52: Seat Belt Use (Naval Aviation safety survey website)
Review Issue Paper #53: ORM'ing PMV Issues (Naval Aviation safety survey website)
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit safety council/committee programs are effective.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

PMV v1

Running a red traffic light

Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center PMV resources at https://crc.army.mil/DrivingPOV/default.asp?iChannel=27&nChannel=DrivingPOV
Review Issue Paper #52: Seat Belt Use (Naval Aviation safety survey website)
Review Issue Paper #53: ORM'ing PMV Issues (Naval Aviation safety survey website)
Review Issue Paper #59: Driving Tired or Fatigued (Naval Aviation safety survey website)
Review Issue Paper #64: PMV Survey Favorable Response Rates (Naval Aviation safety survey website)
Review Issue Paper #69: Cell Phone Use While Driving (Naval Aviation safety survey website)
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit safety council/committee programs are effective.
Beware of and monitor fatigue levels of your personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

PMV v1

Accelerating through a yellow traffic light

Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center PMV resources at https://crc.army.mil/DrivingPOV/default.asp?iChannel=27&nChannel=DrivingPOV
Review Issue Paper #52: Seat Belt Use (Naval Aviation safety survey website)
Review Issue Paper #53: ORM'ing PMV Issues (Naval Aviation safety survey website)
Review Issue Paper #59: Driving Tired or Fatigued (Naval Aviation safety survey website)
Review Issue Paper #64: PMV Survey Favorable Response Rates (Naval Aviation safety survey website)
Review Issue Paper #69: Cell Phone Use While Driving (Naval Aviation safety survey website)
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit safety council/committee programs are effective.
Beware of and monitor fatigue levels of your personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

PMV v1

Rolling through a stop sign

Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center PMV resources at https://crc.army.mil/DrivingPOV/default.asp?iChannel=27&nChannel=DrivingPOV
Review Issue Paper #52: Seat Belt Use (Naval Aviation safety survey website)
Review Issue Paper #53: ORM'ing PMV Issues (Naval Aviation safety survey website)
Review Issue Paper #59: Driving Tired or Fatigued (Naval Aviation safety survey website)
Review Issue Paper #64: PMV Survey Favorable Response Rates (Naval Aviation safety survey website)
Review Issue Paper #69: Cell Phone Use While Driving (Naval Aviation safety survey website)
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit safety council/committee programs are effective.
Beware of and monitor fatigue levels of your personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

PMV v1

Making an illegal U-turn

Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center PMV resources at https://crc.army.mil/DrivingPOV/default.asp?iChannel=27&nChannel=DrivingPOV
Review Issue Paper #53: ORM'ing PMV Issues (Naval Aviation safety survey website)
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit safety council/committee programs are effective.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

PMV v1

Using a cell phone while driving

Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center PMV resources at https://crc.army.mil/DrivingPOV/default.asp?iChannel=27&nChannel=DrivingPOV
Review Issue Paper #40: Driving to and from Work (Naval Aviation safety survey website)
Review Issue Paper #53: ORM'ing PMV Issues (Naval Aviation safety survey website)
Review Issue Paper #64: PMV Survey Favorable Response Rates (Naval Aviation safety survey website)
Review Issue Paper #69: Cell Phone Use While Driving (Naval Aviation safety survey website)
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Establish, communicate (make visible), and enforce performance standards in your command.
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.

PMV v1

Distracted (reading map, eating, music, etc.)

Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center PMV resources at https://crc.army.mil/DrivingPOV/default.asp?iChannel=27&nChannel=DrivingPOV
Review Issue Paper #40: Driving to and from Work (Naval Aviation safety survey website)
Review Issue Paper #52: Seat Belt Use (Naval Aviation safety survey website)
Review Issue Paper #53: ORM'ing PMV Issues (Naval Aviation safety survey website)
Review Issue Paper #59: Driving Tired or Fatigued (Naval Aviation safety survey website)
Review Issue Paper #64: PMV Survey Favorable Response Rates (Naval Aviation safety survey website)
Review Issue Paper #69: Cell Phone Use While Driving (Naval Aviation safety survey website)
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit safety council/committee programs are effective.
Beware of and monitor fatigue levels of your personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

PMV v1

Driving while angry/upset/depressed/ill/etc.

Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center PMV resources at https://crc.army.mil/DrivingPOV/default.asp?iChannel=27&nChannel=DrivingPOV
Review Issue Paper #40: Driving to and from Work (Naval Aviation safety survey website)
Review Issue Paper #52: Seat Belt Use (Naval Aviation safety survey website)
Review Issue Paper #53: ORM'ing PMV Issues (Naval Aviation safety survey website)
Review Issue Paper #59: Driving Tired or Fatigued (Naval Aviation safety survey website)
Review Issue Paper #64: PMV Survey Favorable Response Rates (Naval Aviation safety survey website)
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Monitor aggressive aircrew who think rules aren't necessary.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Ensure your unit has an effective sponsorship program.
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Beware of and monitor fatigue levels of your personnel.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).

PMV v1

Road rage (anger at other drivers)

Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center PMV resources at https://crc.army.mil/DrivingPOV/default.asp?iChannel=27&nChannel=DrivingPOV
Review Issue Paper #40: Driving to and from Work (Naval Aviation safety survey website)
Review Issue Paper #52: Seat Belt Use (Naval Aviation safety survey website)
Review Issue Paper #53: ORM'ing PMV Issues (Naval Aviation safety survey website)
Review Issue Paper #59: Driving Tired or Fatigued (Naval Aviation safety survey website)
Review Issue Paper #64: PMV Survey Favorable Response Rates (Naval Aviation safety survey website)
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Monitor aggressive aircrew who think rules aren't necessary.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Ensure your unit has an effective sponsorship program.
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Beware of and monitor fatigue levels of your personnel.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).

PMV v1

Not taking road conditions into account

Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center PMV resources at https://crc.army.mil/DrivingPOV/default.asp?iChannel=27&nChannel=DrivingPOV
Review Issue Paper #40: Driving to and from Work (Naval Aviation safety survey website)
Review Issue Paper #52: Seat Belt Use (Naval Aviation safety survey website)
Review Issue Paper #53: ORM'ing PMV Issues (Naval Aviation safety survey website)
Review Issue Paper #59: Driving Tired or Fatigued (Naval Aviation safety survey website)
Review Issue Paper #64: PMV Survey Favorable Response Rates (Naval Aviation safety survey website)
Review Issue Paper #69: Cell Phone Use While Driving (Naval Aviation safety survey website)
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Beware of and monitor fatigue levels of your personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

PMV v1

Not taking weather conditions into account.

Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center PMV resources at https://crc.army.mil/DrivingPOV/default.asp?iChannel=27&nChannel=DrivingPOV
Review Issue Paper #40: Driving to and from Work (Naval Aviation safety survey website)
Review Issue Paper #52: Seat Belt Use (Naval Aviation safety survey website)
Review Issue Paper #53: ORM'ing PMV Issues (Naval Aviation safety survey website)
Review Issue Paper #59: Driving Tired or Fatigued (Naval Aviation safety survey website)
Review Issue Paper #64: PMV Survey Favorable Response Rates (Naval Aviation safety survey website)
Review Issue Paper #69: Cell Phone Use While Driving (Naval Aviation safety survey website)
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Beware of and monitor fatigue levels of your personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

PMV v1

Failure to use adequate child restraints

Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center PMV resources at https://crc.army.mil/DrivingPOV/default.asp?iChannel=27&nChannel=DrivingPOV
Review Issue Paper #52: Seat Belt Use (Naval Aviation safety survey website)
Review Issue Paper #53: ORM'ing PMV Issues (Naval Aviation safety survey website)
Review Issue Paper #64: PMV Survey Favorable Response Rates (Naval Aviation safety survey website)
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

PMV v1

Failure to wear prescription glasses

Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center PMV resources at https://crc.army.mil/DrivingPOV/default.asp?iChannel=27&nChannel=DrivingPOV
Review Issue Paper #53: ORM'ing PMV Issues (Naval Aviation safety survey website)
Review Issue Paper #65: D&D Survey Items Favorable Response Rates (Naval Aviation safety survey website)
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Establish, communicate (make visible), and enforce performance standards in your command.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

PMV v1

Failure to use turn signals (including lane changes)

Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center PMV resources at https://crc.army.mil/DrivingPOV/default.asp?iChannel=27&nChannel=DrivingPOV
Review Issue Paper #53: ORM'ing PMV Issues (Naval Aviation safety survey website)
Review Issue Paper #59: Driving Tired or Fatigued (Naval Aviation safety survey website)
Review Issue Paper #64: PMV Survey Favorable Response Rates (Naval Aviation safety survey website)
Review Issue Paper #69: Cell Phone Use While Driving (Naval Aviation safety survey website)
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Be aware of improper perceptions by your personnel.
Beware of and monitor fatigue levels of your personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

PMV v1

Failure to make adequate rest stops on long trips

Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center PMV resources at https://crc.army.mil/DrivingPOV/default.asp?iChannel=27&nChannel=DrivingPOV
Review Issue Paper #53: ORM'ing PMV Issues (Naval Aviation safety survey website)
Review Issue Paper #59: Driving Tired or Fatigued (Naval Aviation safety survey website)
Review Issue Paper #64: PMV Survey Favorable Response Rates (Naval Aviation safety survey website)
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Beware of and monitor fatigue levels of your personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

MTRCYCL v1

How often do you wear your helmet off base when riding your motorcycle?

Review the Army Combat Readiness/Safety Center Motorcycle Mentorship Program information on https://crc.army.mil/mmp/
Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org/
Review the National Highway Traffic Safety Administration motorcycle resources at http://www.nhtsa.dot.gov/portal/site/nhtsa/menuitem.d7975d55e8abbe089
Review the National Institutes of Health Resources at http://www.nlm.nih.gov/medlineplus/sportssafety.html
Review Issue Paper #58: High-Risk Off Duty & Recreation Activities
Review Issue Paper #67: 101 Critical Days of Summer: Motorcycle Deaths
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Integrate the ORM process into identifying/managing high risk personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.

MTRCYCL v1

How often do you require passengers on your motorcycle to wear a helmet?

Review the Army Combat Readiness/Safety Center Motorcycle Mentorship Program information on https://crc.army.mil/mmp/
Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org/
Review the National Highway Traffic Safety Administration motorcycle resources at http://www.nhtsa.dot.gov/portal/site/nhtsa/menuitem.d7975d55e8abbe089ca8e410dba046a0/
Review the National Institutes of Health Resources at http://www.nlm.nih.gov/medlineplus/sportssafety.html
Review Issue Paper #58: High-Risk Off Duty & Recreation Activities
Review Issue Paper #67: 101 Critical Days of Summer: Motorcycle Deaths
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Integrate the ORM process into identifying/managing high risk personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.

MTRCYCL v1

How often do you operate your motorcycle off road?

Review the Army Combat Readiness/Safety Center Motorcycle Mentorship Program information on https://crc.army.mil/mmp/
Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org/
Review the National Highway Traffic Safety Administration motorcycle resources at http://www.nhtsa.dot.gov/portal/site/nhtsa/menuitem.d7975d55e8abbe089ca8e410dba046a0/
Review the National Institutes of Health Resources at http://www.nlm.nih.gov/medlineplus/sportssafety.html
Review Issue Paper #58: High-Risk Off Duty & Recreation Activities
Review Issue Paper #67: 101 Critical Days of Summer: Motorcycle Deaths
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Integrate the ORM process into identifying/managing high risk personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.

MTRCYCL v1

How often do you operate your motorcycle in inclement weather (e.g., rain, sleet, snow, fog, etc.)?

Review the Army Combat Readiness/Safety Center Motorcycle Mentorship Program information on https://crc.army.mil/mmp/
Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org/
Review the National Highway Traffic Safety Administration motorcycle resources at http://www.nhtsa.dot.gov/portal/site/nhtsa/menuitem.d7975d55e8abbe089ca8e410dba046a0/
Review the National Institutes of Health Resources at http://www.nlm.nih.gov/medlineplus/sportssafety.html
Review Issue Paper #58: High-Risk Off Duty & Recreation Activities
Review Issue Paper #67: 101 Critical Days of Summer: Motorcycle Deaths
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Integrate the ORM process into identifying/managing high risk personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Beware of and monitor fatigue levels of your personnel.
Use the wardroom and Chief's mess on appropriate issues.

MTRCYCL v1

How often do you wear Personal Protective Equipment when riding your motorcycle off base?

Review the Army Combat Readiness/Safety Center Motorcycle Mentorship Program information on https://crc.army.mil/mmp/
Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org/
Review the National Highway Traffic Safety Administration motorcycle resources at http://www.nhtsa.dot.gov/portal/site/nhtsa/menuitem.d7975d55e8abbe089ca8e410dba046a0/
Review the National Institutes of Health Resources at http://www.nlm.nih.gov/medlineplus/sportssafety.html
Review Issue Paper #58: High-Risk Off Duty & Recreation Activities
Review Issue Paper #67: 101 Critical Days of Summer: Motorcycle Deaths
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Integrate the ORM process into identifying/managing high risk personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.

MTRCYCL v1

How often do you require passengers on your motorcycle to wear Personal Protective Equipment?

Review the Army Combat Readiness/Safety Center Motorcycle Mentorship Program information on https://crc.army.mil/mmp/
Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org/
Review the National Highway Traffic Safety Administration motorcycle resources at http://www.nhtsa.dot.gov/portal/site/nhtsa/menuitem.d7975d55e8abbe089ca8e410dba046a0/
Review the National Institutes of Health Resources at http://www.nlm.nih.gov/medlineplus/sportssafety.html
Review Issue Paper #58: High-Risk Off Duty & Recreation Activities
Review Issue Paper #67: 101 Critical Days of Summer: Motorcycle Deaths
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Integrate the ORM process into identifying/managing high risk personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.

MTRCYCL v1

How often do you carry a first aid kit on your motorcycle?

Access the Motorcycle Safety Foundation T-CLOCS checklist at http://www.msf-usa.org/downloads/T-CLOCSInspectionChecklist.pdf
Review the Army Combat Readiness/Safety Center Motorcycle Mentorship Program information on https://crc.army.mil/mmp/
Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org/
Review the National Highway Traffic Safety Administration motorcycle resources at http://www.nhtsa.dot.gov/portal/site/nhtsa/menuitem.d7975d55e8abbe089ca8e410dba046a0/
Review the National Institutes of Health Resources at http://www.nlm.nih.gov/medlineplus/sportssafety.html
Review Issue Paper #58: High-Risk Off Duty & Recreation Activities
Review Issue Paper #67: 101 Critical Days of Summer: Motorcycle Deaths
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Integrate the ORM process into identifying/managing high risk personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.

MTRCYCL v1

How often do you use the technique of "lane splitting" (passing a vehicle while in the same lane)?

Review the Army Combat Readiness/Safety Center Motorcycle Mentorship Program information on https://crc.army.mil/mmp/
Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org/
Review the National Highway Traffic Safety Administration motorcycle resources at http://www.nhtsa.dot.gov/portal/site/nhtsa/menuitem.d7975d55e8abbe089ca8e410dba046a0/
Review Issue Paper #58: High-Risk Off Duty & Recreation Activities
Review Issue Paper #67: 101 Critical Days of Summer: Motorcycle Deaths
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Integrate the ORM process into identifying/managing high risk personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.
Colonel J. Huston, 24th Marines CO and avid motorcyclist, provided personal motorcycle guidance to his motorcycle riders that may be useful to you (http://www.mfr.usmc.mil/4thmardiv/24thmar/pages/command/docs/mcp.pdf).

MTRCYCL v1

How often do you use electronic devices (cell phones, BBerry's, etc.) when operating your motorcycle?

Review the Army Combat Readiness/Safety Center Motorcycle Mentorship Program information on https://crc.army.mil/mmp/
Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org/
Review the National Highway Traffic Safety Administration motorcycle resources at http://www.nhtsa.dot.gov/portal/site/nhtsa/menuitem.d7975d55e8abbe089ca8e410dba046a0/
Review Issue Paper #58: High-Risk Off Duty & Recreation Activities
Review Issue Paper #67: 101 Critical Days of Summer: Motorcycle Deaths
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Integrate the ORM process into identifying/managing high risk personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.
Colonel J. Huston, 24th Marines CO and avid motorcyclist, provided personal motorcycle guidance to his motorcycle riders that may be useful to you (http://www.mfr.usmc.mil/4thmardiv/24thmar/pages/command/docs/mcp.pdf).

MTRCYCL v1

How often do you drive faster than the flow of traffic when operating your motorcycle?

Review the Army Combat Readiness/Safety Center Motorcycle Mentorship Program information on https://crc.army.mil/mmp/
Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org/
Review the National Highway Traffic Safety Administration motorcycle resources at http://www.nhtsa.dot.gov/portal/site/nhtsa/menuitem.d7975d55e8abbe089ca8e410dba046a0/
Review Issue Paper #58: High-Risk Off Duty & Recreation Activities
Review Issue Paper #67: 101 Critical Days of Summer: Motorcycle Deaths
Ensure your unit has an effective sponsorship program.
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Integrate the ORM process into identifying/managing high risk personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Beware of and monitor fatigue levels of your personnel.
Use the wardroom and Chief's mess on appropriate issues.

MTRCYCL v1

How often does peer pressure influence you to take unnecessary risks when operating your motorcycle (e.g., speeding, a wheelie, no hands, no helmet, etc.)?

Review the Army Combat Readiness/Safety Center Motorcycle Mentorship Program information on https://crc.army.mil/mmp/
Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org/
Review the National Highway Traffic Safety Administration motorcycle resources at http://www.nhtsa.dot.gov/portal/site/nhtsa/menuitem.d7975d55e8abbe089ca8e410dba046a0/
Review the National Institutes of Health Resources at http://www.nlm.nih.gov/medlineplus/sportssafety.html
Review Issue Paper #58: High-Risk Off Duty & Recreation Activities
Review Issue Paper #67: 101 Critical Days of Summer: Motorcycle Deaths
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your unit has an effective "anonymous" program.
A strong "anonymous" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Integrate the ORM process into identifying/managing high risk personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.

MTRCYCL v1

How often do you discourage other motorcycle riders from taking unnecessary risks?

Review the Army Combat Readiness/Safety Center Motorcycle Mentorship Program information on https://crc.army.mil/mmp/
Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org/
Review the National Highway Traffic Safety Administration motorcycle resources at http://www.nhtsa.dot.gov/portal/site/nhtsa/menuitem.d7975d55e8abbe089ca8e410dba046a0/
Review Issue Paper #58: High-Risk Off Duty & Recreation Activities
Review Issue Paper #67: 101 Critical Days of Summer: Motorcycle Deaths
Ensure your unit has an effective sponsorship program.
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Implement a unit policy letter that encourages the reporting of safety issues.
Communication is key across all pay grades. Ensure it happens.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Take the time to mentor subordinate leaders on ORM processes.
Integrate the ORM process into identifying/managing high risk personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.
Colonel J. Huston, 24th Marines CO and avid motorcyclist, provided personal motorcycle guidance to his motorcycle riders that may be useful to you (http://www.mfr.usmc.mil/4thmardiv/24thmar/pages/command/docs/mcp.pdf).

MTRCYCL v1

How often do you operate your motorcycle within one hour of consuming alcohol?

Review the Army Combat Readiness/Safety Center Motorcycle Mentorship Program information on https://crc.army.mil/mmp/
Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org/
Review the National Highway Traffic Safety Administration motorcycle resources at http://www.nhtsa.dot.gov/portal/site/nhtsa/menuitem.d7975d55e8abbe089ca8e410dba046a0/
Review Issue Paper #58: High-Risk Off Duty & Recreation Activities
Review Issue Paper #67: 101 Critical Days of Summer: Motorcycle Deaths
CO personally reviews all personnel jackets for drug/alcohol histories, and implements controls for those identified as high-risk.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Integrate the ORM process into identifying/managing high risk personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.

MTRCYCL v1

How often do your leaders/supervisors show support for the motorcycle safety program?

Review the Army Combat Readiness/Safety Center Motorcycle Mentorship Program information on https://crc.army.mil/mmp/
Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org/
Review the National Highway Traffic Safety Administration motorcycle resources at http://www.nhtsa.dot.gov/portal/site/nhtsa/menuitem.d7975d55e8abbe089ca8e410dba046a0/
Review Issue Paper #58: High-Risk Off Duty & Recreation Activities
Review Issue Paper #67: 101 Critical Days of Summer: Motorcycle Deaths
Check to see if your junior officers are leading at their level.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Incorporate mentorship at every level.
Ensure your unit has an effective "anonymous" program.
A strong "anonymous" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Ensure your unit safety council/committee programs are effective.
Take the time to mentor subordinate leaders on ORM processes.
Integrate the ORM process into identifying/managing high risk personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.

MTRCYCL v1

How often do leaders/supervisors assist "motorcycle-only owners" in finding alternative forms of transportation?

Review the Army Combat Readiness/Safety Center Motorcycle Mentorship Program information on https://crc.army.mil/mmp/
Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org/
Review the National Highway Traffic Safety Administration motorcycle resources at http://www.nhtsa.dot.gov/portal/site/nhtsa/menuitem.d7975d55e8abbe089ca8e410dba046a0/
Review Issue Paper #58: High-Risk Off Duty & Recreation Activities
Review Issue Paper #67: 101 Critical Days of Summer: Motorcycle Deaths
Check to see if your junior officers are leading at their level.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Take the time to mentor subordinate leaders on ORM processes.
Integrate the ORM process into identifying/managing high risk personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Beware of and monitor fatigue levels of your personnel.
Use the wardroom and Chief's mess on appropriate issues.

MTRCYCL v1

How often has your base safety program assisted you in identifying/reducing risks associated with motorcycles?

Review the Army Combat Readiness/Safety Center Motorcycle Mentorship Program information on https://crc.army.mil/mmp/
Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org/
Review the National Highway Traffic Safety Administration motorcycle resources at http://www.nhtsa.dot.gov/portal/site/nhtsa/menuitem.d7975d55e8abbe089ca8e410dba046a0/
Review Issue Paper #58: High-Risk Off Duty & Recreation Activities
Review Issue Paper #67: 101 Critical Days of Summer: Motorcycle Deaths
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Incorporate mentorship at every level.
Ensure your unit has an effective "Anymouse" program.
A strong "Anymouse" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Ensure your unit safety council/committee programs are effective.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.

MTRCYCL v1

How often has your work supervisor assisted you in identifying/reducing risks associated with your motorcycle?

Review the Army Combat Readiness/Safety Center Motorcycle Mentorship Program information on https://crc.army.mil/mmp/
Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org/
Review the National Highway Traffic Safety Administration motorcycle resources at http://www.nhtsa.dot.gov/portal/site/nhtsa/menuitem.d7975d55e8abbe089ca8e410dba046a0/
Review Issue Paper #58: High-Risk Off Duty & Recreation Activities
Review Issue Paper #67: 101 Critical Days of Summer: Motorcycle Deaths
Check to see if your junior officers are leading at their level.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective "anonymous" program.
A strong "anonymous" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Ensure your unit has an effective sponsorship program.
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Be aware of improper perceptions by your personnel.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use the wardroom and Chief's mess on appropriate issues.