CSA
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1
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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.
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CSA
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2
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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.
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CSA
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3
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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.
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CSA
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4
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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.
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CSA
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5
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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.
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CSA
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7
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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 SNCO meetings 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 formations (by department or paygrade) to personally get the word to the troops and enhance communication flow. Engage SNCO 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.
- Review the list/matrix of relevant Issue Papers on this website.
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CSA
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8
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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 NCO are visible members of your command.
- Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety 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.
- Review the list/matrix of relevant Issue Papers on this website.
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CSA
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9
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Our Human Factors Councils/Boards are effective at improving safety.
- Ensure your unit Human Factors Councils (HFCs) and Force Preservation Councils (FPCs) 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).
- Instill a climate that issues can be presented at the HFC without fear of retribution.
- 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.
- Review personnel jackets for drug/alcohol histories.
- Increase the number of Human Factors Councils (HFCs) and Force Preservation Councils (FPCs) 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.
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CSA
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10
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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) and Force Preservation Councils (FPCs) 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) and Force Preservation Councils (FPCs) 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.
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CSA
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11
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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.
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CSA
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12
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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.
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CSA
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13
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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.
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CSA
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14
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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.
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CSA
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15
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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) and Force Preservation Councils (FPCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
- Review the list/matrix of relevant Issue Papers on this website.
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CSA
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16
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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.
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CSA
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17
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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.
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CSA
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18
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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.
- Review the list/matrix of relevant Issue Papers on this website.
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CSA
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19
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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.
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CSA
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20
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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.
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CSA
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21
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Our safety standdowns 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.
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CSA
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22
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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.
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CSA
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23
|
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.
- Review the list/matrix of relevant Issue Papers on this website.
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CSA
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24
|
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.
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CSA
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25
|
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.
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CSA
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26
|
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.
- Review the list/matrix of relevant Issue Papers on this website.
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CSA
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27
|
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.
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CSA
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28
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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.
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CSA
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29
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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.
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CSA
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30
|
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 SNCOs 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.
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CSA
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31
|
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.).
- Review the list/matrix of relevant Issue Papers on this website.
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CSA
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32
|
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.
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CSA
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33
|
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) and Force Preservation Councils (FPCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
- Increase the number of Human Factors Councils (HFCs) and Force Preservation Councils (FPCs) 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.
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CSA
|
34
|
My unit's private motor vehicle (PMV) program is working well to reduce 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.
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CSA
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35
|
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.
- Review the list/matrix of relevant Issue Papers on this website.
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CSA
|
36
|
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.
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CSA
|
37
|
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.
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CSA
|
38
|
My unit's Substance Abuse Control Program 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.
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MCAS
|
1
|
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/SNCO 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.
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MCAS
|
2
|
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.
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MCAS
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3
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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.
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MCAS
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4
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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.
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MCAS
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5
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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.
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MCAS
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7
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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) and Force Preservation Councils (FPCs) 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 NCO are visible members of your command.
- Routinely encourage your subordinate leaders to work with your Safety Officer and Safety NCO.
- Review the list/matrix of relevant Issue Papers on this website.
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MCAS
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8
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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 SNCO meetings 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 formations (by department or paygrade) to personally get the word to the troops and enhance communication flow. Engage SNCO 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.
- Review the list/matrix of relevant Issue Papers on this website.
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MCAS
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9
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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 NCO are visible members of your command.
- Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety 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.
- Review the list/matrix of relevant Issue Papers on this website.
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MCAS
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10
|
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, and a SNCO.
- 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.
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MCAS
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11
|
Tool Control is closely monitored.
- I now have two very sharp NCOs 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.
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MCAS
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12
|
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.
- 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 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.
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MCAS
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13
|
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 a SNCO.
- 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.
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MCAS
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14
|
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.
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MCAS
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15
|
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.
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MCAS
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16
|
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/SNCO 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.
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MCAS
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17
|
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.
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MCAS
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18
|
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.
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MCAS
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19
|
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.
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MCAS
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20
|
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.
- Review the list/matrix of relevant Issue Papers on this website.
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MCAS
|
21
|
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.
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MCAS
|
22
|
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.
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MCAS
|
23
|
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.
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MCAS
|
24
|
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.
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MCAS
|
25
|
Our safety standdowns 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.
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MCAS
|
26
|
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.
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MCAS
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27
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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.
- Review the list/matrix of relevant Issue Papers on this website.
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MCAS
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28
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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, and a SNCO.
- 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.
- Review the list/matrix of relevant Issue Papers on this website.
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MCAS
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29
|
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.
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MCAS
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30
|
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.
- Review the list/matrix of relevant Issue Papers on this website.
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MCAS
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31
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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.
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MCAS
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32
|
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/HQMC to recode some critical billets that need to be filled by qualified Marines.
- 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.
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MCAS
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33
|
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.
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MCAS
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34
|
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.
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MCAS
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35
|
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 SNCOs 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.
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MCAS
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36
|
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.
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MCAS
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37
|
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.).
- Review the list/matrix of relevant Issue Papers on this website.
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MCAS
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38
|
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) and Force Preservation Councils (FPCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
- Increase the number of Human Factors Councils (HFCs) and Force Preservation Councils (FPCs) 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.
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MCAS
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39
|
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, and a SNCO.
- 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.
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MCAS
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40
|
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, and a SNCO.
- 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.
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MCAS
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41
|
My unit's private motor vehicle (PMV) program is working well to reduce 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.
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MCAS
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42
|
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.
- Review the list/matrix of relevant Issue Papers on this website.
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MCAS
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43
|
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.
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MCAS
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44
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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.
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MCAS
|
45
|
My unit's Substance Abuse Control Program 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.
|
ASPA
|
1
|
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/SNCO 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
|
2
|
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.
|
ASPA
|
3
|
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.
|
ASPA
|
4
|
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
|
6
|
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) and Force Preservation Councils (FPCs) 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 NCO are visible members of your command.
- Routinely encourage your subordinate leaders to work with your Safety Officer and Safety NCO.
- Review the list/matrix of relevant Issue Papers on this website.
|
ASPA
|
7
|
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 SNCO meetings 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 formations (by department or paygrade) to personally get the word to the troops and enhance communication flow. Engage SNCO 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.
- Review the list/matrix of relevant Issue Papers on this website.
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ASPA
|
8
|
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 NCO are visible members of your command.
- Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety 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.
- Review the list/matrix of relevant Issue Papers on this website.
|
ASPA
|
9
|
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
|
10
|
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
|
11
|
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.
|
ASPA
|
12
|
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
|
13
|
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.
- Review the list/matrix of relevant Issue Papers on this website.
|
ASPA
|
14
|
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
|
15
|
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
|
16
|
Our safety standdowns 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
|
17
|
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.
|
ASPA
|
18
|
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.
- Review the list/matrix of relevant Issue Papers on this website.
|
ASPA
|
19
|
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
|
20
|
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.
|
ASPA
|
21
|
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.
- Review the list/matrix of relevant Issue Papers on this website.
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ASPA
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22
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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.
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ASPA
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23
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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.
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ASPA
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24
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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.).
- Review the list/matrix of relevant Issue Papers on this website.
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ASPA
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25
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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) and Force Preservation Councils (FPCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
- Increase the number of Human Factors Councils (HFCs) and Force Preservation Councils (FPCs) 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.
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ASPA
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26
|
My unit's private motor vehicle (PMV) program is working well to reduce 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.
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ASPA
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27
|
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.
- Review the list/matrix of relevant Issue Papers on this website.
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ASPA
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28
|
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.
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ASPA
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29
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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.
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ASPA
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30
|
My unit's Substance Abuse Control Program 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.
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CTR
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1
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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.
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CTR
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2
|
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.
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CTR
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3
|
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.
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CTR
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4
|
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.
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CTR
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5
|
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.
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CTR
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6
|
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.
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CTR
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7
|
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 all-hands formations 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, formations, 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.
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CTR
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8
|
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.
- Review the list/matrix of relevant Issue Papers on this website.
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CTR
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9
|
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.
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10
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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.
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11
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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.
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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 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.
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12
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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.
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13
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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.
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14
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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.
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15
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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.
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16
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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.
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17
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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.
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18
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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.
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19
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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.
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20
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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.
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21
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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.
- Review the list/matrix of relevant Issue Papers on this website.
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22
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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.
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23
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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.
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24
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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.
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25
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Contractors 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.
-
- 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.
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26
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Our safety standdowns 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.
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27
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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.
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28
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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.
- Review the list/matrix of relevant Issue Papers on this website.
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29
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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.
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30
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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.
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31
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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.
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32
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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.
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33
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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.
- Review the list/matrix of relevant Issue Papers on this website.
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34
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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.
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35
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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.
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CTR
|
36
|
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.
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CTR
|
37
|
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.
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CTR
|
38
|
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.
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CTR
|
39
|
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.
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CTR
|
40
|
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.
- Review the list/matrix of relevant Issue Papers on this website.
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CTR
|
41
|
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.
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CTR
|
42
|
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.
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CTR
|
43
|
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.
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CSA v2
|
1
|
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.
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CSA v2
|
3
|
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.
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CSA v2
|
14
|
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) and Force Preservation Councils (FPCs) 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) and Force Preservation Councils (FPCs) 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.
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CSA v2
|
16
|
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.
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CSA v2
|
17
|
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.
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CSA v2
|
19
|
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) and Force Preservation Councils (FPCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
- Review the list/matrix of relevant Issue Papers on this website.
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CSA v2
|
26
|
Our safety standdowns 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.
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CSA v2
|
29
|
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.
- Review the list/matrix of relevant Issue Papers on this website.
|
CSA v2
|
30
|
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
|
36
|
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.
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CSA v2
|
37
|
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.
|
MCAS v2
|
1
|
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/SNCO 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
|
3
|
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
|
12
|
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, and a SNCO.
- 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
|
14
|
Tool Control is closely monitored.
- I now have two very sharp NCOs 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
|
15
|
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 a SNCO.
- 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
|
16
|
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
|
19
|
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/SNCO 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
|
20
|
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.
|
MCAS v2
|
25
|
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.
|
MCAS v2
|
26
|
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
|
28
|
Our safety standdowns 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.
|
MCAS v2
|
32
|
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, and a SNCO.
- 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.
- Review the list/matrix of relevant Issue Papers on this website.
|
MCAS v2
|
38
|
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/HQMC to recode some critical billets that need to be filled by qualified Marines.
- 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
|
39
|
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
|
40
|
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
|
43
|
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
|
55
|
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, and a SNCO.
- 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
|
56
|
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, and a SNCO.
- 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.
|
ASPA v2
|
19
|
Our safety standdowns 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.
|
ATC
|
1
|
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
|
2
|
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
|
3
|
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
|
4
|
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
|
5
|
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
|
6
|
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
|
7
|
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
|
8
|
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 all-hands formations 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, formations, 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
|
9
|
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
|
10
|
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) and Force Preservation Councils (FPCs) 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.
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ATC
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11
|
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/Section Heads 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.
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ATC
|
12
|
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.
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ATC
|
13
|
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.
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ATC
|
14
|
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.
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ATC
|
15
|
Our Human Factors Councils have been successful identifying personnel who pose a risk to safety.
- Ensure your Human Factors Councils (HFCs) and Force Preservation Councils (FPCs) 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) and Force Preservation Councils (FPCs) 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.
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ATC
|
16
|
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) and Force Preservation Councils (FPCs) are effective at identifying (and possibly) providing intervention strategies for at-risk controllers.
- Review the list/matrix of relevant Issue Papers on this website.
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ATC
|
17
|
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.
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ATC
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18
|
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.
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ATC
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19
|
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.
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ATC
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20
|
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.
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ATC
|
21
|
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.
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ATC
|
22
|
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.
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ATC
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23
|
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.
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ATC
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24
|
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.
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ATC
|
25
|
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.
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ATC
|
26
|
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.
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ATC
|
27
|
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
|
28
|
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.
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ATC
|
29
|
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
|
30
|
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 SNCOs/CPOs on appropriate issues.
- Review the list/matrix of relevant Issue Papers on this website.
|
ATC
|
31
|
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 SNCOs/CPOs 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
|
32
|
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
|
33
|
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
|
34
|
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
|
35
|
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
|
36
|
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
|
37
|
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
|
38
|
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
|
39
|
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 MOSs/NECs.
- 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
|
40
|
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
|
41
|
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
|
42
|
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
|
43
|
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 MOSs/NECs.
- 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
|
44
|
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 SNCOs/Chiefs 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.
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ATC
|
45
|
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.
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ATC
|
46
|
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.
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ATC
|
47
|
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.
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ATC
|
48
|
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.
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ATC
|
49
|
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.
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ATC
|
50
|
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.
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ATC
|
51
|
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.
|
CSA_Prev
|
1
|
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
|
2
|
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.
|
CSA_Prev
|
3
|
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
|
4
|
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.
|
CSA_Prev
|
5
|
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
|
7
|
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 SNCO meetings 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 formations (by department or paygrade) to personally get the word to the troops and enhance communication flow. Engage SNCO 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.
- Review the list/matrix of relevant Issue Papers on this website.
|
CSA_Prev
|
8
|
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 NCO are visible members of your command.
- Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety 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.
- Review the list/matrix of relevant Issue Papers on this website.
|
CSA_Prev
|
9
|
Our Human Factors Councils/Boards are effective at improving safety.
- Ensure your unit Human Factors Councils (HFCs) and Force Preservation Councils (FPCs) 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).
- Instill a climate that issues can be presented at the HFC without fear of retribution.
- 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.
- Review personnel jackets for drug/alcohol histories.
- Increase the number of Human Factors Councils (HFCs) and Force Preservation Councils (FPCs) 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
|
10
|
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) and Force Preservation Councils (FPCs) 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) and Force Preservation Councils (FPCs) 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
|
11
|
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.
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12
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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.
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13
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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.
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14
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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.
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15
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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) and Force Preservation Councils (FPCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
- Review the list/matrix of relevant Issue Papers on this website.
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16
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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.
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17
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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.
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18
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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.
- Review the list/matrix of relevant Issue Papers on this website.
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19
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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.
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20
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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.
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21
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Our safety standdowns 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.
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22
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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.
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23
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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.
- Review the list/matrix of relevant Issue Papers on this website.
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24
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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.
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25
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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.
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26
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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.
- Review the list/matrix of relevant Issue Papers on this website.
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27
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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.
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28
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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.
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29
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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.
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30
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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 SNCOs 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.
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31
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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.).
- Review the list/matrix of relevant Issue Papers on this website.
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CSA_Prev
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32
|
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.
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CSA_Prev
|
33
|
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) and Force Preservation Councils (FPCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
- Increase the number of Human Factors Councils (HFCs) and Force Preservation Councils (FPCs) 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.
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CSA_Prev
|
35
|
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.
- Review the list/matrix of relevant Issue Papers on this website.
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CSA_Prev
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36
|
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.
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CSA_Prev
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37
|
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.
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CSA_Prev
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38
|
My unit's Substance Abuse Control Program 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.
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MCAS_Prev
|
1
|
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/SNCO 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.
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MCAS_Prev
|
2
|
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.
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MCAS_Prev
|
3
|
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.
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MCAS_Prev
|
4
|
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.
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MCAS_Prev
|
5
|
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.
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MCAS_Prev
|
7
|
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) and Force Preservation Councils (FPCs) 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 NCO are visible members of your command.
- Routinely encourage your subordinate leaders to work with your Safety Officer and Safety NCO.
- Review the list/matrix of relevant Issue Papers on this website.
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MCAS_Prev
|
8
|
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 SNCO meetings 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 formations (by department or paygrade) to personally get the word to the troops and enhance communication flow. Engage SNCO 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.
- Review the list/matrix of relevant Issue Papers on this website.
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MCAS_Prev
|
9
|
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 NCO are visible members of your command.
- Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety 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.
- Review the list/matrix of relevant Issue Papers on this website.
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MCAS_Prev
|
10
|
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, and a SNCO.
- 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.
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MCAS_Prev
|
11
|
Tool Control is closely monitored.
- I now have two very sharp NCOs 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.
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MCAS_Prev
|
12
|
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.
- 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 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.
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MCAS_Prev
|
13
|
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 a SNCO.
- 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.
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MCAS_Prev
|
14
|
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
|
15
|
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
|
16
|
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/SNCO 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.
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MCAS_Prev
|
17
|
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.
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MCAS_Prev
|
18
|
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.
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MCAS_Prev
|
19
|
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.
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MCAS_Prev
|
20
|
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.
- Review the list/matrix of relevant Issue Papers on this website.
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MCAS_Prev
|
21
|
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.
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MCAS_Prev
|
22
|
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.
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MCAS_Prev
|
23
|
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.
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MCAS_Prev
|
24
|
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.
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MCAS_Prev
|
25
|
Our safety standdowns 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.
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MCAS_Prev
|
26
|
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.
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MCAS_Prev
|
27
|
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.
- Review the list/matrix of relevant Issue Papers on this website.
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MCAS_Prev
|
28
|
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, and a SNCO.
- 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.
- Review the list/matrix of relevant Issue Papers on this website.
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MCAS_Prev
|
29
|
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.
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MCAS_Prev
|
30
|
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.
- Review the list/matrix of relevant Issue Papers on this website.
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MCAS_Prev
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31
|
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.
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MCAS_Prev
|
32
|
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/HQMC to recode some critical billets that need to be filled by qualified Marines.
- 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.
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MCAS_Prev
|
33
|
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.
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MCAS_Prev
|
34
|
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
|
35
|
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 SNCOs 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
|
36
|
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.
|
MCAS_Prev
|
37
|
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.).
- Review the list/matrix of relevant Issue Papers on this website.
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MCAS_Prev
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38
|
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) and Force Preservation Councils (FPCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
- Increase the number of Human Factors Councils (HFCs) and Force Preservation Councils (FPCs) 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.
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MCAS_Prev
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39
|
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, and a SNCO.
- 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.
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MCAS_Prev
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40
|
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, and a SNCO.
- 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.
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MCAS_Prev
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42
|
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.
- Review the list/matrix of relevant Issue Papers on this website.
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MCAS_Prev
|
43
|
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.
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MCAS_Prev
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44
|
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.
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MCAS_Prev
|
45
|
My unit's Substance Abuse Control Program 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.
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ASPA_Prev
|
1
|
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/SNCO 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.
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ASPA_Prev
|
2
|
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.
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ASPA_Prev
|
3
|
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.
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ASPA_Prev
|
4
|
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.
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ASPA_Prev
|
6
|
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) and Force Preservation Councils (FPCs) 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 NCO are visible members of your command.
- Routinely encourage your subordinate leaders to work with your Safety Officer and Safety NCO.
- Review the list/matrix of relevant Issue Papers on this website.
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ASPA_Prev
|
7
|
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 SNCO meetings 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 formations (by department or paygrade) to personally get the word to the troops and enhance communication flow. Engage SNCO 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.
- Review the list/matrix of relevant Issue Papers on this website.
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ASPA_Prev
|
8
|
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 NCO are visible members of your command.
- Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety 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.
- Review the list/matrix of relevant Issue Papers on this website.
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ASPA_Prev
|
9
|
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.
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ASPA_Prev
|
10
|
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.
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ASPA_Prev
|
11
|
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.
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ASPA_Prev
|
12
|
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.
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13
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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.
- Review the list/matrix of relevant Issue Papers on this website.
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14
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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.
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15
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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.
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16
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Our safety standdowns 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.
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ASPA_Prev
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17
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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.
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18
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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.
- Review the list/matrix of relevant Issue Papers on this website.
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19
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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.
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ASPA_Prev
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20
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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.
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ASPA_Prev
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21
|
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.
- Review the list/matrix of relevant Issue Papers on this website.
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ASPA_Prev
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22
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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.
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ASPA_Prev
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23
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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.
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ASPA_Prev
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24
|
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.).
- Review the list/matrix of relevant Issue Papers on this website.
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ASPA_Prev
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25
|
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) and Force Preservation Councils (FPCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
- Increase the number of Human Factors Councils (HFCs) and Force Preservation Councils (FPCs) 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.
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ASPA_Prev
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27
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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.
- Review the list/matrix of relevant Issue Papers on this website.
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ASPA_Prev
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28
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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.
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ASPA_Prev
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29
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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.
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ASPA_Prev
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30
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My unit's Substance Abuse Control Program 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.
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