AFCMRS - NucMsn OPS Intervention Strategies

Considerations

NucMsn OPS

My unit accurately assesses nuclear security risks associated with its operations.

Leadership should establish unit priorities (at all levels) and live by them.
AFCMRS surveys are risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Leaders should implement ORM processes into their operations.
Be aware of improper perceptions by your personnel.
Conduct after-action reviews (hot wash) of operational events.

NucMsn OPS

My unit closely monitors currency standards.

Squadron leadership personally monitors training sessions to ensure quality.
Invest the time in training now. It'll cost you, but less than later.
CC sets aside a "dialogue period" with personnel and discusses pertinent issues, such as: training requirements, outside support, the latest rumors, etc.
Establish a "standardization cadre" of experienced instructors specific to new crews' needs.
Be aware of the consequences of training with fewer resources.

NucMsn OPS

In my unit, Stan/Eval check rides honestly assess qualifications.

Address (via mentorship, feedback, etc.) operators who think rules aren't necessary and discipline accordingly.
Establish, communicate (make visible), and enforce performance standards in your unit.
Leadership should establish unit priorities (at all levels) and live by them.

NucMsn OPS

Operators in my unit must possess the appropriate skills to earn qualifications.

Establish, communicate (make visible), and enforce performance standards in your unit.
Leadership should establish unit priorities (at all levels) and live by them.
Set the bar extremely high. Personnel only reach as high as the unit stated goals.
Show me a squadron with a strong sponsor program, and I'll show you a squadron that is "Operationally Excellent".
Officers/Senior NCO leadership personally monitors training sessions to ensure quality.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Monitor turnover in personnel; conduct 6 month forecast/track personnel moves.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.

NucMsn OPS

My unit adequately trains our personnel to safely conduct their job.

Implement a formal training plan.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads. .
Officers/Senior NCO leadership personally monitors formal and upgrade training to ensure quality.
Establish a "standardization cadre" of experienced instructors specific to new crews' needs.
Incorporate mentorship at every level.
Monitor turnover in personnel; conduct 6 month forecast/track personnel moves.
Be aware of the consequences of training with fewer resources.
Invest the time in training now. It'll cost you, but less than later.
Assign, educate, and employ safety representatives in your unit.
Take the time to mentor subordinate leaders on ORM processes.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Supervisors ensure subordinates are evaluated (PE) by QA in a timely manner.

NucMsn OPS

My unit routinely meets operational training goals.

Establish a "standardization cadre" of experienced instructors specific to new crews' needs.
Offer a monthly "Retribution Free" discussion period for crews to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Invest the time in training now. It'll cost you, but less than later.
Integrate the ORM process into planning and executing operations.
Conduct after-action reviews (hot wash) of operational events.
Squadron leadership personally monitors training sessions to ensure quality.

NucMsn OPS

My training records are accurately maintained in my unit.

Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Establish, communicate (make visible), and enforce performance standards in your unit.
Leadership should establish unit priorities (at all levels) and live by them.
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.
CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
Ensure your junior officers are leading at their level.

NucMsn OPS

My unit adequately monitors daily operations to catch possible human errors.

Involve the officers and senior NCOs on appropriate issues.
Monitor turnover in personnel; conduct 6 month forecast/track personnel moves.
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.
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.

NucMsn OPS

My unit temporarily restricts operators who are under high personal stress from conducting their operational missions.

Leadership by Walking Around remains the #1 leadership tool as seen through the eyes of junior personnel. Is your squadron's leadership/supervisors staring at their computer screens or getting "out and about"?
Address (via mentorship, feedback, etc.) operators who think rules aren't necessary and discipline accordingly.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Ensure your unit has a safety culture that encourages reporting safety issues.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

NucMsn OPS

Personnel Reliability Program (PRP) certified individuals make required notifications when they self-medicate.

Communication is key across all pay grades. Ensure it happens.
Check to see if your junior officers are leading at their level.
Be aware of improper perceptions by your personnel.
Involve the officers and senior NCOs on appropriate issues

NucMsn OPS

My unit makes effective use of the Competent Medical Authority (CMA) to help manage PRP personnel.

Leadership should establish unit priorities (at all levels) and live by them.
Be aware of improper perceptions by your personnel.
Beware of and monitor fatigue levels of your personnel.

NucMsn OPS

Standards in my unit are clearly defined.

CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
Be aware of personnel growing up in an environment that encourages the "Good ol' Boy System" and discourages personal accountability and responsibility.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions.
Establish, communicate (make visible), and enforce performance standards in your unit.
Leadership should establish unit priorities (at all levels) and live by them.
Beware of mismanagement due to insufficient mid-level leadership.

NucMsn OPS

Standards in my unit are enforced.

CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
The CC should enforce a "by the book" philosophy.
Officers/Senior NCO leadership personally monitors formal and upgrade training to ensure quality.
Establish a "standardization cadre" of experienced instructors specific to new crews' needs.
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Address (via mentorship, feedback, etc.) operators who think rules aren't necessary and discipline accordingly.
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 the "Good ol' Boy 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.
Establish, communicate (make visible), and enforce performance standards in your unit.
Leadership should establish unit priorities (at all levels) and live by them.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions.
Beware of mismanagement due to insufficient mid-level leadership.

NucMsn OPS

Unit members are encouraged to comply with standards when they accomplish their job/mission.

The CC frequently reinforces the fact that cutting corners is not tolerated in the organization. Ensure unit leadership understands that this is the only acceptable policy.
CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Balance the delicate issues of operations/personnel tempo with mission accomplishment.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Integrate the ORM process into planning and executing operations.
Take the time to mentor subordinate leaders on ORM processes.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the OPSTEMPO of your unit and its effect on safety and unit performance.
Offer a monthly "Retribution Free" discussion period for personnel to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Beware of and monitor fatigue levels of your personnel.
Ensure that the balance between mission accomplishment and members personal life does not result in overworked and over-stressed personnel.
The CC frequently reinforces the fact that cutting corners is not tolerated in the organization. Ensure Flight Commanders and SNCOs understand that this is the only acceptable policy.
CCs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions.
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.

NucMsn OPS

My unit's operating standards when deployed are of the same quality as our operating standards when at home base.

Use AFCMRS to identify weaknesses in personnel placement, and then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Balance the delicate issues of operations/personnel tempo with mission accomplishment.
Leaders should implement ORM processes into their operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Establish, communicate (make visible), and enforce performance standards in your unit.
Review the OPSTEMPO of your unit and its effect on safety and unit performance.
CCs closely monitor deployed personnel and maintenance, due to stressors added by TDY.
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.

NucMsn OPS

My unit recognizes individuals for exceptional safety acts.

Recognize a "Safety–Professional of the Month" with a parking spot as a reward.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your unit has an effective safety awards program.
Ensure your unit has a safety culture that encourages reporting safety issues.
Ensure your unit supports the safety awards program.
Implement a QA outstanding performer award. It will improve maintainer interactions with QA, while providing appropriate recognition for quality workmanship.

NucMsn OPS

Anyone intentionally violating official written guidance is swiftly corrected.

The CC should enforce a "by the book" philosophy.
Offer a monthly "Retribution Free" discussion period for crews to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
Address (via mentorship, feedback, etc.) operators who think rules aren't necessary and discipline accordingly.
Ensure your unit has a safety culture that encourages reporting safety issues.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.

NucMsn OPS

Official written guidance regarding nuclear surety procedures directs day-to-day decisions in my unit.

The CC should enforce a "by the book" philosophy.
CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
Involve the officers and senior NCOs on appropriate issues.
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 the "Good ol' Boy System" and discourages personal accountability and responsibility.
Establish, communicate (make visible), and enforce performance standards in your unit.

NucMsn OPS

Higher headquarters' guidance stated during training sessions are clearly understood in my unit.

Establish, communicate (make visible), and enforce performance standards in your command.
Ensure all communication vehicles are used (e.g., face-to-face, CC Calls, 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.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Officers/Senior NCO leadership personally monitors training sessions to ensure quality.

NucMsn OPS

Effective communication flow exists within my unit.

Ensure your unit has an effective "hazard reporting" program.
CC sets aside a "dialogue period" with personnel and discusses pertinent issues, such as: training requirements, outside support, the latest rumors, etc.
Offer a monthly "Retribution Free" discussion period for personnel to allow discussions with leadership and peers about situations where they feel pressure to cut corners, or discuss anything else on their minds.
More frequent CC Calls to ensure the CC is personally getting the word to the troops.
Put a process in place for the CC's suggestion boxes and follow it.
CC concludes CC calls 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 levels. Ensure it happens.
Ensure all available communication means are used (e.g., face-to-face, officer or enlisted Call, CC Call, newsletter, etc.). Too often, vehicles to communicate are overlooked.
Ensure the chain of command is engaged.
Effective communication requires feedback. Ensure formal and informal feedback mechanisms are in place and used.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
It's too easy for the word not to make it down the chain of command. Ensure it does through feedback and walking around the unit.
Do not allow poor communication due to too much reliance on one-way emails.
Ensure your junior officers are leading at their level.
Be aware of improper perceptions by your personnel.
Provide a "state of the squadron" address. It will help you find out where you are and communicate it to your subordinates.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your unit has a safety culture that encourages reporting safety issues.
Establish, communicate (make visible), and enforce performance standards in your unit.
Focus renewed attention on maintenance shift turnover.
Offer a monthly "Retribution Free" discussion period for flight crew and maintainers to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Use AFCMRS survey results to better interface the safety office with maintenance (through QA) by realizing the importance of individuals' perceptions.
AFCMRS surveys are risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
CCs conduct frequent Commanders Calls with personnel to discusses pertinent issues, such as: Mx concerns, training requirements, mission accomplishment, the latest rumors, etc.

NucMsn OPS

Operational crews in my unit are encouraged to communicate maintenance discrepancies via maintenance channels before and after operational missions.

Be aware of improper perceptions by your personnel.
Ensure your unit has a safety culture that encourages reporting safety issues.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Communication is key across all levels. Ensure it happens.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Use AFCMRS results to provide a good view of prevalent perceptions.
CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.

NucMsn OPS

My unit environment promotes operations consistent with nuclear surety.

Operationally Excellent squadrons have a mission statement that is clearly understood by all members of the unit.
Leadership by Walking Around remains the #1 leadership tool as seen through the eyes of junior personnel. Is your squadron's leadership/supervisors staring at their computer screens or getting "out and about"?
CC sets aside a "dialogue period" with personnel and discusses pertinent issues, such as: training requirements, outside support, the latest rumors, etc.
Offer a monthly "Retribution Free" discussion period for crews to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
AFCMRS surveys are risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Balance the delicate issues of operations/personnel tempo with mission accomplishment.
Incorporate mentorship at every level.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your unit has a safety culture that encourages reporting safety issues.
Leadership should establish unit priorities (at all levels) and live by them.

NucMsn OPS

Peer influence discourages violations of nuclear security rules in my unit.

Establish, communicate (make visible), and enforce performance standards in your command.
CCs /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.
Incorporate mentorship at every level.
Involve the officers and senior NCOs on appropriate issues
Check to see if your junior officers are leading at their level.
Be aware of improper perceptions by your personnel.
Address (via mentorship, feedback, etc.) operators who think rules aren't necessary and discipline accordingly.
Ensure your unit has a safety culture that encourages reporting safety issues.

NucMsn OPS

Violations of official written guidance are rare in my unit.

Offer a monthly "Retribution Free" discussion period for crews to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
The CC should enforce a "by the book" philosophy.
CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
Address (via mentorship, feedback, etc.) operators who think rules aren't necessary 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 unit has a safety culture that encourages reporting safety issues.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.

NucMsn OPS

Crew rest policies are enforced in my squadron.

Tightened crew rest/crew day adherence through advanced scheduling.
Involve the officers and senior NCOs on appropriate issues.
Address (via mentorship, feedback, etc.) operators who think rules aren't necessary and discipline accordingly.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Integrate the ORM process into planning and executing operations.
Leaders should implement ORM processes into their operations.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Establish, communicate (make visible), and enforce performance standards in your unit.
Review the OPSTEMPO of your unit and its effect on safety and unit performance.
Leadership should establish unit priorities (at all levels) and live by them.

NucMsn OPS

Individuals in my unit feel free to report PRP issues or security violations.

Offer a monthly "Retribution Free" discussion period for crews to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
AFCMRS surveys are risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Incorporate mentorship at every level.
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Address (via mentorship, feedback, etc.) operators who think rules aren't necessary and discipline accordingly.

NucMsn OPS

The unit PRP monitor is well respected in my unit.

Be aware of improper perceptions by your personnel.
Involve the officers and senior NCOs on appropriate issues.

NucMsn OPS

Members of my unit work effectively as a team.

Ensure your unit AFOSH programs are current and effective.
Be aware of improper perceptions by your personnel.
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Ensure that the balance between mission accomplishment and members' personal lives does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Ensure that the balance between mission accomplishment and members personal life does not result in overworked and over-stressed personnel.

NucMsn OPS

Nuclear mission training is rarely postponed/cancelled.

Leadership should establish unit priorities (at all levels) and live by them.
Balance the delicate issues of operations/personnel tempo with mission accomplishment. Incorporate mentorship at every level.
Officers/Senior NCO leadership personally monitors training sessions to ensure quality.
Be aware of the consequences of training with fewer resources.
Invest the time in training now. It'll cost you, but less than later.
Integrate the ORM process into planning and executing operations.

NucMsn OPS

Unprofessional behavior that compromises PRP standards is not tolerated in my unit.

The CC should enforce a "by the book" philosophy.
CCs /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 subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Establish, communicate (make visible), and enforce performance standards in your unit.
Leadership should establish unit priorities (at all levels) and live by them.

NucMsn OPS

The unit PRP monitor position is a sought-after position in my unit.

Be aware of improper perceptions by your personnel.
Involve the officers and senior NCOs on appropriate issues.

NucMsn OPS

Stan/Eval is a well-respected element of my unit.

Reinforce the power of STAN/EVAL personnel.
Ensure your junior officers are leading at their level.
The CC should enforce a "by the book" philosophy.
CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
Balance the delicate issues of operations/personnel tempo with mission accomplishment.
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 the "Good ol' Boy System" and discourages personal accountability and responsibility.
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.
Establish, communicate (make visible), and enforce performance standards in your unit.
Leadership should establish unit priorities (at all levels) and live by them.
Set the bar extremely high. Personnel only reach as high as the unit stated goals.
AFCMRS surveys are risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.

NucMsn OPS

Morale in my unit is high.

CCs who prioritize the betterment of their personnel over the betterment of their careers have the most productive squadrons.
Some "best traits" seen in CCs include: strong integrity (comply with their own policies), strong communicators, multiple channels of communication, knowing their people by name, hand-written letters to sponsors/parents).
Operationally productive squadrons have a mission statement that is clearly understood by all members of the unit.
Show me a squadron with a strong sponsor program, and I'll show you a squadron that is "Operationally Excellent".
CC sets aside a "dialogue period" with personnel and discusses pertinent issues, such as: training requirements, outside support, the latest rumors, etc.
CCs conduct frequent Commanders Calls with personnel to discuss pertinent issues, such as: MX concerns, training requirements, mission accomplishment, the latest rumors, etc.
AFCMRS surveys are risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Incorporate mentorship at every level.
Monitor turnover in personnel; conduct 6 month forecast/track personnel moves.
Be aware of improper perceptions by your personnel.
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
A strong “hazard reporting" 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.
More frequent CC Calls to ensure the CC is personally getting the word to the troops.

NucMsn OPS

I am provided adequate materiel resources to accomplish my job.

Officers/Senior NCO leadership personally monitors formal and upgrade training to ensure quality.
Use Air Force Manpower Standards (AFMS), as applicable, to ensure and validate optimum distribution, qualification and number of personnel required to do the mission. Request MAJCOM assistance as needed.
Balance the delicate issues of operations/personnel tempo with mission accomplishment. Incorporate mentorship at every level.
Monitor turnover in personnel; conduct 6 month forecast/track personnel moves.
Be aware of mission creep to the right.
Be aware of the consequences of training with fewer resources.
Beware of mismanagement due to insufficient mid-level leadership.
Review the OPSTEMPO of your unit and its effect on safety and unit performance.

NucMsn OPS

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

Use Air Force Manpower Standards (AFMS), as applicable, to ensure and validate optimum distribution, qualification and number of personnel required to do the mission. Request MAJCOM assistance as needed.
Balance the delicate issues of operations/personnel tempo with mission accomplishment.
Monitor turnover in personnel; conduct 6 month forecast/track personnel moves.
Be aware of mission creep to the right.
Be aware of the consequences of training with fewer resources.
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.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Integrate the ORM process into planning and executing operations.
Review the OPSTEMPO of your unit and its effect on safety and unit performance.
Leadership should establish unit priorities (at all levels) and live by them.
Use AFCMRS to identify weaknesses in personnel placement, and then shift personnel as needed to maximize their abilities on the most important issues to our unit.

NucMsn OPS

My unit provides me with the right number of nuclear mission training hours per month to operate safely.

Be aware of improper perceptions by your personnel.
Be aware of the consequences of training with fewer resources.

NucMsn OPS

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

Tightened crew rest/crew day adherence through advanced scheduling.
Be aware of the consequences of training with fewer resources.
Beware of and monitor fatigue levels of your personnel.
Invest the time in training now. It'll cost you, but less than later.
Review the OPSTEMPO of your unit and its effect on safety and unit performance.

NucMsn OPS

Additional duties do not adversely affect organizational safety in my unit.

Consolidate additional duties and waiver them, if able.
Use Air Force Manpower Standards (AFMS), as applicable, to ensure and validate optimum distribution, qualification and number of personnel required to do the mission. Request MAJCOM assistance as needed.
Use AFCMRS to identify weaknesses in personnel placement, and then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Balance the delicate issues of operations/personnel tempo with mission accomplishment.
Be aware of mission creep to the right.
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.
Leadership should establish unit priorities (at all levels) and live by them.

NucMsn OPS

Day-to-day non-nuclear mission demands do not degrade mission effectiveness in my unit.

Balance the delicate issues of operations/personnel tempo with mission accomplishment.
Review the OPSTEMPO of your unit and its effect on safety and unit performance.
Be aware of mission creep to the right.
Leadership should establish unit priorities (at all levels) and live by them.
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Involve the officers and senior NCOs on appropriate issues.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
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.
Be aware of improper perceptions by your personnel.

NucMsn OPS

TDY deployment rates for the last year have not created safety problems in my unit.

Balance the delicate issues of operations/personnel tempo with mission accomplishment.
Review the OPSTEMPO of your unit and its effect on safety and unit performance.
Leadership should establish unit priorities (at all levels) and live by them.
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Involve the officers and senior NCOs on appropriate issues.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Leaders should implement ORM processes into their operations.

NucMsn OPS

Leaders/Supervisors in my unit are actively engaged in the nuclear security program.

Leadership should establish unit priorities (at all levels) and live by them.
Involve the officers and senior NCOs on appropriate issues.
Officers/Senior NCO leadership personally monitors formal and upgrade training to ensure quality.
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.

NucMsn OPS

Leaders and Supervisors are effective at promoting nuclear security in my unit.

Develop a formal squadron training plan and is coordinated with the flights and/or sections.
Ensure all available communication means are used (e.g., face-to-face, officer or enlisted Call, CC Call, newsletter, etc.). Too often, vehicles to communicate are overlooked.
Ensure the chain of command is engaged.
Effective communication requires feedback. Ensure formal and informal feedback mechanisms are in place and used.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
It's too easy for the word not to make it down the chain of command. Ensure it does through feedback and walking around the unit.
Do not allow poor communication due to too much reliance on one-way emails.
AFCMRS surveys are risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Be aware of improper perceptions by your personnel.

NucMsn OPS

Leaders/Supervisors in my unit are successful in communicating mission goals to unit personnel.

Operationally Excellent squadrons have a mission statement that is clearly understood by all members of the unit.
More frequent CC Calls to ensure the CC is personally getting the word to the troops.
Communication is key across all levels. Ensure it happens.
Ensure all available communication means are used (e.g., face-to-face, officer or enlisted Call, CC Call, newsletter, etc.). Too often, vehicles to communicate are overlooked.
Ensure the chain of command is engaged.
Effective communication requires feedback. Ensure formal and informal feedback mechanisms are in place and used.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
It's too easy for the word not to make it down the chain of command. Ensure it does through feedback and walking around the unit.
Do not allow poor communication due to too much reliance on one-way emails.
Balance the delicate issues of operations/personnel tempo with mission accomplishment.
Be aware of mission creep to the right.
Provide a "state of the squadron" address. It will help you find out where you are and communicate it to your subordinates.
Leadership should establish unit priorities (at all levels) and live by them.

NucMsn OPS

Leaders/Supervisors' decisions are respected in my unit.

Some "best traits" seen in CCs include: strong integrity (comply with their own policies), strong communicators, multiple channels of communication, knowing their people by name, hand-written letters to sponsors/parents).
Leadership by Walking Around remains the #1 leadership tool as seen through the eyes of junior personnel. Is your squadron's leadership/supervisors staring at their computer screens or getting "out and about"?
The CC should enforce a "by the book" philosophy.
CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
Ensure your junior officers are leading at their level.
Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
Leaders should implement ORM processes into their operations.
Establish, communicate (make visible), and enforce performance standards in your unit.
Leadership should establish unit priorities (at all levels) and live by them.

NucMsn OPS

Leaders/Supervisors in my unit set a good example for compliance with written guidance.

Some "best traits" seen in CCs include: strong integrity (comply with their own policies), strong communicators, multiple channels of communication, knowing their people by name, hand-written letters to sponsors/parents).
Leadership by Walking Around remains the #1 leadership tool as seen through the eyes of junior personnel. Is your squadron's leadership/supervisors staring at their computer screens or getting "out and about"?
The CC should enforce a "by the book" philosophy.
CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Incorporate mentorship at every level.
Address (via mentorship, feedback, etc.) operators who think rules aren't necessary and discipline accordingly.
Be aware of unit leadership (officer and enlisted) that is not malleable to change.
Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
Establish, communicate (make visible), and enforce performance standards in your unit.
Leadership should establish unit priorities (at all levels) and live by them.
Leaders/Supervisors in my squadron set a good example for compliance with policies, rules, and instructions.
Show me an organization with a strong Sponsor Program, and I'll show you an organization that is "Operationally Excellent".
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"?
CCs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Check to see if your junior officers are leading at their level.
Establish, communicate (make visible), and enforce performance standards in your command.
Monitor supervisors who think it's okay to cut corners.
Officers and SNCOs set the standard for alcohol use at home and deployed.

NucMsn OPS

Leaders/Supervisors in my unit can be trusted.

CCs who prioritize the betterment of their personnel over the betterment of their careers have the most productive squadrons.
Leadership by Walking Around remains the #1 leadership tool as seen through the eyes of junior personnel. Is your squadron's leadership/supervisors staring at their computer screens or getting "out and about"?
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
Establish, communicate (make visible), and enforce performance standards in your unit.

NucMsn OPS

Leaders/Supervisors in my unit care for members' quality of life.

Ensure your unit AFOSH programs are current and effective.
Be aware of improper perceptions by your personnel.
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
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 that the balance between mission accomplishment and members personal life does not result in overworked and over-stressed personnel.

NucMsn OPS

Leaders/Supervisors in my unit discourage cutting corners to get a job done.

The CC frequently reinforces the fact that cutting corners is not tolerated in the organization. Ensure unit leadership understands that this is the only acceptable policy.
CCs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues
Balance the delicate issues of operations/personnel tempo with mission accomplishment.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Integrate the ORM process into planning and executing operations.
Take the time to mentor subordinate leaders on ORM processes.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the OPSTEMPO of your unit and its effect on safety and unit performance.
Offer a monthly "Retribution Free" discussion period for personnel to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
The CC frequently reinforces the fact that cutting corners is not tolerated in the organization. Ensure Flight Commanders and SNCOs understand that this is the only acceptable policy.
Involve the officers and senior NCOs on appropriate issues.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions.
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.

NucMsn OPS

Leaders/Supervisors encourage reporting safety discrepancies without fear of negative repercussions.

Communication is key across all pay grades. Ensure it happens.
A strong "anonymous" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Offer a monthly "Retribution Free" discussion period for personnel to allow discussions with leadership and peers about situations where they feel pressure to cut corners, or discuss anything else on their minds.
Put a process in place for the CC's suggestion boxes and follow it . . . ensure the boxes are well placed, forms are accessible, boxes are regularly checked, CC initials each input, specific members comment as CC sees appropriate, CC briefs results at NEXT formation and they are posted for all to read.
Implement a headquarters' policy letter that encourages the reporting of safety issues.
Ensure your headquarters has a safety climate that encourages reporting safety issues.
Involve the officers and senior NCOs on appropriate issues.