AFCMRS - NucMission non-PRAP SUP Intervention Strategies

Considerations

NucMission non-PRAP SUP

My unit adequately updates safety standards/operating procedures.

Involve the officers and senior NCOs on appropriate issues.
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.

NucMission non-PRAP SUP

My unit closely monitors job qualifications.

Officers/Senior NCO leadership personally monitors training sessions 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.
Invest the time in training now. It'll cost you, but less than later.
Leadership should establish unit priorities (at all levels) and live by them.
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.

NucMission non-PRAP SUP

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.

NucMission non-PRAP SUP

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.

NucMission non-PRAP SUP

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

Be aware of improper perceptions by your personnel.
Integrate the ORM process into planning and executing operations.
Leaders should implement ORM processes into their operations.
Ensure your unit has a safety culture that encourages reporting safety issues.
Involve the officers and senior NCOs on appropriate issues.

NucMission non-PRAP SUP

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.

NucMission non-PRAP SUP

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.

NucMission non-PRAP SUP

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.

NucMission non-PRAP SUP

Personnel in my unit must possess the appropriate skills to receive increased responsibility.

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.
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.

NucMission non-PRAP SUP

Anyone intentionally violating official written guidance is quickly 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.
CCs/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.

NucMission non-PRAP SUP

Work performance is the same quality when away from home base.

CCs closely monitor deployed personnel and maintenance, due to stressors added by TDY.
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 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.

NucMission non-PRAP SUP

Official written guidance is incorporated into day-to-day safety 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.
Official guidance (e.g., AFI's, T.O.'s) is incorporated into day-to-day safety decisions in my squadron.

NucMission non-PRAP SUP

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.

NucMission non-PRAP SUP

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

CC sets aside a "dialogue period" with personnel and discusses pertinent issues, such as: training requirements, outside support, the latest rumors, etc.
AFCMRS surveys are risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
Integrate the ORM process into planning and executing operations.
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.

NucMission non-PRAP SUP

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.

NucMission non-PRAP SUP

Work in my unit is supervised by qualified personnel.

Establish, communicate (make visible), and enforce performance standards in your unit.
Be aware of personnel growing up in an environment that encourages the "Good ol' Boy System" and discourages personal accountability and responsibility.
Leadership should establish unit priorities (at all levels) and live by them.
Show me a squadron with a strong sponsor program, and I'll show you a squadron that is "Operationally Excellent".
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.
Involve the officers and senior NCOs on appropriate issues.

NucMission non-PRAP SUP

Workers are briefed on potential hazards associated with their assigned tasks in my unit.

CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
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.
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.
Communication is key across all levels. Ensure it happens.
Involve the officers and senior NCOs on appropriate issues.

NucMission non-PRAP SUP

My unit has a reputation for high-quality performance.

Set the bar extremely high. Personnel only reach as high as the unit stated goals.
Ensure your unit has an effective sponsor program.
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 formal and upgrade training to ensure quality.
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.
Be aware of improper perceptions by your personnel.
Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
Integrate the ORM process into planning and executing operations.
Leaders should implement ORM processes into their operations.
Ensure your unit AFOSH programs are current and effective.
Ensure your unit has an effective safety awards program.
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.
Ensure your Unit Safety Representatives are visible members of your unit.
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.
Incorporate mentorship at every level.
Ensure your unit supports the safety awards program.
Ensure your unit continuously scores well on QA evaluations.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions.

NucMission non-PRAP SUP

Violations of written official 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.) 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 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.

NucMission non-PRAP SUP

Our unit reports all adverse incidents.

CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
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 an effective "hazard reporting" program.
Ensure your unit has a safety culture that encourages reporting safety issues.
Ensure your unit solicits and values honest feedback.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.

NucMission non-PRAP SUP

Career training is rarely postponed/cancelled.

Officers/Senior NCO leadership personally monitors training sessions to ensure quality.
Incorporate mentorship at every level.
Be aware of the consequences of training with fewer resources.
Invest the time in training now. It'll cost you, but less than later.
Integrate the ORM process into planning and executing operations.
Leaders should implement ORM processes into their operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Leadership should establish organizational priorities (at all levels) and live by them.
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.
Invest the time (in training) now. It'll cost you, but less than later.

NucMission non-PRAP SUP

Unit members are comfortable approaching supervisors about personal problems.

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.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your unit has a safety climate that encourages reporting safety issues.
Ensure your unit solicits and values honest feedback.
Implement a headquarters' policy letter that encourages the reporting of safety issues.
Ensure your headquarters has a safety climate that encourages reporting safety issues.
Ensure your organization solicits and values honest feedback.

NucMission non-PRAP SUP

Individuals in my unit are free to report unsafe behaviors.

Individuals in my squadron feel free to report hazardous conditions, unsafe behaviors, or safety violations.
Ensure your unit has a safety culture that encourages reporting safety issues.
Ensure your unit has an effective safety awards program.
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.
AFCMRS surveys are risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
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.
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.

NucMission non-PRAP SUP

Safety days are effective in my unit.

Involve the officers and senior NCOs on appropriate issues.
Routinely encourage your subordinate leaders to work with your Unit Safety Representative (COS, FSO, USR, etc.).
Take the time to mentor subordinate leaders on ORM processes.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Support your wing if an Organizational Safety Assessment (OSA) is solicited.

NucMission non-PRAP SUP

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.

NucMission non-PRAP SUP

Duty shifts and rest period policies are enforced in my unit.

CCs who prioritize the betterment of their personnel over the betterment of their careers have the most productive squadrons.
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.

NucMission non-PRAP SUP

Unit Safety Representative positions are desirable positions in my unit.

Beware of mismanagement due to insufficient mid-grade enlisted leadership.
CC moved the Unit Safety Representative Office closer to the squadron leadership offices to place emphasis on the unit's safety program and emphasize the relationship between the CC and the USR.
Routinely encourage your subordinate leaders to work with your Unit Safety Representative (COS, FSO, USR, etc.).
Ensure your unit has a safety culture that encourages reporting safety issues.
Ensure your Unit Safety Representatives are visible members of your unit.
Be aware of improper perceptions by your personnel.

NucMission non-PRAP SUP

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.

NucMission non-PRAP SUP

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.
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 the consequences of training with fewer resources.
Beware of and monitor fatigue levels of your personnel.
Beware of mismanagement due to insufficient mid-level leadership.
Invest the time in training now. It'll cost you, but less than later.
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.
Leadership should establish unit priorities (at all levels) and live by them.
Monitor turnover in personnel; conduct 6 month forecast/track personnel moves.
Be aware of mission creep to the right.
Make every effort to provide unit personnel with right tools for the job.

NucMission non-PRAP SUP

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.

NucMission non-PRAP SUP

The level of our unit's operational demands permits members to obtain sufficient rest to perform their jobs.

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.
Ensure that the balance between mission accomplishment and members personal life does not result in overworked and over-stressed personnel.
Be aware of mission creep to the right.
Be aware of improper perceptions by your personnel.
Beware of and monitor fatigue levels of your personnel.
Leaders should implement ORM processes into their operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
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.
Educate your personnel to recognize fatigue "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.).

NucMission non-PRAP SUP

Required guidance is available in my unit.

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.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Integrate the ORM process into planning and executing operations.
Ensure headquarters' members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

NucMission non-PRAP SUP

My unit has adequate IT (Information Technology) equipment to do my job.

Required computers and equipment are serviceable and used in my squadron.
Review the OPSTEMPO of your unit and its effect on safety and unit performance.
Involve the officers and senior NCOs on appropriate issues.
CCs ensure your troops have the right tools and equipment for the job.
CCs ensure sufficient budget is available to replace worn tools and equipment.

NucMission non-PRAP SUP

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.

NucMission non-PRAP SUP

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.

NucMission non-PRAP SUP

Leaders/Supervisors in my unit are actively engaged in the management of safety matters.

Commander and First Sergeant review on a weekly basis all personnel jackets for drug/alcohol histories, and implements controls for those identified as high-risk.
The CC should reinforce "by the book" using the book (e.g., discussing "working hours" with the AF instruction in hand).
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.
Develop a formal squadron safety training plan and is coordinated with the flights and/or sections.
Use AFCMRS survey results to provide a good view of prevalent perceptions at the lowest working level.
Put a process in place for the CC's suggestion boxes and follow it.
Ensure the chain of command is engaged.
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.
Integrate the ORM process into planning and executing operations.
Leaders should implement ORM processes into their operations.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Establish, communicate (make visible), and enforce performance standards in your unit.
Leadership should establish unit priorities (at all levels) and live by them.

NucMission non-PRAP SUP

Leaders/Supervisors in my unit balance safety concerns with achieving mission tasking.

Beware of and monitor fatigue levels of your personnel.
Be aware of mission creep to the right.
Leaders should implement ORM processes into their operations.
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.
Officers/Senior NCO leadership personally monitors training sessions to ensure quality.
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 the "Good ol' Boy System" and discourages personal accountability and responsibility.

NucMission non-PRAP SUP

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

Communication is key across all pay grades. Ensure it happens.
A strong "suggestion box" 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.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your unit has a safety climate that encourages reporting safety issues.
Involve the officers and senior NCOs on appropriate issues.

NucMission non-PRAP SUP

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.

NucMission non-PRAP SUP

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.

NucMission non-PRAP SUP

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.

NucMission non-PRAP SUP

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

Leaders/Supervisors in my squadron are successful in communicating safety goals to unit personnel.
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 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.
More frequent CC Calls to ensure the CC is personally getting the word to the troops
The CC should enforce a "by the book" philosophy.
Use AFCMRS survey results to develop a presentation for the unit's participants (FEEDBACK!).
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.
CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
Balance the delicate issues of operations/personnel tempo with mission accomplishment.
Be aware of mission creep to the right.
Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
Provide a "state of the squadron" address. It will help you find out where you are and communicate it to your subordinates.
Take the time to mentor subordinate leaders on ORM processes.
Ensure your unit AFOSH programs are current and effective.
Establish, communicate (make visible), and enforce performance standards in your unit.
Leadership should establish unit priorities (at all levels) and live by them.
The Maintenance Operations Officer holds a weekly "maintenance management meeting" for all maintenance leaders to ensure the word is getting out and major issues are discussed.

NucMission non-PRAP SUP

Leaders/Supervisors trust subordinates to manage routine operations.

Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Ensure that the balance between mission accomplishment and members' personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.