AFCMRS - NucMsn OPS (2016) Intervention Strategies

Considerations

NucMsn OPS (2016)

My squadron accurately identifies and 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 (2016)

My squadron closely monitors PRP status to ensure operators are qualified to fly/pull alert missions.

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.

NucMsn OPS (2016)

In my squadron, Stan/Eval and check rides are conducted as intended, to candidly assess aircrew/missile crew's 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.
CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
Leadership should establish unit priorities (at all levels) and live by them.

NucMsn OPS (2016)

Operators in my squadron must possess the appropriate experience and skills to be qualified/certified.

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.

NucMsn OPS (2016)

Security education and training are adequate in my squadron.

Officers/Senior NCO leadership personally monitors formal and upgrade training to ensure quality.
Develop a formal squadron security training plan.
Use AFCMRS survey results to develop a presentation for the unit's participants (FEEDBACK!).
CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
Be aware of the consequences of training with fewer resources.
Invest the time in training now. It'll cost you, but less than later.
Conduct after-action reviews (hot wash) of operational events.
Leadership should establish unit priorities (at all levels) and live by them.

NucMsn OPS (2016)

My squadron routinely meets or exceeds its 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 (2016)

My training records are accurately maintained in my squadron.

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 (2016)

I am adequately trained in the operations required to safely and reliably employ nuclear weapons.

Establish a "standardization cadre" of experienced instructors specific to new crews' needs.
Involve the officers and senior NCOs on appropriate issues.
Incorporate mentorship at every level.
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 the consequences of training with fewer resources.
Invest the time in training now. It'll cost you, but less than later.

NucMsn OPS (2016)

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

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"?
Involve the officers and senior NCOs on appropriate issues.
Address (via mentorship, feedback, etc.) operators who think rules aren't necessary and discipline accordingly.
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.

NucMsn OPS (2016)

My squadron temporarily restricts operators from conducting missions when they are under high personal stress.

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.
Involve the officers and senior NCOs on appropriate issues.

NucMsn OPS (2016)

PRP-certified individuals always notify their direct supervisors when they self-medicate for an illness.

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 (2016)

PRP-certified individuals notify their certifying officials and competent medical authority whenever they receive medical care anywhere other than at their assigned MTF.

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 (2016)

My squadron 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 (2016)

Quality standards in my squadron are clearly stated.

CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
Establish, communicate (make visible), and enforce performance standards in your unit.

NucMsn OPS (2016)

Quality standards in my squadron are enforced.

Set the bar extremely high. Personnel only reach as high as the unit stated goals.
Officers/Senior NCO leadership personally monitors formal and upgrade training to ensure quality.
Ensure your junior officers are leading at their level.
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.
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.
Establish, communicate (make visible), and enforce performance standards in your unit.

NucMsn OPS (2016)

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

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.

NucMsn OPS (2016)

My squadron adequately recognizes individuals for doing the correct procedures and operations.

Recognize a "Pro of the Month" with a parking spot as a reward.
Ensure your unit has an effective awards program.

NucMsn OPS (2016)

In my squadron, an operator who persistently violates standards and rules will seriously jeopardize his/her career.

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 (2016)

MAJCOM recognition programs adequately recognize my squadron for outstanding nuclear security operations.

Ensure your organization has an effective awards program.

NucMsn OPS (2016)

In my squadron, procedural guidance (AFIs, AFMANs, T.O.s, etc.) is available and current.

The CC should enforce a "by the book" philosophy.
Involve the officers and senior NCOs on appropriate issues.
Integrate the ORM process into planning and executing operations.

NucMsn OPS (2016)

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

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 (2016)

Higher headquarters' guidance and policies stated during training sessions are clearly understood in my squadron.

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 (2016)

Within my squadron, effective communication exists up and down the chain of command.

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).
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.
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.
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.

NucMsn OPS (2016)

My squadron has good two-way communication with external squadrons/organizations.

Communication is key across all levels. Ensure it happens.
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.
Effective communication requires feedback. Ensure formal and informal feedback mechanisms are in place and used.
Ensure your unit has a safety culture that encourages reporting safety issues.

NucMsn OPS (2016)

Aircrew/missile crews in my squadron are encouraged to discuss aircraft/ICBM discrepancies with Maintenance Operations Control (MOC) and/or higher headquarters before and after flights/missile alert tours.

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.

NucMsn OPS (2016)

My squadron is genuinely concerned about nuclear security.

Operationally productive squadrons have a mission statement that is clearly understood by all members of the unit.
Ensure your unit has an effective "hazard reporting" program.
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"?
Commander and Chief Master Sergeant review on a weekly basis all personnel jackets for drug/alcohol histories, and implements controls for those identified as high-risk.
CC sets aside a "dialogue period" with personnel and discusses pertinent issues, such as: training requirements, outside support, the latest rumors, etc.
The CC should enforce a "by the book" philosophy.
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.
CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
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.
Be aware of improper perceptions by your personnel.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
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 (2016)

In my squadron everyone is responsible/accountable for nuclear security.

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"?
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 personnel growing up in an environment that encourages the "Good ol' Boy System" and discourages personal accountability and responsibility.
Integrate the ORM process into planning and executing operations.
Establish, communicate (make visible), and enforce performance standards in your unit.

NucMsn OPS (2016)

My squadron 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 (2016)

Active duty and Reserve component personnel have the same perceptions of the nuclear surety mission.

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.
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 (2016)

Peer influence discourages violations of instructions/orders and nuclear security rules in my squadron.

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 (2016)

Violations of official written guidance are rare in my squadron.

Establish, communicate (make visible), and enforce performance standards in your command.
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 (2016)

Squadron 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.

NucMsn OPS (2016)

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 (2016)

Individuals in my squadron 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 (2016)

Members of my squadron work effectively as a team.

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.

NucMsn OPS (2016)

Unprofessional behavior that compromises PRP standards is NOT tolerated in my squadron.

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 (2016)

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

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

NucMsn OPS (2016)

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

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.
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.
Set the bar extremely high. Personnel only reach as high as the unit stated goals.

NucMsn OPS (2016)

Morale in my squadron 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".
CCs conduct frequent Commanders Calls with personnel to discuss pertinent issues, such as: 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.
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).

NucMsn OPS (2016)

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 (2016)

My squadron has sufficient qualified 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.
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.
Involve the officers and senior NCOs on appropriate issues.
Incorporate mentorship at every level.
Monitor turnover in personnel; conduct 6 month forecast/track personnel moves.
Beware of mismanagement due to inexperienced mid-level leadership.
Integrate the ORM process into planning and executing operations.
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.

NucMsn OPS (2016)

My squadron provides me with adequate time to practice in order to maintain nuclear mission proficiency.

Establish, communicate (make visible), and enforce performance standards in your unit.
Leadership should establish unit priorities (at all levels) and live by them.
Involve the officers and senior NCOs on appropriate issues.
Be aware of improper perceptions by your personnel.
Be aware of the consequences of training with fewer resources.
Invest the time in training now. It'll cost you, but less than later.

NucMsn OPS (2016)

Nuclear mission training is rarely postponed/cancelled due to operational commitments in my squadron.

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 (2016)

Nuclear surety training is rarely postponed/cancelled due to support of non-surety mission requirements.

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 (2016)

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

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.
Tightened crew rest/crew day adherence through advanced scheduling.
Beware of and monitor fatigue levels of your personnel.
Review the OPSTEMPO of your unit and its effect on safety and unit performance.
Involve the officers and senior NCOs on appropriate issues.
Be aware of improper perceptions by your personnel.

NucMsn OPS (2016)

Additional duties do NOT adversely affect organizational safety in my squadron.

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 (2016)

TDY deployment rates for the last year have NOT created safety problems in my squadron.

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 (2016)

Deployment for non-nuclear surety missions does 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 (2016)

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 (2016)

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 member's 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.)

NucMsn OPS (2016)

Leaders/Supervisors in my squadron consider nuclear security issues during the formation and execution of operational and training plans.

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 (2016)

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

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 (2016)

Leaders/Supervisors in my squadron 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 (2016)

Leaders/Supervisors' decisions are respected in my squadron.

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 (2016)

Leaders/Supervisors in my squadron balance members' quality of life and mission accomplishment.

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.

NucMsn OPS (2016)

Leaders/Supervisors in my squadron 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 (2016)

Leaders/Supervisors in my squadron react well to unexpected changes.

Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Ensure the chain of command is engaged.
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 your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Be aware of unit leadership (officer and enlisted) that is not malleable to change.
Leadership should establish unit priorities (at all levels) and live by them.

NucMsn OPS (2016)

Leaders/Supervisors in my squadron set the example for compliance with policies, rules, and instructions.

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).
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.
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.

NucMsn OPS (2016)

Leaders/Supervisors in my squadron 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.

NucMsn OPS (2016)

Leadership in my squadron encourages personnel to report incidents/accidents.

Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your unit has a safety climate that encourages reporting safety issues.
Establish, communicate (make visible), and enforce performance standards in your unit.
Leadership should establish unit priorities (at all levels) and live by them.
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.
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.

NucMsn OPS (2016)

The unit PRP monitor is well respected in my squadron.

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