AFCMRS - Intervention Strategies

Considerations

VPP

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

Beware of and monitor fatigue levels of your personnel.
Be aware of mission creep.
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.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.

VPP

Leaders/Supervisors in my organization are actively engaged in the safety 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.
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.
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.
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.

VPP

Leaders/Supervisors in my organization participate in communicating safety goals to unit personnel.

The CC should enforce a "by the book" philosophy.
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.
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.
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.
Involve the officers and senior NCOs on appropriate issues.
Integrate the ORM process into planning and executing 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.
Leadership should establish unit priorities (at all levels) and live by them.

VPP

Leaders/Supervisors recognize unsafe conditions and manage risks within my organization.

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.
Involve the officers and senior NCOs on appropriate issues.
Be aware of mission creep to the right.
Be aware of the consequences of training with fewer resources.
Beware of and monitor fatigue levels of your personnel.
Integrate the ORM process into planning and executing operations.
Establish, communicate (make visible), and enforce performance standards in your unit.
Educate your personnel to recognize fatigue "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.)

VPP

Organizational leadership sets and monitors annual safety goals.

Develop a formal Safety Department training plan that covers the next year and is coordinated with the organization's leaders and supervisors.
Establish, communicate (make visible), and enforce performance standards in your command.
Involve the managers and supervisors on appropriate issues.
Beware of mismanagement due to insufficient mid-grade leadership.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Check to see if your supervisors are leading at their level.
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.

VPP

In my organization members are pressured by supervisors to sign off work actions before they are completed.

Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
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.
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.

VPP

My organization encourages the reporting and evaluating of near miss safety incidents (i.e., incidents when an accident almost occurs).

Ensure your unit has a safety culture that encourages reporting safety issues.
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 subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Involve the officers and senior NCOs on appropriate issues.
Establish, communicate (make visible), and enforce performance standards in your unit.
Leadership should establish unit priorities (at all levels) and live by them.

VPP

When near miss incidents (i.e., incidents when an accident almost occurs) are reported in my organization, leadership uses the opportunity to improve procedures or training.

Develop a formal Safety Department training plan that covers the next year and is coordinated with the organization's leaders and supervisors.
Invest the time (in training) now. It'll cost you, but less than later.
Routinely encourage your subordinate leaders to work with your Safety Office personnel.
Involve the officers and senior NCOs on appropriate issues.
Ensure your unit has a safety climate that encourages reporting safety issues.

VPP

I know my organization's safety and health goals.

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.
Set the bar extremely high. Personnel only reach as high as the command's stated goals.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Establish, communicate (make visible), and enforce performance standards in your command.

VPP

Peer influence discourages violations of AFI's/TO's in my organization.

Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Involve the officers and senior NCOs on appropriate issues.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your unit has a safety culture that encourages reporting safety issues.

VPP

Lack of experienced personnel has adversely affected my organization's ability to operate safely.

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.
Monitor turnover in personnel; conduct 6 month forecast/track personnel moves.
Beware of mismanagement due to inexperienced mid-level leadership.
Routinely encourage your subordinate leaders to work with your Safety Representative.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Beware of and monitor fatigue levels of your personnel.
Ensure that the balance between mission accomplishment and members' personal lives do not result in overworked and over-stressed personnel.

VPP

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

CCs conduct frequent Commanders Calls with personnel to discusses pertinent issues, such as: concerns, training requirements, mission accomplishment, the latest rumors, etc
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.
Offer a monthly "Retribution Free" discussion period for personnel to allow discussions with leadership and peers about situations where they feel pressure to cut corners, or discuss anything else on their minds.
Put a process in place for the CC's suggestion boxes and follow it.
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.

VPP

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

AFCMRS surveys are risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
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.

VPP

In my organization everyone is responsible/accountable for safety.

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.
Integrate the ORM process into planning and executing operations.
Routinely encourage your subordinate leaders to work with your Safety Representative.
Ensure your Safety Representatives are visible members of your unit.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Establish, communicate (make visible), and enforce performance standards in your unit.

VPP

Individuals in my organization feel free to report hazardous conditions, unsafe behaviors, or safety violations.

Ensure your unit has a safety culture that encourages reporting safety issues.
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.
Routinely encourage your subordinate leaders to work with your Safety Representative.
Involve the officers and senior NCOs on appropriate issues.
CCs empower all personnel the option to call "Knock it off" when they witness or may become involved in an unsafe action.

VPP

My organization considers, and implements if appropriate, personnel suggestions for improving operational and occupational safety.

Put a process in place for the CC's suggestion boxes and follow it.
Communication is key across all pay grades. Ensure it happens.
Ensure your unit solicits and values honest feedback.
Routinely encourage your subordinate leaders to work with your Safety Representative.
Integrate the ORM process into planning and executing operations.
Involve the managers and supervisors on appropriate issues.
Ensure your unit has an effective safety awards program.

VPP

Employees participate in accident or incident investigations.

Communication is key across all pay grades. Ensure it happens.
Ensure your unit solicits and values honest feedback.
Involve the managers and supervisors on appropriate issues.

VPP

My organization encourages personnel to provide recommendations, when appropriate, for incorporating operational and occupational safety requirements that go beyond the regulatory and policy requirements.

Communication is key across all pay grades. Ensure it happens.
Ensure your unit solicits and values honest feedback.
Integrate the ORM process into planning and executing operations.
Involve the managers and supervisors on appropriate issues.
Ensure your unit has an effective safety awards program.

VPP

I have seen first hand how VPP has increased personnel focus on safety.

Leadership should establish unit priorities (at all levels) and live by them.
Involve the officers and senior NCOs on appropriate issues.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
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.
Check to see if your junior officers are leading at their level.
Incorporate mentorship at every level.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Ensure your unit has an effective safety awards program.

VPP

Signing off personnel qualifications is taken seriously in my organization.

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.

VPP

In my organization production is considered more important than safety.

Leadership should establish unit priorities (at all levels) and live by them.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Monitor and be aware of perceived mission creep.
Establish, communicate (make visible), and enforce performance standards in your command.
Monitor supervisors who think it is okay to cut corners.
Involve the managers and supervisors on appropriate issues.
Integrate the ORM process into planning and executing operations.

VPP

Safety is part of planning in my organization.

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.
Invest the time in training now. It'll cost you, but less than later.
Integrate the ORM process into planning and executing operations.
Routinely encourage your subordinate leaders to work with your Safety Representative.
Take the time to mentor subordinate leaders on ORM processes.
Ensure your unit Safety Representatives are visible members of your unit.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
CCs empower all personnel the option to call "Knock it off" when they witness or may become involved in an unsafe action.
Support your wing if an Organizational Safety Assessment (OSA) is solicited.

VPP

My organization has a reputation for high-quality performance.

Set the bar extremely high. Personnel only reach as high as the unit stated goals.
CCs who prioritize the betterment of their personnel over the betterment of their careers have the most productive squadrons.
Officers/Senior NCO leadership personally monitors formal and upgrade training to ensure quality.
AFCMRS surveys are risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Incorporate mentorship at every level.
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.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions.

VPP

My organization is genuinely concerned about safety.

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.
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.
More frequent CC Calls to ensure the CC is personally getting the word to the troops.
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 situation 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 develop a presentation for the unit's participants (FEEDBACK!).
Put a process in place for the CC's suggestion boxes and follow it.
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.
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.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Leadership should establish unit priorities (at all levels) and live by them.

VPP

Promotion of safety policies/procedures and safety compliance are evaluated parameters for annual performance evaluations and promotion consideration.

Leadership should establish unit priorities (at all levels) and live by them.
Check to see if your junior officers are leading at their level.
Ensure your unit has an effective safety awards program.

VPP

Safety NCO/Unit Safety Representative positions are sought after in my organization.

Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your unit has a safety culture that encourages reporting safety issues.
Be aware of improper perceptions by your personnel.

VPP

Conflicts between members degrade safety within my organization.

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.

VPP

Contractors are held to the same safety performance standards as military and civilian Air Force employees.

Be aware of improper perceptions by your personnel.
The CC should enforce a "by the book" philosophy.
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.
Use AFCMRS survey results to provide a good view of prevalent perceptions at the lowest working level.
CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.

VPP

I have heard of VPP and that it is being implemented at this base.

Leadership should establish unit priorities (at all levels) and live by them.
Involve the officers and senior NCOs on appropriate issues.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
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.
Check to see if your junior officers are leading at their level.
Incorporate mentorship at every level.
Ensure your unit has an effective safety awards program.

VPP

Violations of AFI's/TO's are common in my organization.

The CC should enforce a "by the book" philosophy.
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 Safety Representatives are visible members of your unit.
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.

VPP

In my organization, safety is a key part of all operations.

AFCMRS surveys are risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
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.
Integrate the ORM process into planning and executing operations.
Leaders should implement ORM processes into their operations.
Routinely encourage your subordinate leaders to work with your Safety Representative.
Ensure your unit Safety Representatives are visible members of your unit.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Establish, communicate (make visible), and enforce performance standards in your unit.
Leadership should establish unit priorities (at all levels) and live by them.

VPP

My organization adequately reviews and updates safety standards and operating procedures.

Be aware of improper perceptions by your personnel.
Conduct after-action reviews (hot wash) of operational events.
Leadership should establish unit priorities (at all levels) and live by them.

VPP

In my organization procedural guidance (e.g., AFI's/T.O.'s) is available and current.

CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
Establish, communicate (make visible), and enforce performance standards in your unit.
Involve the officers and senior NCOs on appropriate issues.

VPP

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

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.

VPP

My organization has a published safety policy statement.

Establish, communicate (make visible), and enforce performance standards in your command.
Set the bar extremely high. Sailors only reach as high as the command's stated goals.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.

VPP

My organization has a formal safety committee which holds regularly scheduled meetings.

Leadership should establish unit priorities (at all levels) and live by them.
Involve the officers and senior NCOs on appropriate issues.
Integrate the ORM process into planning and executing operations.
Routinely encourage your subordinate leaders to work with your Safety personnel.
Ensure your unit has a safety climate that encourages reporting safety issues.

VPP

Safety decisions are made at the proper levels by the most qualified individuals in my organization.

Be aware of improper perceptions by your personnel.
Routinely encourage your subordinate leaders to work with your Safety personnel.
Integrate the ORM process into planning and executing operations.
Ensure your unit has a safety culture that encourages reporting safety issues.
Involve the officers and senior NCOs on appropriate issues.

VPP

My organization uses Risk Management (RM) in its day-to-day operations.

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.
Develop a formal squadron safety training plan and is coordinated with the flights and/or sections.
AFCMRS surveys are risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Involve the officers and senior NCOs on appropriate issues.
Balance the delicate issues of operations/personnel tempo with mission accomplishment.
Integrate the ORM process into planning and executing operations.
Conduct after-action reviews (hot wash) of operational events.
Leaders should implement ORM processes into their operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

VPP

My organization uses Job Safety Analysis or Job Hazard Analysis as a means to identify risk and risk mitigation for hazardous processes.

CCs/Supervisors at all levels must periodically reinforce emphasis on procedures.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Establish, communicate (make visible), and enforce performance standards in your command.
Incorporate mentorship at every level.
Integrate the ORM process into planning and executing operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Routinely encourage your subordinate leaders to work with your Safety personnel.
Involve the officers and senior NCOs on appropriate issues.

VPP

TDY deployment rates for the last year created safety problems in my organization.

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.
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.

VPP

Workers are briefed on potential hazards associated with work activities in my organization.

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.

VPP

Available medical services are sufficient.

Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of military occupational specialties.
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. 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).

VPP

VPP at this installation has had an impact in reducing mishaps and near misses.

Use AFCMRS survey results to provide a good view of prevalent perceptions at the lowest working level.
Ensure the chain of command is engaged.
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
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.
Leadership should establish unit priorities (at all levels) and live by them.

VPP

Training is often postponed/cancelled due to operational commitments in my organization.

Leadership should establish unit priorities (at all levels) and live by them.
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.

VPP

I am adequately trained to safely conduct my job.

Officers/Senior NCO leadership personally monitors formal and upgrade training to ensure quality.
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.
Take the time to mentor subordinate leaders on ORM processes.

VPP

Safety education and training is provided at least annually or whenever a change in recognized workplace hazards occur.

Develop a formal Safety Department training plan that covers the next year and is coordinated with the organization's leaders and supervisors.
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.
Routinely encourage your subordinate leaders to work with your Safety Representative.
Ensure your Unit Safety Representatives are visible members of your unit.

VPP

Safety professionals or personnel trained in safety are available to assist me whenever I have a question or concern regarding safety.

Be aware of improper perceptions by your personnel.
Routinely encourage your subordinate leaders to work with your Safety Representative.
Ensure your Unit Safety Representatives are visible members of your unit.
Involve the officers and senior NCOs on appropriate issues.
Incorporate mentorship at every level.
Communication is key across all pay grades. Ensure it happens.
Ensure your unit has a safety climate that encourages reporting safety issues.

VPP

My organization holds regularly scheduled safety meetings.

Leadership should establish unit priorities (at all levels) and live by them.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Routinely encourage your subordinate leaders to work with your Safety Representative.
Ensure your Unit Safety Representatives are visible members of your unit.

VPP

Safety days are effective at reducing incidents in my organization.

Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
Ensure the chain of command is engaged.
Involve the officers and senior NCOs on appropriate issues.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
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.
Routinely encourage your subordinate leaders to work with your Safety Representative.

VPP

I believe operational readiness and operational safety are improved in my organization because of the way the organization safety officer promotes safety.

Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Discuss survey results and interventions with personnel to develop optimal solutions and increase survey process "buy in".
Communication is key across all pay grades. Ensure it happens.
Ensure all communication vehicles are used (e.g., face-to-face, publications, etc.). Too often, vehicles to communicate are overlooked.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Do not allow poor communication due to too much reliance on one-way emails.
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.

VPP

Safety is included in new employee orientation.

Leadership should establish unit priorities (at all levels) and live by them.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
Ensure all communication vehicles are used (e.g., face-to-face, publications, etc.). Too often, vehicles to communicate are overlooked.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Do not allow poor communication due to too much reliance on one-way emails.
Incorporate mentorship at every level.

VPP

My organization has an emergency preparedness plan which is kept current, reviewed, and practiced at least annually.

Leadership should establish unit priorities (at all levels) and live by them.
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 training sessions to ensure quality.
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Establish, communicate (make visible), and enforce performance standards in your command.

D&D

Taxi program

Review the BUPERS Designated Driver page at <a href="https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx" TARGET="_blank">https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx</a>.

D&D

Airmen Against Drunk Drivers (AADD)

Review the BUPERS Designated Driver page at <a href="https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx" TARGET="_blank">https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx</a>.

D&D

My squadron's Drinking and Driving program

Review the BUPERS Designated Driver page at <a href="https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx" TARGET="_blank">https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx</a>.

D&D

Designated driver

Review the BUPERS Designated Driver page at <a href="https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx" TARGET="_blank">https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx</a>.

D&D

Peer pressure

Review the BUPERS Designated Driver page at <a href="https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx" TARGET="_blank">https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx</a>.

D&D

Don't want to sleep in the vehicle

Review the BUPERS Designated Driver page at <a href="https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx" TARGET="_blank">https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx</a>.

D&D

Don't want to spend money for a taxi

Review the BUPERS Designated Driver page at <a href="https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx" TARGET="_blank">https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx</a>.

D&D

Too difficult to call for a taxi

Review the BUPERS Designated Driver page at <a href="https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx" TARGET="_blank">https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx</a>.

D&D

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

Review the BUPERS Designated Driver page at <a href="https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx" TARGET="_blank">https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx</a>.

D&D

Don't want to bother a friend for a ride

Review the BUPERS Designated Driver page at <a href="https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx" TARGET="_blank">https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx</a>.

D&D

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

Review the BUPERS Designated Driver page at <a href="https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx" TARGET="_blank">https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx</a>.

Orig Driving Safety

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

Review the BUPERS Designated Driver page at <a href="https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx" TARGET="_blank">https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx</a>.

PMV

My supervisor provides me adequate information to identify and reduce risks associated with PMVs

Review the BUPERS Designated Driver page at <a href="https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx" TARGET="_blank">https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx</a>.

PMV

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

Review the BUPERS Designated Driver page at <a href="https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx" TARGET="_blank">https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx</a>.

PMV

Excessive alcohol consumption

Review the BUPERS Designated Driver page at <a href="https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx" TARGET="_blank">https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx</a>.

AF-SE OPS

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.

AF-SE OPS

My squadron 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.

AF-SE OPS

Individuals 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.

AF-SE OPS

Members of my squadron 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.

AF-SE OPS

Crew rest policies are enforced in my squadron.

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.

AF-SE OPS

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".
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).

AF-SE OPS

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

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.)

AF-SE OPS

My squadron has sufficient experienced personnel to operate safely.

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.
Assign, educate, and employ safety representatives in your unit.
Integrate the ORM process into planning and executing operations.
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.

AF-SE OPS

Leaders/Supervisors in my squadron set a good 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).
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.

AF-SE OPS

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

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.

AF-SE OPS

Leaders/Supervisors in my squadron 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.

AF-SE OPS

Leaders 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.

MEDv1

Leaders/Supervisors in my unit prohibit cutting corners to accomplish the 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.
--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.

MEDv1

Leaders/Supervisors in my organization care about my 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.

MEDv1

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

--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. --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.

MEDv2

Leaders/Supervisors in my unit prohibit cutting corners to accomplish the 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.
--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.

MEDv2

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

--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. --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.

MEDv2

Leaders/Supervisors in my organization care about my 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.

MED PT Safety (2017)

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

One example is the gift of a "Don't be chicken" award (a Chik-Fil-A gift card) for one who speaks up when an unsafe condition is recognized.
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.
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.

MED PT Safety (2017)

My organization 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.

MED PT Safety (2017)

Leaders/Supervisors in my unit prohibit cutting corners to accomplish the 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.

MED PT Safety (2017)

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.
Balance the delicate issues of operations/personnel tempo with mission accomplishment.
Educate your personnel to recognize fatigue "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.)

OSA 5

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

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.

MED PT Safety (2017)

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

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.
Assign, educate, and employ safety representatives in your unit.
Integrate the ORM process into planning and executing operations.
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.

OSA 5

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.).

MED PT Safety (2017)

At my MTF, patients and families, speak up about their care needs, preferences, and values.

AF Patient and Family Engagement Toolkit; NPSF Ask Me 3; and Joint Commission Speak Up Campaign.

MED PT Safety (2017)

My MTF used patient feedback to improve care in the past 12 months.

Trusted Care Patient and Family Partnership Council (PFPC) milSuite; AHRQ Guide to Patient and Family Engagement in Hospital Quality and Safety – Strategy 1 – Working With Patients and Families as Advisors

MED PT Safety (2017)

If a medical error occurred, my healthcare team has notified patients and families after it was discovered.

AF Healthcare Resolutions milSuite

MED PT Safety (2017)

At my MTF, patients (and/or family members) actively participate in making decisions about their care.

AHRQ Shared Decision Making Toolkit – SHARE

MED PT Safety (2017)

Nursing bedside shift reports promote patient safety.

AHRQ Guide to Patient and Family Engagement in Hospital Quality and Safety – Strategy 3 – Nurse Bedside Shift Report

MED PT Safety (2017)

Unlimited visiting hours for family members promote patient- and-family-centered care.

Institute for Patient- and Family-Centered Care Better Together: Partnering with Families Campaign

MED PT Safety (2017)

During the Continuous Process Improvement (CPI) project, leaders in my organization ask for data on processes before implementing solutions.

Continuous Process Improvement (CPI) management enable leaders to drive a culture of transformation where CPI is the essence of daily business. It challenges leaders to focus on processes at the point of service. During huddles and when rounding, leaders ask how the process is operating and expect real time data. Using humble inquiry, leaders query how the proposed solutions will improve performance.

MED PT Safety (2017)

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

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.
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.

MED PT Safety (2017)

Leaders/Supervisors in my organization care about my 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.

MED PT Safety (2017)

Individuals in my organization are comfortable approaching their supervisor about personal issues/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.
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.

MED PT Safety (2017)

I am empowered to improve my work processes.

Leaders are responsible for creating an environment where problems can be resolved at the point of occurrence and by the people doing/improving the work. CPI guiding principles are “Every Airman, Every Day, a Problem Solver” and “Focus on Frontline Operations and the People Who Do the Work”. This means leaders encourage airmen to map their processes, understand process performance using data, and improve their processes by eliminating waste. As a result, airmen feel supported to use process thinking to improve their work.

MED PT Safety (2017)

My leadership coaches our work team on how to improve processes.

Leaders are expected to spend significant part of their time observing the process, coaching MTF personnel, assuring CPI is being used through structured practices such as: Rounding to Influence, Huddling at Performance boards, Auditing work, providing real-time feedback. Leaders need to understand and practice the leader behaviors of coaching, caring, learning, appreciating, and contributing. Leaders are responsible for coaching their subordinates through desired change by helping them understand their processes, identify improvement opportunities, and supporting them to make the changes. This includes process mapping, data collection and implementing appropriate countermeasures. Conscious leaders use intuitive listening, humble and open inquiry, leading with questions and using open body language. Through these behaviors, leaders create a positive environment to reinforce trust for learning and growth.

SW OPS (2015)

My squadron adequately updates safety standards and 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.

SW OPS (2015)

My squadron closely monitors currency standards.

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

SW OPS (2015)

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

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.

SW OPS (2015)

My squadron recognizes individual safety acts through awards and incentives.

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.

SW OPS (2015)

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.

SW OPS (2015)

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.

SW OPS (2015)

Standards in my squadron 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.

SW OPS (2015)

Standards in my squadron 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.

SW OPS (2015)

My squadron makes effective use of the flight surgeon to help identify and manage high-risk personnel.

Be aware of improper perceptions by your personnel.
Beware of and monitor fatigue levels of your personnel.

SW OPS (2015)

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

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

SW OPS (2015)

Anyone intentionally violating official written guidance is swiftly corrected.

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

SW OPS (2015)

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

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

SW OPS (2015)

Official written guidance is incorporated into day-to-day safety 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.

SW OPS (2015)

My squadron 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.

SW OPS (2015)

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

Are ORM Worksheets in your unit being "gamed" by operators to keep go/no-go decisions at their level?
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.

SW OPS (2015)

My squadron's Crew Resource Management (CRM) program is helping to improve mission performance and safety.

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.
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.

SW OPS (2015)

Effective communication flow exists within my squadron.

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.

SW OPS (2015)

Effective communication flow exists between my squadron and external organizations.

Effective communication requires feedback. Ensure formal and informal feedback mechanisms are in place and used.
Be aware of improper perceptions by your personnel.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Do not allow poor communication due to too much reliance on one-way emails.
Ensure your unit has a safety culture that encourages reporting safety issues.

SW OPS (2015)

My squadron 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.

SW OPS (2015)

Our squadron 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.

SW OPS (2015)

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.

SW OPS (2015)

Individuals 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.

SW OPS (2015)

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

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.

SW OPS (2015)

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.
Balance the delicate issues of operations/personnel tempo with mission accomplishment.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Be aware of personnel growing up in an environment that encourages the "Good ol' Boy System" and discourages personal accountability and responsibility.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Establish, communicate (make visible), and enforce performance standards in your unit.
Leadership should establish unit priorities (at all levels) and live by them.
Set the bar extremely high. Personnel only reach as high as the unit stated goals.
AFCMRS surveys are risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.

SW OPS (2015)

Safety days are effective in my squadron.

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.

SW OPS (2015)

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.
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.

SW OPS (2015)

Members of my squadron 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.

SW OPS (2015)

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".
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).

SW OPS (2015)

I am provided adequate materiel resources to accomplish my job.

I am provided adequate resources (e.g., time, staffing, budget, and equipment) 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. Incorporate mentorship at every level.
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.
Be aware of the consequences of training with fewer resources.
Invest the time in training now. It'll cost you, but less than later.
Beware of mismanagement due to insufficient mid-level leadership.
Review the OPSTEMPO of your unit and its effect on safety and unit performance.
Make every effort to provide unit personnel with right tools for the job.

SW OPS (2015)

My squadron 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.

SW OPS (2015)

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

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.)

SW OPS (2015)

Squadron members' life style, behavior, and judgment allow them to obtain sufficient rest to perform their jobs.

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 unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Educate your personnel to recognize fatigue "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.).

SW OPS (2015)

My squadron has sufficient experienced personnel to operate safely.

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.
Assign, educate, and employ safety representatives in your unit.
Integrate the ORM process into planning and executing operations.
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.

SW OPS (2015)

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.
Establish, communicate (make visible), and enforce performance standards in your unit.
Leadership should establish unit priorities (at all levels) and live by them.

SW OPS (2015)

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

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.
Balance the delicate issues of operations/personnel tempo with mission accomplishment.
Leadership should establish unit priorities (at all levels) and live by them.
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.

SW OPS (2015)

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

SW OPS (2015)

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.

SW OPS (2015)

Leaders/Supervisors in my squadron set a good 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).
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.

SW OPS (2015)

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.
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.

SW OPS (2015)

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

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.

SW OPS (2015)

Leaders/Supervisors in my squadron 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.

SW OPS (2015)

Leaders/Supervisors in my squadron 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.

SW OPS (2015)

Leaders 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.

FFM

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

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.

SPC-ISR OPS (2016)

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.

SPC-ISR OPS (2016)

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.

SPC-ISR OPS (2016)

Anyone intentionally violating official written guidance is swiftly corrected.

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

SPC-ISR OPS (2016)

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

Are ORM Worksheets in your unit being "gamed" by operators to keep go/no-go decisions at their level?
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.
Ensure your headquarters has a vibrant indoctrination program and a welcome aboard program.
Ensure headquarters' members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Request ORM training from higher headquarters.

SPC-ISR OPS (2016)

My unit accurately assesses hazards associated with its operations.

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.
AFCMRS surveys are risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
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.) operators who think rules aren't necessary and discipline accordingly.
Be aware of mission creep to the right.
Assign, educate, and employ safety representatives in your unit.
Integrate the ORM process into planning and executing operations.
Leaders should implement ORM processes into their operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

SPC-ISR OPS (2016)

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.

SPC-ISR OPS (2016)

Individuals 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.

SPC-ISR OPS (2016)

Crew rest 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.

SPC-ISR OPS (2016)

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.

SPC-ISR OPS (2016)

The Unit Safety Representative position is desirable 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.

SPC-ISR OPS (2016)

I am provided adequate materiel resources to accomplish my job.

I am provided adequate resources (e.g., time, staffing, budget, and equipment) 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. Incorporate mentorship at every level.
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.
Be aware of the consequences of training with fewer resources.
Invest the time in training now. It'll cost you, but less than later.
Beware of mismanagement due to insufficient mid-level leadership.
Review the OPSTEMPO of your unit and its effect on safety and unit performance.
Make every effort to provide unit personnel with right tools for the job.

SPC-ISR OPS (2016)

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.

SPC-ISR OPS (2016)

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.

SPC-ISR OPS (2016)

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.

SPC-ISR OPS (2016)

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.

SPC-ISR SUP (2016)

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.

SPC-ISR SUP (2016)

Anyone intentionally violating official written guidance is swiftly corrected.

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

SPC-ISR SUP (2016)

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.

SPC-ISR SUP (2016)

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

Are ORM Worksheets in your unit being "gamed" by operators to keep go/no-go decisions at their level?
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.
Ensure your headquarters has a vibrant indoctrination program and a welcome aboard program.
Ensure headquarters' members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Request ORM training from higher headquarters.

SPC-ISR SUP (2016)

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.

SPC-ISR SUP (2016)

Violations of official written guidance are rare in my unit.

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

SPC-ISR SUP (2016)

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.

SPC-ISR SUP (2016)

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.

SPC-ISR SUP (2016)

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.

SPC-ISR SUP (2016)

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.

SPC-ISR SUP (2016)

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.

SPC-ISR SUP (2016)

I am provided adequate materiel resources to accomplish my job.

I am provided adequate resources (e.g., time, staffing, budget, and equipment) 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. Incorporate mentorship at every level.
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.
Be aware of the consequences of training with fewer resources.
Invest the time in training now. It'll cost you, but less than later.
Beware of mismanagement due to insufficient mid-level leadership.
Review the OPSTEMPO of your unit and its effect on safety and unit performance.
Make every effort to provide unit personnel with right tools for the job.

SPC-ISR SUP (2016)

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.

SPC-ISR SUP (2016)

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.

SPC-ISR SUP (2016)

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.

SPC-ISR SUP (2016)

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.

OSA 17

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

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.

OPS_Archive

My squadron adequately updates safety standards and 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.

OPS_Archive

My squadron closely monitors currency standards.

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

OPS_Archive

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

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.

OPS_Archive

My squadron recognizes individual safety acts through awards and incentives.

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.

OPS_Archive

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.

OPS_Archive

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.

OPS_Archive

Standards in my squadron 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.

OPS_Archive

Standards in my squadron 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.

OPS_Archive

My squadron makes effective use of the flight surgeon to help identify and manage high-risk personnel.

Be aware of improper perceptions by your personnel.
Beware of and monitor fatigue levels of your personnel.

OPS_Archive

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

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

OPS_Archive

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

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

OPS_Archive

Anyone intentionally violating official written guidance is swiftly corrected.

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

OPS_Archive

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

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

OPS_Archive

Official written guidance is incorporated into day-to-day safety 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.

OPS_Archive

My squadron accurately identifies and assesses hazards associated with its operations.

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.
AFCMRS surveys are risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
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.) operators who think rules aren't necessary and discipline accordingly.
Be aware of mission creep to the right.
Assign, educate, and employ safety representatives in your unit.
Integrate the ORM process into planning and executing operations.
Leaders should implement ORM processes into their operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

OPS_Archive

My squadron 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.

OPS_Archive

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

Are ORM Worksheets in your unit being "gamed" by operators to keep go/no-go decisions at their level?
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.

OPS_Archive

My squadron's Crew Resource Management (CRM) program is helping to improve mission performance and safety.

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.
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.

OPS_Archive

Effective communication flow exists within my squadron.

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.

OPS_Archive

Effective communication flow exists between my squadron and external organizations.

Effective communication requires feedback. Ensure formal and informal feedback mechanisms are in place and used.
Be aware of improper perceptions by your personnel.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Do not allow poor communication due to too much reliance on one-way emails.
Ensure your unit has a safety culture that encourages reporting safety issues.

OPS_Archive

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

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

OPS_Archive

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

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

OPS_Archive

My squadron 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.

OPS_Archive

Violations of official written guidance are rare in my squadron.

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

OPS_Archive

Our squadron 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.

OPS_Archive

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.

OPS_Archive

Individuals 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.

OPS_Archive

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

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.

OPS_Archive

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.
Balance the delicate issues of operations/personnel tempo with mission accomplishment.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Be aware of personnel growing up in an environment that encourages the "Good ol' Boy System" and discourages personal accountability and responsibility.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Establish, communicate (make visible), and enforce performance standards in your unit.
Leadership should establish unit priorities (at all levels) and live by them.
Set the bar extremely high. Personnel only reach as high as the unit stated goals.
AFCMRS surveys are risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.

OPS_Archive

Safety days are effective in my squadron.

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.

OPS_Archive

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.
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.

OPS_Archive

Members of my squadron 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.

OPS_Archive

Crew rest policies are enforced in my squadron.

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.

OPS_Archive

The Unit Safety Representative position is desirable in my squadron.

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.

OPS_Archive

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".
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).

OPS_Archive

I am provided adequate materiel resources to accomplish my job.

I am provided adequate resources (e.g., time, staffing, budget, and equipment) 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. Incorporate mentorship at every level.
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.
Be aware of the consequences of training with fewer resources.
Invest the time in training now. It'll cost you, but less than later.
Beware of mismanagement due to insufficient mid-level leadership.
Review the OPSTEMPO of your unit and its effect on safety and unit performance.
Make every effort to provide unit personnel with right tools for the job.

OPS_Archive

My squadron 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.

OPS_Archive

My squadron provides me with the right number of operational training hours per month to operate safely.

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

OPS_Archive

I have adequate time to prepare for and brief my operational missions.

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

OPS_Archive

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

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.)

OPS_Archive

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.
Establish, communicate (make visible), and enforce performance standards in your unit.
Leadership should establish unit priorities (at all levels) and live by them.

OPS_Archive

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

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.
Balance the delicate issues of operations/personnel tempo with mission accomplishment.
Leadership should establish unit priorities (at all levels) and live by them.
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.

OPS_Archive

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

OPS_Archive

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.

OPS_Archive

Leaders/Supervisors in my squadron set a good 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).
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.

OPS_Archive

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.
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.

OPS_Archive

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

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.

OPS_Archive

Leaders/Supervisors in my squadron 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.

OPS_Archive

The Safety Officer is effective at promoting safety in my squadron.

The Flight Safety Officer (FSO)/Missile/Space Safety Officer is effective at promoting safety in my squadron.
Develop a formal squadron safety training plan and is coordinated with the flights and/or sections.
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.
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 Safety Representatives are visible members of your unit.
Support your wing if an Organizational Safety Assessment (OSA) is solicited.

OPS_Archive

Leaders/Supervisors in my squadron 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.

OPS_Archive

Leaders 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.

MX_Archive

My squadron adequately updates safety standards and 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.

MX_Archive

My squadron closely monitors job qualifications for currency.

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.

MX_Archive

My squadron adequately trains maintainers 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.
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.
Take the time to mentor subordinate leaders on ORM processes.
Supervisors ensure subordinates are evaluated (PE) by QA in a timely manner.

MX_Archive

My squadron recognizes individual safety acts through awards and incentives.

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 supports the safety awards program.
Ensure your unit has a safety culture that encourages reporting safety issues.
Implement a QA outstanding performer award. It will improve maintainer interactions with QA, while providing appropriate recognition for quality workmanship.

MX_Archive

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

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.

MX_Archive

Standards in my squadron 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.
Beware of mismanagement due to insufficient mid-level leadership.
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.

MX_Archive

Standards in my squadron are enforced.

CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
The CC should enforce a "by the book" philosophy.
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.
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.

MX_Archive

Maintainers in my squadrons must possess the appropriate skills to earn qualifications.

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

MX_Archive

Anyone intentionally violating official written guidance is swiftly corrected.

The CC should enforce a "by the book" philosophy.
Offer a monthly "Retribution Free" discussion period for crews to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
CCs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Monitor aggressive personnel who think rules aren't necessary.
Monitor supervisors who think it's okay to cut corners.
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.

MX_Archive

Work performance when deployed is of the same quality as our work performance when at home base.

Use AFCMRS to identify weaknesses in personnel placement, and then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Balance the delicate issues of operations/personnel tempo with mission accomplishment.
Leaders should implement ORM processes into their operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Establish, communicate (make visible), and enforce performance standards in your unit.
Review the OPSTEMPO of your unit and its effect on safety and unit performance.
CCs closely monitor deployed personnel and maintenance, due to stressors added by TDY.
Ensure that the balance between mission accomplishment and members personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.

MX_Archive

Official written guidance is incorporated into day-to-day safety decisions in my squadron.

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

MX_Archive

My squadron accurately identifies and assesses hazards associated with its maintenance operations.

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.
Balance the delicate issues of operations/personnel tempo with mission accomplishment.
Be aware of mission creep to the right.
Assign, educate, and employ safety representatives in your unit.
AFCMRS surveys are risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Involve the officers and senior NCOs on appropriate issues.
Beware of and monitor fatigue levels of your personnel.
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.
Establish, communicate (make visible), and enforce performance standards in your unit.

MX_Archive

My squadron 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.

MX_Archive

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.

MX_Archive

Effective communication flow exists within my squadron.

CC sets aside a "dialogue period" with personnel and discusses pertinent issues, such as: training requirements, outside support, the latest rumors, etc.
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.
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.
AFCMRS surveys are risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Ensure your junior officers are leading at their level.
Be aware of improper perceptions by your personnel.
Ensure your unit has an effective "hazard reporting" program.
Ensure your unit has a safety culture that encourages reporting safety issues.
CCs conduct frequent Commanders Calls with personnel to discusses pertinent issues, such as: Mx concerns, training requirements, mission accomplishment, the latest rumors, etc.

MX_Archive

Effective communication flow exists between my squadron and external organizations.

Effective communication requires feedback. Ensure formal and informal feedback mechanisms are in place and used.
Be aware of improper perceptions by your personnel.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Do not allow poor communication due to too much reliance on one-way emails.
Ensure your unit has a safety culture that encourages reporting safety issues.

MX_Archive

My squadron effectively communicates pertinent information during shift changes.

Focus renewed attention on maintenance shift turnover.
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.
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.
Communication is key across all levels. Ensure it happens.
Involve the officers and senior NCOs on appropriate issues.
Integrate the ORM process into planning and executing operations.
Ensure your junior officers are leading at their level.

MX_Archive

Tool control is closely monitored.

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.
Involve the officers and senior NCOs on appropriate issues.
Beware of mismanagement due to insufficient mid-level leadership.
Be aware of improper perceptions by your personnel.
Establish, communicate (make visible), and enforce performance standards in your unit.

MX_Archive

Maintenance 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.

MX_Archive

Work in my squadron 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.

MX_Archive

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

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.

MX_Archive

My squadron 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.
Incorporate mentorship at every level.
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 supports the safety awards program.
Ensure your unit continuously scores well on QA evaluations.
Ensure your unit has a safety culture that encourages reporting safety issues.
Ensure your Unit Safety Representatives are visible members of your unit.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions.
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.

MX_Archive

Violations of official written guidance are rare in my squadron.

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.

MX_Archive

Our squadron 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.

MX_Archive

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.

MX_Archive

Squadron members are comfortable approaching supervisors about personal problems/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.
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.

MX_Archive

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

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.

MX_Archive

QA/QAE positions are desirable assignments in my squadron.

Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Be aware of improper perceptions by your personnel.
Ensure QA positions are filled by ONLY the finest highly qualified personnel.

MX_Archive

QA/QAE is well respected in my squadron.

Reinforce the power of Quality Assurance personnel.
Ensure your junior officers are leading at their level.
Set the bar extremely high. Personnel only reach as high as the unit stated goals.
Establish, communicate (make visible), and enforce performance standards in your unit.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your unit has a safety culture that encourages reporting safety issues.
AFCMRS surveys are risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Ensure your QA inspectors understand that they are present to help and train personnel and not to just write personnel up.
Implement a QA outstanding performer award. It will improve maintainer interactions with QA, while providing appropriate recognition for quality workmanship.

MX_Archive

Safety days are effective in my squadron.

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.

MX_Archive

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 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 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.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions.
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 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.
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.

MX_Archive

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 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.

MX_Archive

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

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.

MX_Archive

Unit Safety Representative positions are desirable positions in my squadron.

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.

MX_Archive

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".
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.
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.
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).

MX_Archive

I am provided adequate materiel resources to accomplish my job.

I am provided adequate resources (e.g., time, staffing, budget, and equipment) 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.

MX_Archive

My squadron has sufficient qualified manning 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 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.
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.

MX_Archive

The level of our squadron'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.).

MX_Archive

Day crew has sufficient staffing to meet workload demands 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.
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.
Assign, educate, and employ safety representatives in your unit.
Integrate the ORM process into planning and executing operations.
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.

MX_Archive

Night crew has sufficient staffing to meet workload demands 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.
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.
Assign, educate, and employ safety representatives in your unit.
Integrate the ORM process into planning and executing operations.
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.

MX_Archive

Required publications are current and used in my squadron.

The CC should enforce a "by the book" philosophy.
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 unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
CCs ensure your Mx troops have the right tools and equipment for the job.

MX_Archive

Required tools and equipment are serviceable and used in my squadron.

Required tools 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 Mx troops have the right tools and equipment for the job.
CCs ensure sufficient budget is available to replace worn tools and equipment.

MX_Archive

Parts are sufficiently available to meet maintenance demands.

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.
CCs ensure your Mx troops have the right tools and equipment for the job.
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 unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making

MX_Archive

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 members personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Establish, communicate (make visible), and enforce performance standards in your unit.
Leadership should establish unit priorities (at all levels) and live by them.

MX_Archive

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

Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Ensure that the balance between mission accomplishment and members personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
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.
Leadership should establish unit priorities (at all levels) and live by them.

MX_Archive

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

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 flight crew and maintainers to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Develop a formal 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.

MX_Archive

Leaders/Supervisors in my squadron 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.

MX_Archive

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.

MX_Archive

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

Leaders/Supervisors in my squadron set a good 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).
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.

MX_Archive

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 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 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.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions.
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 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.

MX_Archive

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

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.

MX_Archive

Leaders/Supervisors in my squadron 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 members personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.

MX_Archive

The squadron Safety Office is effective in promoting safety in my squadron.

Develop a formal squadron safety training plan and is coordinated with the flights and/or sections.
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.
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.
Ensure your Unit Safety Representatives are visible members of your unit.
Support your wing if an Organizational Safety Assessment (OSA) is solicited.

MX_Archive

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

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

MX_Archive

Leaders 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.

MX_Archive

Operations Control Centers (e.g., MOC, Vehicle dispatch, MUNS control, Security Control, etc.) are effective in managing work actions for my squadron.

Ensure your junior officers are leading at their level.
Ensure the chain of command is engaged.
Effective communication requires feedback. Ensure formal and informal feedback mechanisms are in place and used.
Involve the officers and senior NCOs on appropriate issues.
Integrate the ORM process into planning and executing operations.

MX_Archive

Work center supervisors coordinate their actions in my squadron.

Develop a formal squadron safety training plan and is coordinated with the flights and/or sections.
Ensure your junior officers are leading at their level.
Ensure the chain of command is engaged.
Effective communication requires feedback. Ensure formal and informal feedback mechanisms are in place and used.
Involve the officers and senior NCOs on appropriate issues.
Integrate the ORM process into planning and executing operations.

SUP_Archive

My squadron adequately updates safety standards and 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.

SUP_Archive

My squadron 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.
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.

SUP_Archive

My squadron 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 supports the safety awards program.
Ensure your unit has a safety culture that encourages reporting safety issues.

SUP_Archive

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

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.

SUP_Archive

Standards in my squadron 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.

SUP_Archive

Standards in my squadron are enforced.

CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
The CC should enforce a "by the book" philosophy.
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.
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.

SUP_Archive

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

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.

SUP_Archive

Anyone intentionally violating official written guidance is swiftly corrected.

The CC should enforce a "by the book" philosophy.
Offer a monthly "Retribution Free" discussion period for crews to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
CCs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Monitor aggressive personnel who think rules aren't necessary.
Monitor supervisors who think it's okay to cut corners.
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.

SUP_Archive

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.

SUP_Archive

Official written guidance is incorporated into day-to-day safety 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.

SUP_Archive

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.

SUP_Archive

Effective communication flow exists within my squadron.

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.
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.
Ensure your unit has an effective "hazard reporting" program.
Ensure your unit has a safety culture that encourages reporting safety issues.
CCs conduct frequent Commanders Calls with personnel to discusses pertinent issues, such as: concerns, training requirements, mission accomplishment, the latest rumors, etc.

SUP_Archive

Effective communication flow exists between my squadron and external organizations.

Effective communication requires feedback. Ensure formal and informal feedback mechanisms are in place and used.
Be aware of improper perceptions by your personnel.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Do not allow poor communication due to too much reliance on one-way emails.
Ensure your unit has a safety culture that encourages reporting safety issues.

SUP_Archive

My squadron effectively communicates pertinent information during shift changes.

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.
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.
Communication is key across all levels. Ensure it happens.
Involve the officers and senior NCOs on appropriate issues.
Integrate the ORM process into planning and executing operations.
Ensure your junior officers are leading at their level.

SUP_Archive

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

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.

SUP_Archive

My squadron 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.
Incorporate mentorship at every level.
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 supports the safety awards program.
Ensure your unit has a safety culture that encourages reporting safety issues.
Ensure your Unit Safety Representatives are visible members of your unit.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions.
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.

SUP_Archive

Violations of written official guidance are rare in my squadron.

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.

SUP_Archive

Our squadron 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.

SUP_Archive

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.

SUP_Archive

Squadron 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.

SUP_Archive

Individuals in my squadron feel free to report safety violations, unsafe behaviors, or hazardous conditions.

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.

SUP_Archive

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 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.

SUP_Archive

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

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.

SUP_Archive

Squadron members' life style, behavior, and judgment allow them to obtain sufficient rest to perform their jobs.

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.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Educate your personnel to recognize fatigue "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.).

SUP_Archive

Unit Safety Representatives are effective in promoting safety in my squadron.

Develop a formal squadron safety training plan and is coordinated with the flights and/or sections.
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.
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.
Ensure your Unit Safety Representatives are visible members of your unit.
Support your wing if an Organizational Safety Assessment (OSA) is solicited.

SUP_Archive

Unit Safety Representative positions are desirable positions in my squadron.

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.

SUP_Archive

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".
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.
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).

SUP_Archive

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.

SUP_Archive

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.
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 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.
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.

SUP_Archive

Required guidance is available in my squadron.

The CC should enforce a "by the book" philosophy.
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 unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

SUP_Archive

My squadron provides adequate IT (information technology) equipment for me to effectively 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.

SUP_Archive

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

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 members personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Establish, communicate (make visible), and enforce performance standards in your unit.
Leadership should establish unit priorities (at all levels) and live by them.

SUP_Archive

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.).

SUP_Archive

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

Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Ensure that the balance between mission accomplishment and members personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
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.
Leadership should establish unit priorities (at all levels) and live by them.

SUP_Archive

Work in my squadron 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.

SUP_Archive

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.

SUP_Archive

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

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

SUP_Archive

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 officers and SNCOs understand 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.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions.
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.

SUP_Archive

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

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.

SUP_Archive

Leaders/Supervisors in my squadron 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 members personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.

SUP_Archive

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.

HHQ_Archive

Our headquarters adequately trains my directorate/division's personnel to safely conduct their jobs.

Implement a formal training plan.
Develop a formal safety training plan that covers the next year.
Incorporate mentorship at every level.
Monitor turnover in personnel.
Be aware of the consequences of training with fewer resources.
Invest the time (in training) now. It'll cost you, but less than later.
Assign, educate, and employ ORM instructors in your organization.
Take the time to mentor subordinate leaders on ORM processes.

HHQ_Archive

Individual safety acts are recognized through awards and incentives.

Recognize a Safety–Pro of the Month with a parking spot as a reward.
Ensure your organization has an effective safety awards program.
Implement a headquarters' policy letter that encourages the reporting of safety issues.
Ensure your headquarters has a safety climate that encourages reporting safety issues.

HHQ_Archive

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

Be aware of improper perceptions by your personnel.
Involve the officers and senior NCOs on appropriate issues.
Monitor turnover in personnel.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Integrate the ORM process into planning and executing operations.
Ensure headquarters' members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Routinely encourage your subordinate leaders to work with your Safety Representatives.
Ensure your headquarters has a safety climate that encourages reporting safety issues.

HHQ_Archive

Standards in my directorate/division are clearly defined.

Set the bar extremely high. Personnel only reach as high as the command's stated goals.
CCs/Supervisors at all levels must periodically reinforce emphasis on procedures.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Establish, communicate (make visible), and enforce performance standards in your command.

HHQ_Archive

Standards in my directorate/division are enforced.

Check to see if your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Monitor aggressive personnel who think rules aren't necessary.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Establish, communicate (make visible), and enforce performance standards in your command.

HHQ_Archive

Individuals must possess the appropriate experience and skills to earn qualifications.

Establish, communicate (make visible), and enforce performance standards in your organization.
Leadership should establish organizational priorities (at all levels) and live by them.
Set the bar extremely high. Personnel only reach as high as the organization's stated goals.
Show me an organization with a strong Sponsor Program, and I'll show you an organization 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.

HHQ_Archive

Anyone intentionally violating official written guidance is swiftly corrected.

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.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.

HHQ_Archive

Individuals, from top down, incorporate Risk Management (RM) into daily activities.

AFCMRS surveys are risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Ensure your headquarters has a vibrant indoctrination program and a welcome aboard program.
Integrate the ORM process into planning and executing operations.
Leaders should implement ORM processes into their operations.
Ensure headquarters' members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Request ORM training from higher headquarters.

HHQ_Archive

Effective communication flow exists within my headquarters.

CC sets aside a "dialogue period" with personnel and discusses pertinent issues, such as: training requirements, the latest rumors, etc.
More frequent Commander's 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 . . . ensure the boxes are well placed, forms are accessible, boxes are regularly checked, CC initials each input, specific members comment as CC sees appropriate, CC briefs results at NEXT formation and they are posted for all to read.
CC concludes formations by asking personnel if anyone has heard any rumors, vice the more standard, "Does anyone have any questions for me?" . . . . Gets better results.
Communication is key across all pay grades. Ensure it happens.
Ensure all 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.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Do not allow poor communication due to too much reliance on one-way emails.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Provide a "state of the organization" address. It will help you find out where you are and communicate it to your subordinates.
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.
Discuss survey results and interventions with personnel to develop optimal solutions and increase survey process "buy in".

HHQ_Archive

Effective communication flow exists with external organizations.

No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Do not allow poor communication due to too much reliance on one-way emails.
Ensure your organization solicits and values honest feedback.

HHQ_Archive

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

Develop a formal safety training plan that covers the next year.
Ensure your unit Safety Representatives are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Representatives.

HHQ_Archive

My directorate/division provides adequate oversight of similar directorate/divisions in subordinate commands.

Establish, communicate (make visible), and enforce performance standards in your command.
Leadership should establish organizational priorities (at all levels) and live by them.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Involve the officers and senior NCOs on appropriate issues.
Communication is key across all pay grades. Ensure it happens.
Do not allow poor communication due to too much reliance on one-way emails.

HHQ_Archive

My directorate/division provides adequate assistance to similar directorate/divisions in subordinate commands.

Establish, communicate (make visible), and enforce performance standards in your command.
Leadership should establish organizational priorities (at all levels) and live by them.
Involve the officers and senior NCOs on appropriate issues.
Communication is key across all pay grades. Ensure it happens.
Do not allow poor communication due to too much reliance on one-way emails.

HHQ_Archive

Our headquarters has a reputation for high-quality performance.

Establish, communicate (make visible), and enforce performance standards in your command.
Leadership should establish organizational priorities (at all levels) and live by them.
Set the bar extremely high. Personnel only reach as high as the command's stated goals.
Show me an organization with a strong Sponsor Program, and I'll show you an organization that is "Operationally Excellent".
Incorporate mentorship at every level.
CCs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.

HHQ_Archive

Violations of procedures and regulations are rare in my headquarters.

Establish, communicate (make visible), and enforce performance standards in your command.
CCs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Ensure your junior officers are leading at their level.
Monitor supervisors who think it's okay to cut corners.
Ensure your organization has a safety climate that encourages reporting safety issues.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Offer a monthly "Retribution Free" discussion period for personnel to allow discussions with leadership and peers about situations where they feel pressure to cut corners, or discuss anything else on their minds.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.

HHQ_Archive

Our headquarters 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 headquarters' policy letter that encourages the reporting of safety issues.
Ensure your organization has an effective "hazard reporting" program.
Ensure your organization has a safety culture that encourages reporting safety issues.
Ensure your organization 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.

HHQ_Archive

Training is rarely postponed/cancelled.

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.
Incorporate mentorship at every level.
Invest the time (in training) now. It'll cost you, but less than later.
Integrate the ORM process into planning and executing operations.

HHQ_Archive

Individuals are comfortable approaching supervisors about personal problems/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.
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.

HHQ_Archive

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

Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Be aware of improper perceptions by your personnel.
Ensure your unit Safety Representatives are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Representatives.
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.
AFCMRS surveys are risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Ensure your organization has an effective safety awards program.
Ensure your headquarters has a safety climate that encourages reporting safety issues.

HHQ_Archive

The Safety directorate/division is well respected.

Develop a formal safety training plan that covers the next year.
Be aware of improper perceptions by your personnel.
Involve the officers and senior NCOs on appropriate issues.
Move the Safety office next to the CC's office to place emphasis on the unit's safety program and emphasize the relationship between the CC and the Safety Representatives.
Routinely encourage your subordinate leaders to work with your Safety Representatives.
Ensure your headquarters has a safety climate that encourages reporting safety issues.
Ensure your unit Safety Representatives are visible members of your command.

HHQ_Archive

Our safety days are effective.

Involve the officers and senior NCOs on appropriate issues.
Develop a formal safety training plan that covers the next year.
Invest the time (in training) now. It'll cost you, but less than later.

HHQ_Archive

Individuals are encouraged to comply with standards when accomplishing their job/mission.

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.
Monitor supervisors who think it's okay to cut corners.
CCs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Beware of and monitor fatigue levels of your personnel.
Monitor and be aware of perceived mission creep.
Leaders should implement ORM processes into their operations.
Establish, communicate (make visible), and enforce performance standards in your command.
Involve the officers and senior NCOs on appropriate issues.

HHQ_Archive

Members of my directorate/division work effectively as a team.

Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
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.

HHQ_Archive

My directorate/division has a good working relationship with other directorate/divisions in my headquarters.

Establish, communicate (make visible), and enforce performance standards in your command.
Leadership should establish organizational priorities (at all levels) and live by them.
Involve the officers and senior NCOs on appropriate issues.
Communication is key across all pay grades. Ensure it happens.
Do not allow poor communication due to too much reliance on one-way emails.
Be aware of improper perceptions by your personnel.

HHQ_Archive

My directorate/division has a good working relationship with similar directorate/divisions in subordinate organizations.

Establish, communicate (make visible), and enforce performance standards in your command.
Leadership should establish organizational priorities (at all levels) and live by them.
Involve the officers and senior NCOs on appropriate issues.
Communication is key across all pay grades. Ensure it happens.
Do not allow poor communication due to too much reliance on one-way emails.
Be aware of improper perceptions by your personnel.

HHQ_Archive

Morale in my directorate/division is high.

CCs who prioritize the betterment of their command over the betterment of their careers have the most "operationally excellent" organizations.
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, & MBWA.
"Operationally Excellent" organizations have a mission statement that is clearly understood by all members of the command.
Show me an organization with a strong Sponsor Program, and I'll show you an organization that is "Operationally Excellent".
Incorporate mentorship at every level.
CC sets aside a "dialogue period" with personnel and discusses pertinent issues, such as: training requirements, the latest rumors, etc.
More frequent Commander's Calls to ensure the CC is personally getting the word to the troops.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your organization's “health" (e.g., morale and motivation).

HHQ_Archive

I am provided adequate materiel resources to accomplish my job.

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 ops/pers tempo with mission accomplishment.
Be aware of collateral mission creep.
Monitor turnover in personnel.
Be aware of the consequences of training with fewer resources.
Beware of and monitor fatigue levels of your personnel.
Ensure headquarters' members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the OPTEMPO of your organization and its effect on safety and unit performance.
Leadership should establish organizational priorities (at all levels) and live by them.

HHQ_Archive

My directorate/division 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 ops/pers tempo with mission accomplishment.
Be aware of collateral mission creep.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Be aware of the consequences of training with fewer resources.
Beware of and monitor fatigue levels of your personnel.
Ensure headquarters' members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the OPTEMPO of your organization and its effect on safety and unit performance.
Leadership should establish organizational priorities (at all levels) and live by them.

HHQ_Archive

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

Beware of and monitor fatigue levels of your personnel.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Review the OPTEMPO of your organization and its effect on safety and unit performance.
Leadership should establish organizational priorities (at all levels) and live by them.

HHQ_Archive

Our directorate/division has sufficient experienced personnel to operate safely.

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.
Be aware of collateral mission creep.
Monitor turnover in personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish organizational priorities (at all levels) and live by them.
Leaders should implement ORM processes into their operations.
Ensure headquarters' members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the OPTEMPO of your organization and its effect on safety and unit performance.

HHQ_Archive

Required publications are current and used.

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.

HHQ_Archive

Required tools/equipment are serviceable and used.

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.

HHQ_Archive

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

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.
Be aware of collateral mission creep.
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 ops/pers tempo with mission accomplishment.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Establish, communicate (make visible), and enforce performance standards in your command.
Leadership should establish organizational priorities (at all levels) and live by them.

HHQ_Archive

TDY deployment rates for the last year have NOT created safety problems 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.
Involve the officers and senior NCOs on appropriate issues.
Monitor turnover in personnel.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Integrate the ORM process into planning and executing operations.
Ensure headquarters' members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Routinely encourage your subordinate leaders to work with your Safety Representatives.

HHQ_Archive

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

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"?
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.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
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.
Check to see if your junior officers are leading at their level.
Incorporate mentorship at every level.
Ensure your organization has an effective "anonymous" program.
Ensure your organization has an effective safety awards program.
Organization routinely conducts safety meetings (in accordance with applicable directives) to review SOPs and operating procedures.

HHQ_Archive

My unit does NOT sacrifice safety just to get the job done.

Leadership should establish organizational priorities (at all levels) and live by them.
Review the OPTEMPO of your organization and its effect on safety and unit performance.
Monitor and be aware of perceived mission creep.
Establish, communicate (make visible), and enforce performance standards in your command.
Monitor supervisors who think it's okay to cut corners.
Involve the officers and senior NCOs on appropriate issues.
Beware of and monitor fatigue levels of your personnel.
Integrate the ORM process into planning and executing operations.

HHQ_Archive

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

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

HHQ_Archive

Leaders/Supervisors set a good example for following standards.

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.

HHQ_Archive

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 this organization. The CC ensures department heads and senior supervisory personnel understand that this is the only acceptable policy.
CCs/Supervisors at all levels must periodically reinforce emphasis on procedures.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Check to see if your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Monitor supervisors who think it's okay to cut corners.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Review the OPTEMPO of your organization and its effect on safety and unit performance.

HHQ_Archive

Leaders/Supervisors react well to unexpected changes.

Communication is key across all pay grades. Ensure it happens.
Review the OPTEMPO of your organization and its effect on safety and unit performance.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Leadership should establish organizational priorities (at all levels) and live by them.
Be aware of seniors that are not malleable to change (for that matter, be aware of juniors, too).
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.
AFCMRS surveys are risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Ensure your headquarters has a safety climate that encourages reporting safety issues.

HHQ_Archive

Leaders/Supervisors care for members' quality of life.

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.
Be aware of improper perceptions by your personnel.
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your organization's “health" (e.g., morale and motivation).
Ensure your junior officers are leading at their level.
Involve the officers and 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.

HHQ_Archive

Leaders/Supervisors trust subordinates to handle 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.

HHQ_Archive

Safety personnel are effective at promoting safety.

Routinely encourage your subordinate leaders to work with your Safety Representatives.
Ensure your unit Safety Representatives are visible members of your command.
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 your headquarters has a safety climate that encourages reporting safety issues.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
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.

Orig. D&D

My command's Drinking and Driving Program is effective at reducing DUI (Driving Under the Influence) incidents.

Review the BUPERS Designated Driver page at <a href="https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx" TARGET="_blank">https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx</a>.

Orig. D&D

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

Review the BUPERS Designated Driver page at <a href="https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx" TARGET="_blank">https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx</a>.

Orig. D&D

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

Review the BUPERS Designated Driver page at <a href="https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx" TARGET="_blank">https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx</a>.

Orig. D&D

If I go to an event where I will consume alcohol, I use a designated, non-drinking driver.

Review the BUPERS Designated Driver page at <a href="https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx" TARGET="_blank">https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx</a>.

Orig. D&D

I am comfortable calling a friend for a ride if I thought that I had too much alcohol to drink.

Review the BUPERS Designated Driver page at <a href="https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx" TARGET="_blank">https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx</a>.

Orig. D&D

In the past six months, I have driven a vehicle while under the influence of alcohol.

Review the BUPERS Designated Driver page at <a href="https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx" TARGET="_blank">https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx</a>.

Orig. D&D

Reward-based programs

Review the BUPERS Designated Driver page at <a href="https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx" TARGET="_blank">https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx</a>.

Orig. D&D

Taxi program

Review the BUPERS Designated Driver page at <a href="https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx" TARGET="_blank">https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx</a>.

Orig. D&D

Mentoring program

Review the BUPERS Designated Driver page at <a href="https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx" TARGET="_blank">https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx</a>.

Orig. D&D

Airmen Against Drunk Drivers (AADD)

Review the BUPERS Designated Driver page at <a href="https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx" TARGET="_blank">https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx</a>.

Orig. D&D

Supervisors

Review the BUPERS Designated Driver page at <a href="https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx" TARGET="_blank">https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx</a>.

Orig. D&D

Peer pressure

Review the BUPERS Designated Driver page at <a href="https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx" TARGET="_blank">https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx</a>.

Orig. D&D

Don't want to sleep in the vehicle

Review the BUPERS Designated Driver page at <a href="https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx" TARGET="_blank">https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx</a>.

Orig. D&D

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

Review the BUPERS Designated Driver page at <a href="https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx" TARGET="_blank">https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx</a>.

Orig. D&D

Don't want to spend money for a taxi

Review the BUPERS Designated Driver page at <a href="https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx" TARGET="_blank">https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx</a>.

Orig. D&D

Too hard to call for a taxi

Review the BUPERS Designated Driver page at <a href="https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx" TARGET="_blank">https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx</a>.

Orig. D&D

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

Review the BUPERS Designated Driver page at <a href="https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx" TARGET="_blank">https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx</a>.

Orig. D&D

Don't want to bother a friend for a ride

Review the BUPERS Designated Driver page at <a href="https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx" TARGET="_blank">https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx</a>.

Orig. D&D

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

Review the BUPERS Designated Driver page at <a href="https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx" TARGET="_blank">https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx</a>.

Orig. D&D

You consumed food or coffee to offset the effects of alcohol

Review the BUPERS Designated Driver page at <a href="https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx" TARGET="_blank">https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx</a>.

Orig. D&D

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

Review the BUPERS Designated Driver page at <a href="https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx" TARGET="_blank">https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx</a>.

Orig. PMV

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

Review the BUPERS Designated Driver page at <a href="https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx" TARGET="_blank">https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx</a>.

Orig. PMV

My squadron's safety program assists me in identifying and reducing risks associated with PMVs.

Review the BUPERS Designated Driver page at <a href="https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx" TARGET="_blank">https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx</a>.

Orig. PMV

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

Review the BUPERS Designated Driver page at <a href="https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx" TARGET="_blank">https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx</a>.

Orig. PMV

I think about how my driving impacts other motorists.

Review the BUPERS Designated Driver page at <a href="https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx" TARGET="_blank">https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx</a>.

Orig. PMV

Excessive alcohol consumption

Review the BUPERS Designated Driver page at <a href="https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx" TARGET="_blank">https://www.public.navy.mil/bupers-npc/support/21st_Century_Sailor/NAAP/campaign_events/drinkresponsibly/Pages/DesignatedDriver.aspx</a>.

NucMsn OPS_Archive

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_Archive

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_Archive

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_Archive

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_Archive

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_Archive

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_Archive

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_Archive

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_Archive

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_Archive

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_Archive

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_Archive

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_Archive

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_Archive

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_Archive

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_Archive

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_Archive

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_Archive

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_Archive

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

Ensure your organization has an effective awards program.

NucMsn OPS_Archive

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_Archive

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_Archive

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_Archive

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_Archive

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_Archive

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_Archive

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_Archive

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_Archive

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_Archive

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_Archive

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_Archive

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_Archive

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_Archive

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_Archive

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_Archive

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_Archive

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_Archive

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_Archive

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_Archive

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_Archive

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_Archive

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_Archive

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_Archive

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_Archive

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_Archive

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_Archive

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_Archive

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_Archive

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_Archive

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_Archive

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_Archive

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_Archive

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_Archive

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_Archive

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_Archive

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_Archive

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_Archive

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_Archive

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_Archive

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_Archive

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_Archive

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.

NucMsn MX_Archive

In my squadron, nuclear security is a key part of all operations.

Establish, communicate (make visible), and enforce performance standards in your unit.
Leadership should establish unit priorities (at all levels) and live by them.
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.
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.
The Aircraft Maintenance Officer or flight commander holds a daily "maintenance management meeting" for all maintenance leaders to ensure the word is getting out and major issues are discussed.
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.
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.

NucMsn MX_Archive

My squadron closely monitors PRP qualifications.

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 MX_Archive

Personnel in my squadron must possess the appropriate work experience and skills to receive qualifications.

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 MX_Archive

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 MX_Archive

Maintenance 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.
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 MX_Archive

My training records are well maintained and accurate 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 MX_Archive

I am adequately trained to competently conduct my job.

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 MX_Archive

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.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

NucMsn MX_Archive

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 MX_Archive

PRP-certified individuals notify their certifying officials and competent medical authority when 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 MX_Archive

In my squadron, required tools and equipment are available and serviceable.

CCs ensure your Mx troops have the right tools and equipment for the job.
CCs ensure sufficient budget is available to replace worn tools and equipment.
Involve the officers and senior NCOs on appropriate issues.

NucMsn MX_Archive

Tool control is closely monitored in my squadron.

Establish, communicate (make visible), and enforce performance standards in your command.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Check to see if your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Be aware of improper perceptions by your personnel.

NucMsn MX_Archive

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 MX_Archive

QA/QAE 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 MX_Archive

QA/QAE standards in my squadron are enforced.

CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
The CC should enforce a "by the book" philosophy.
Establish, communicate (make visible), and enforce performance standards in your unit.
Set the bar extremely high. Personnel only reach as high as the unit stated goals.
Officers/Senior NCO leadership personally monitors 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.

NucMsn MX_Archive

Our work performance when deployed is of the same quality as our work performance when at home base.

Balance the delicate issues of operations/personnel tempo with mission accomplishment.
CCs closely monitor deployed personnel and maintenance, due to stressors added by TDY.
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 MX_Archive

My squadron adequately recognizes me or my subordinates for doing the correct procedures and maintenance activities.

Recognize a "Pro of the Month" with a parking spot as a reward.
Ensure your unit has an effective awards program.
Implement a QA outstanding performer award. It will improve maintainer interactions with QA, while providing appropriate recognition for quality workmanship.

NucMsn MX_Archive

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

Ensure your organization has an effective awards program.

NucMsn MX_Archive

In my squadron, official written 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.
Ensure your unit is operating on either ATOMS or JCALS but not both.
If your unit is using IETMS, ensure it is updated with the most current software

NucMsn MX_Archive

Official written guidance (AFIs, AFMANs, T.O.s, etc.) and understanding of nuclear surety procedures direct 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 MX_Archive

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 MX_Archive

My squadron effectively communicates pertinent information during shift changes.

Focus renewed attention on maintenance shift turnover.
Be aware of improper perceptions by your personnel.
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.
Communication is key across all levels. Ensure it happens.
Involve the officers and senior NCOs on appropriate issues.
Integrate the ORM process into planning and executing operations.
Ensure your junior officers are leading at their level.

NucMsn MX_Archive

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 MX_Archive

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 MX_Archive

Our squadron environment promotes practices 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 MX_Archive

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 MX_Archive

Peer influence discourages violations of official written guidance 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 MX_Archive

Violations of official written guidance is rare in my squadron.

The CC should enforce a "by the book" philosophy.
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 MX_Archive

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 MX_Archive

Duty shifts and rest period 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 MX_Archive

Individuals in my squadron feel free to report PRP 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 MX_Archive

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 MX_Archive

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 MX_Archive

Unit PRP monitor positions are sought after in my squadron.

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

NucMsn MX_Archive

QA/QAE is a well-respected element of my squadron.

Ensure your QA inspectors understand that they are present to help and train personnel and not to just write personnel up.
Reinforce the power of QA/QAE 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.
Implement a QA outstanding performer award. It will improve maintainer interactions with QA, while providing appropriate recognition for quality workmanship.

NucMsn MX_Archive

QA/QAE positions are sought after in my squadron.

Reinforce the power of QA/QAE personnel.
Set the bar extremely high. Personnel only reach as high as the unit stated goals.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Be aware of improper perceptions by your personnel.
Ensure QA positions are filled by ONLY the finest highly qualified personnel.
Involve the officers and senior NCOs on appropriate issues.

NucMsn MX_Archive

My squadron has a reputation for high-quality performance.

Establish, communicate (make visible), and enforce performance standards in your command.
Leadership should establish unit priorities (at all levels) and live by them.
CCs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
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.
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Incorporate mentorship at every level.
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.
Ensure your unit continuously scores well on QA evaluations.

NucMsn MX_Archive

Squadron members are committed to the nuclear mission.

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.
Leadership should establish unit priorities (at all levels) and live by them.
Ensure your unit solicits and values honest feedback.
Operationally productive squadrons have a mission statement that is clearly understood by all members of the unit.
CCs conduct frequent Commanders Calls with personnel to discuss pertinent issues, such as: concerns, training requirements, mission accomplishment, the latest rumors, etc.
Show me a squadron with a strong sponsor program, and I'll show you a squadron that is "Operationally Excellent".
CCs ensure and monitor a strong unit sponsor program.
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 MX_Archive

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 MX_Archive

I am provided adequate materiel resources to accomplish my job.

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.
Officers/Senior NCO leadership personally monitors formal and upgrade training to ensure quality.
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 MX_Archive

Day/Night crew has sufficient qualified staffing to meet workload demands 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.
Be aware of mission creep to the right.
Monitor turnover in personnel.
Beware of and monitor fatigue levels of your personnel.
Leaders should implement ORM processes into their operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the OPSTEMPO of your unit and its effect on safety and unit performance.
Ensure that the balance between mission accomplishment and members personal life does not result in overworked and over-stressed personnel.

NucMsn MX_Archive

My squadron has adequate 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 MX_Archive

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 MX_Archive

Nuclear surety training is rarely postponed/cancelled due to support of non-nuclear 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 MX_Archive

Multiple job assignments and additional duties are distributed in a manner which allows unit members to perform their primary jobs.

Consolidate additional duties and waiver them, if able.
Use Air Force Manpower Standards (AFMS), as applicable, to ensure and validate optimum distribution, qualification and number of personnel required to do the mission. Request MAJCOM assistance as needed.
Use AFCMRS to identify weaknesses in personnel placement, and then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Balance the delicate issues of operations/personnel tempo with mission accomplishment.
Be aware of mission creep to the right.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish unit priorities (at all levels) and live by them.

NucMsn MX_Archive

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 MX_Archive

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 MX_Archive

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 MX_Archive

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 MX_Archive

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

Leadership should establish unit priorities (at all levels) and live by them.
Involve the officers and senior NCOs on appropriate issues.
Officers/Senior NCO leadership personally monitors formal and upgrade training to ensure quality.
Integrate the ORM process into planning and executing operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

NucMsn MX_Archive

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 MX_Archive

Supervisors/QA routinely monitor maintenance activities in my squadron.

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"?
Establish, communicate (make visible), and enforce performance standards in your command.
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.
Check to see if your junior officers are leading at their level.
Be aware of improper perceptions by your personnel.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Integrate the ORM process into planning and executing operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

NucMsn MX_Archive

Work center supervisors coordinate their actions in my squadron.

Communication is key across all pay grades. Ensure it happens.
Effective communication requires feedback. Ensure formal and informal feedback mechanisms are in place and used.
Involve the officers and senior NCOs on appropriate issues.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Ensure your junior officers are leading at their level.
Ensure the chain of command is engaged.
Integrate the ORM process into planning and executing operations.

NucMsn MX_Archive

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 MX_Archive

Leaders/Supervisors in my squadron care for both 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 MX_Archive

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 MX_Archive

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 MX_Archive

Leaders/Supervisors in my squadron set the example for compliance with policy, 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 MX_Archive

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 MX_Archive

Supervisors encourage members in my squadron to always complete work actions before signing off.

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.
Establish, communicate (make visible), and enforce performance standards in your unit.
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Reinforce the power of Quality Assurance personnel.
Address (via mentorship, feedback, etc.) supervisors who unnecessarily push maintenance troops to hurry up and/or discipline accordingly.
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.
Ensure that the balance between mission accomplishment and members' personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.

NucMsn MX_Archive

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 SUP_Archive

In my squadron, nuclear security is a key part of all operations.

Establish, communicate (make visible), and enforce performance standards in your unit.
Leadership should establish unit priorities (at all levels) and live by them.
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.
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.
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.
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.

NucMsn SUP_Archive

My squadron closely monitors PRAP qualifications.

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 SUP_Archive

Personnel in my squadron must possess the appropriate work experience and 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.

NucMsn SUP_Archive

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 SUP_Archive

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 SUP_Archive

My squadron targets training deficiencies.

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.

NucMsn SUP_Archive

I am adequately trained to competently conduct my job.

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 SUP_Archive

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.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

NucMsn SUP_Archive

PRAP-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 SUP_Archive

PRAP-certified individuals notify their certifying officials and a competent medical authority when they receive medical care anywhere other than at their assigned Military Treatment Facility.

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 SUP_Archive

In my squadron, required computers, tools, and equipment are serviceable.

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.
Involve the officers and senior NCOs on appropriate issues.

NucMsn SUP_Archive

My squadron makes effective use of the Competent Medical Authority (CMA) to help manage PRAP 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 SUP_Archive

Professional performance 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 SUP_Archive

Professional performance standards in my squadron are enforced.

CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
The CC should enforce a "by the book" philosophy.
Establish, communicate (make visible), and enforce performance standards in your unit.
Set the bar extremely high. Personnel only reach as high as the unit stated goals.
Officers/Senior NCO leadership personally monitors 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.

NucMsn SUP_Archive

My squadron adequately recognizes me or my subordinates 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 SUP_Archive

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

Ensure your organization has an effective awards program.

NucMsn SUP_Archive

In my squadron, written procedural guidance 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.
Ensure your unit is operating on either ATOMS or JCALS but not both.
If your unit is using IETMS, ensure it is updated with the most current software

NucMsn SUP_Archive

Official written guidance directs day-to-day nuclear surety 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 SUP_Archive

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 SUP_Archive

My squadron effectively communicates pertinent information during shift changes.

Focus renewed attention on shift turnover.
Be aware of improper perceptions by your personnel.
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.
Communication is key across all levels. Ensure it happens.
Involve the officers and senior NCOs on appropriate issues.
Integrate the ORM process into planning and executing operations.
Ensure your junior officers are leading at their level.

NucMsn SUP_Archive

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 SUP_Archive

In my squadron, everyone is responsible/accountable for nuclear surety.

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 SUP_Archive

Our 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 SUP_Archive

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 SUP_Archive

Peer influence discourages violations of 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 SUP_Archive

Violations of procedural guidance are rare in my squadron.

The CC should enforce a "by the book" philosophy.
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 SUP_Archive

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 SUP_Archive

Duty shifts and rest period 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 SUP_Archive

Individuals in my squadron feel free to report PRAP standards violations 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 SUP_Archive

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 SUP_Archive

Unprofessional behavior that compromises PRAP 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 SUP_Archive

Unit PRAP monitor positions are sought after in my squadron.

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

NucMsn SUP_Archive

Squadron members understand, believe in, and feel committed to the nuclear mission.

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.
Leadership should establish unit priorities (at all levels) and live by them.
Ensure your unit solicits and values honest feedback.
Operationally productive squadrons have a mission statement that is clearly understood by all members of the unit.
CCs conduct frequent Commanders Calls with personnel to discusses pertinent issues, such as: concerns, training requirements, mission accomplishment, the latest rumors, etc.
Show me a squadron with a strong sponsor program, and I'll show you a squadron that is "Operationally Excellent".
CCs ensure and monitor a strong unit sponsor program.
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 SUP_Archive

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 SUP_Archive

I am provided adequate materiel resources to accomplish my job.

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.
Officers/Senior NCO leadership personally monitors formal and upgrade training to ensure quality.
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 SUP_Archive

Day/Night crew has sufficient qualified staffing to meet workload demands 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.
Be aware of mission creep to the right.
Monitor turnover in personnel.
Beware of and monitor fatigue levels of your personnel.
Leaders should implement ORM processes into their operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the OPSTEMPO of your unit and its effect on safety and unit performance.
Ensure that the balance between mission accomplishment and members' personal life does not result in overworked and over-stressed personnel.

NucMsn SUP_Archive

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 SUP_Archive

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 SUP_Archive

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 SUP_Archive

Multiple job assignments and additional duties are distributed in a manner which allows unit members to perform their primary jobs.

Consolidate additional duties and waiver them, if able.
Use Air Force Manpower Standards (AFMS), as applicable, to ensure and validate optimum distribution, qualification and number of personnel required to do the mission. Request MAJCOM assistance as needed.
Use AFCMRS to identify weaknesses in personnel placement, and then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Balance the delicate issues of operations/personnel tempo with mission accomplishment.
Be aware of mission creep to the right.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish unit priorities (at all levels) and live by them.

NucMsn SUP_Archive

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

CCs closely monitor deployed personnel due to stressors added by TDY.
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 SUP_Archive

Deployment for non-nuclear surety missions does NOT degrade mission effectiveness 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.
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 SUP_Archive

Day-to-day non-nuclear mission demands do NOT degrade mission effectiveness 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.
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 SUP_Archive

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 SUP_Archive

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

Leadership should establish unit priorities (at all levels) and live by them.
Involve the officers and senior NCOs on appropriate issues.
Officers/Senior NCO leadership personally monitors formal and upgrade training to ensure quality.
Integrate the ORM process into planning and executing operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

NucMsn SUP_Archive

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 SUP_Archive

Supervisors routinely monitor mission performance in my squadron.

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"?
Establish, communicate (make visible), and enforce performance standards in your command.
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.
Check to see if your junior officers are leading at their level.
Be aware of improper perceptions by your personnel.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Integrate the ORM process into planning and executing operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

NucMsn SUP_Archive

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 SUP_Archive

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

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.
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 SUP_Archive

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 SUP_Archive

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 SUP_Archive

Leaders/Supervisors in my squadron set the example for compliance with official 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).
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 SUP_Archive

Leaders/Supervisors in my squadron encourage compliance with standards 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 SUP_Archive

Leadership in my squadron encourages members to comply with standards while getting work completed on time.

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.
Establish, communicate (make visible), and enforce performance standards in your unit.
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the OPSTEMPO of your unit and its effect on safety and unit performance.
Ensure that the balance between mission accomplishment and members' personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.

NucMsn SUP_Archive

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 nonPRP_Archive

My squadron adequately updates safety standards and 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.

NucMsn nonPRP_Archive

My squadron 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.

NucMsn nonPRP_Archive

My squadron 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.
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.

NucMsn nonPRP_Archive

My squadron 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 supports the safety awards program.
Ensure your unit has a safety culture that encourages reporting safety issues.

NucMsn nonPRP_Archive

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

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.

NucMsn nonPRP_Archive

Standards in my squadron 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.

NucMsn nonPRP_Archive

Standards in my squadron are enforced.

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

NucMsn nonPRP_Archive

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

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 nonPRP_Archive

Anyone intentionally violating official written guidance is swiftly corrected.

The CC should enforce a "by the book" philosophy.
Offer a monthly "Retribution Free" discussion period for crews to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
CCs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Monitor aggressive personnel who think rules aren't necessary.
Monitor supervisors who think it's okay to cut corners.
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 nonPRP_Archive

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.

NucMsn nonPRP_Archive

Official written guidance is incorporated into day-to-day safety 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 nonPRP_Archive

My squadron accurately identifies and assesses hazards associated with its operations.

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.
Balance the delicate issues of operations/personnel tempo with mission accomplishment.
Be aware of mission creep to the right.
Assign, educate, and employ safety representatives in your unit.
AFCMRS surveys are risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Involve the officers and senior NCOs on appropriate issues.
Beware of and monitor fatigue levels of your personnel.
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.
Establish, communicate (make visible), and enforce performance standards in your unit.

NucMsn nonPRP_Archive

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

Involve the officers and senior NCOs on appropriate issues.
Monitor turnover in personnel; conduct 6 month forecast/track personnel moves.
Integrate the ORM process into planning and executing operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Ensure that the balance between mission accomplishment and members personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.

NucMsn nonPRP_Archive

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.

NucMsn nonPRP_Archive

Effective communication flow exists within my squadron.

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.
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.
Ensure your unit has an effective "hazard reporting" program.
Ensure your unit has a safety culture that encourages reporting safety issues.
CCs conduct frequent Commanders Calls with personnel to discusses pertinent issues, such as: concerns, training requirements, mission accomplishment, the latest rumors, etc.

NucMsn nonPRP_Archive

Effective communication flow exists between my squadron and external organizations.

Effective communication requires feedback. Ensure formal and informal feedback mechanisms are in place and used.
Be aware of improper perceptions by your personnel.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Do not allow poor communication due to too much reliance on one-way emails.
Ensure your unit has a safety culture that encourages reporting safety issues.

NucMsn nonPRP_Archive

My squadron effectively communicates pertinent information during shift changes.

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.
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.
Communication is key across all levels. Ensure it happens.
Involve the officers and senior NCOs on appropriate issues.
Integrate the ORM process into planning and executing operations.
Ensure your junior officers are leading at their level.

NucMsn nonPRP_Archive

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

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.

NucMsn nonPRP_Archive

My squadron 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.
Incorporate mentorship at every level.
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 supports the safety awards program.
Ensure your unit has a safety culture that encourages reporting safety issues.
Ensure your Unit Safety Representatives are visible members of your unit.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions.
Ensure that the balance between mission accomplishment and members personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.

NucMsn nonPRP_Archive

Violations of written official guidance are rare in my squadron.

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.

NucMsn nonPRP_Archive

Our squadron 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.

NucMsn nonPRP_Archive

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.

NucMsn nonPRP_Archive

Squadron 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.

NucMsn nonPRP_Archive

Individuals in my squadron feel free to report safety violations, unsafe behaviors, or hazardous conditions.

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.

NucMsn nonPRP_Archive

Safety days are effective in my squadron.

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.

NucMsn nonPRP_Archive

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 officers and SNCOs understand 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.
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.

NucMsn nonPRP_Archive

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 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.

NucMsn nonPRP_Archive

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

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.

NucMsn nonPRP_Archive

Unit Safety Representative positions are desirable positions in my squadron.

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.

NucMsn nonPRP_Archive

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".
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.
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).

NucMsn nonPRP_Archive

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.

NucMsn nonPRP_Archive

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.
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 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.
Integrate the ORM process into planning and executing operations.
Review the OPSTEMPO of your unit and its effect on safety and unit performance.
Leadership should establish unit priorities (at all levels) and live by them.
Use AFCMRS to identify weaknesses in personnel placement, and then shift personnel as needed to maximize their abilities on the most important issues to our unit.

NucMsn nonPRP_Archive

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.).

NucMsn nonPRP_Archive

Required guidance is available in my squadron.

The CC should enforce a "by the book" philosophy.
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 unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

NucMsn nonPRP_Archive

My squadron provides adequate IT (information technology) equipment for me to effectively 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.

NucMsn nonPRP_Archive

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

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 members personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Establish, communicate (make visible), and enforce performance standards in your unit.
Leadership should establish unit priorities (at all levels) and live by them.

NucMsn nonPRP_Archive

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

Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Ensure that the balance between mission accomplishment and members personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
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.
Leadership should establish unit priorities (at all levels) and live by them.

NucMsn nonPRP_Archive

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

NucMsn nonPRP_Archive

Leaders/Supervisors in my squadron 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.

NucMsn nonPRP_Archive

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.

NucMsn nonPRP_Archive

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

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

NucMsn nonPRP_Archive

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 officers and SNCOs understand 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.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions.
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.

NucMsn nonPRP_Archive

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

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 nonPRP_Archive

Leaders/Supervisors in my squadron 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 members personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.

NucMsn nonPRP_Archive

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.

NucMsn nonPRP_Archive

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.

OPS

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.

OPS

My unit closely monitors currency standards.

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

OPS

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

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

OPS (2016)

My squadron adequately updates safety standards and 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.

OPS

My unit recognizes individuals for exceptional safety acts.

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

OPS (2016)

My squadron closely monitors currency standards.

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

OPS

My unit routinely meets operational training goals.

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

OPS (2016)

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

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.

OPS

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.

OPS (2016)

My squadron recognizes individual safety acts through awards and incentives.

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.

OPS

Standards in my unit are clearly defined.

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

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.

OPS

Standards in my unit are enforced.

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

OPS

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

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

OPS (2016)

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.

OPS

My unit makes effective use of the flight surgeon to help manage high risk personnel.

Be aware of improper perceptions by your personnel.
Beware of and monitor fatigue levels of your personnel.

OPS (2016)

Standards in my squadron 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.

OPS

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

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

OPS (2016)

Standards in my squadron 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.

OPS

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

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

OPS (2016)

My squadron makes effective use of the flight surgeon to help identify and manage high-risk personnel.

Be aware of improper perceptions by your personnel.
Beware of and monitor fatigue levels of your personnel.

OPS

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.

OPS (2016)

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

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

OPS

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.

OPS (2016)

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

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

OPS

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.

OPS (2016)

Anyone intentionally violating official written guidance is swiftly corrected.

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

OPS

My unit accurately assesses hazards associated with its operations.

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.
AFCMRS surveys are risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
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.) operators who think rules aren't necessary and discipline accordingly.
Be aware of mission creep to the right.
Assign, educate, and employ safety representatives in your unit.
Integrate the ORM process into planning and executing operations.
Leaders should implement ORM processes into their operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

OPS (2016)

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

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

OPS

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

Involve the officers and senior NCOs on appropriate issues.
Monitor turnover in personnel; conduct 6 month forecast/track personnel moves.
Integrate the ORM process into planning and executing operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Ensure that the balance between mission accomplishment and members personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.

OPS (2016)

Official written guidance is incorporated into day-to-day safety 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.

OPS

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

Are ORM Worksheets in your unit being "gamed" by operators to keep go/no-go decisions at their level?
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.
Ensure your headquarters has a vibrant indoctrination program and a welcome aboard program.
Ensure headquarters' members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Request ORM training from higher headquarters.

OPS (2016)

My squadron accurately identifies and assesses hazards associated with its operations.

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.
AFCMRS surveys are risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
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.) operators who think rules aren't necessary and discipline accordingly.
Be aware of mission creep to the right.
Assign, educate, and employ safety representatives in your unit.
Integrate the ORM process into planning and executing operations.
Leaders should implement ORM processes into their operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

OPS

My unit's Crew Resource Management (CRM) program is helping to improve mission performance and safety.

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.
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.

OPS (2016)

My squadron 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.

OPS

Effective communication flow exists within my unit.

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

OPS (2016)

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

Are ORM Worksheets in your unit being "gamed" by operators to keep go/no-go decisions at their level?
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.

OPS (2016)

My squadron's Crew Resource Management (CRM) program is helping to improve mission performance and safety.

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.
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.

OPS

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

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

OPS (2016)

Effective communication flow exists within my squadron.

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.

OPS

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

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

OPS (2016)

Effective communication flow exists between my squadron and external organizations.

Effective communication requires feedback. Ensure formal and informal feedback mechanisms are in place and used.
Be aware of improper perceptions by your personnel.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Do not allow poor communication due to too much reliance on one-way emails.
Ensure your unit has a safety culture that encourages reporting safety issues.

OPS

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.

OPS (2016)

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

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

OPS

Violations of official written guidance are rare in my unit.

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

OPS (2016)

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

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

OPS

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.

OPS (2016)

My squadron 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.

OPS

Operational 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.

OPS (2016)

Violations of official written guidance are rare in my squadron.

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

OPS

Individuals 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.

OPS (2016)

Our squadron 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.

OPS

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.

OPS (2016)

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.

OPS

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

Reinforce the power of STAN/EVAL personnel.
Ensure your junior officers are leading at their level.
The CC should enforce a "by the book" philosophy.
CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
Balance the delicate issues of operations/personnel tempo with mission accomplishment.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Be aware of personnel growing up in an environment that encourages the "Good ol' Boy System" and discourages personal accountability and responsibility.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Establish, communicate (make visible), and enforce performance standards in your unit.
Leadership should establish unit priorities (at all levels) and live by them.
Set the bar extremely high. Personnel only reach as high as the unit stated goals.
AFCMRS surveys are risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.

OPS (2016)

Individuals 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.

OPS (2016)

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

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.

OPS

Members of my unit work effectively as a team.

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

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.
Balance the delicate issues of operations/personnel tempo with mission accomplishment.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Be aware of personnel growing up in an environment that encourages the "Good ol' Boy System" and discourages personal accountability and responsibility.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Establish, communicate (make visible), and enforce performance standards in your unit.
Leadership should establish unit priorities (at all levels) and live by them.
Set the bar extremely high. Personnel only reach as high as the unit stated goals.
AFCMRS surveys are risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.

OPS

Crew rest 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.

OPS

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.

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.
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.

OPS

The Unit Safety Representative position is desirable 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.

OPS (2016)

Members of my squadron 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.

OPS

Morale in my unit is high.

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

OPS (2016)

Crew rest policies are enforced in my squadron.

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.

OPS

I am provided adequate materiel resources to accomplish my job.

I am provided adequate resources (e.g., time, staffing, budget, and equipment) 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. Incorporate mentorship at every level.
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.
Be aware of the consequences of training with fewer resources.
Invest the time in training now. It'll cost you, but less than later.
Beware of mismanagement due to insufficient mid-level leadership.
Review the OPSTEMPO of your unit and its effect on safety and unit performance.
Make every effort to provide unit personnel with right tools for the job.

OPS (2016)

Safety days are effective in my squadron.

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.

OPS

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

Use Air Force Manpower Standards (AFMS), as applicable, to ensure and validate optimum distribution, qualification and number of personnel required to do the mission. Request MAJCOM assistance as needed.
Balance the delicate issues of operations/personnel tempo with mission accomplishment.
Monitor turnover in personnel; conduct 6 month forecast/track personnel moves.
Be aware of mission creep to the right.
Be aware of the consequences of training with fewer resources.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Integrate the ORM process into planning and executing operations.
Review the OPSTEMPO of your unit and its effect on safety and unit performance.
Leadership should establish unit priorities (at all levels) and live by them.
Use AFCMRS to identify weaknesses in personnel placement, and then shift personnel as needed to maximize their abilities on the most important issues to our unit.

OPS (2016)

The Unit Safety Representative position is desirable in my squadron.

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.

OPS

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

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

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".
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).

OPS

I have adequate time to prepare for and brief my operational missions.

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

OPS (2016)

I am provided adequate materiel resources to accomplish my job.

I am provided adequate resources (e.g., time, staffing, budget, and equipment) 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. Incorporate mentorship at every level.
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.
Be aware of the consequences of training with fewer resources.
Invest the time in training now. It'll cost you, but less than later.
Beware of mismanagement due to insufficient mid-level leadership.
Review the OPSTEMPO of your unit and its effect on safety and unit performance.
Make every effort to provide unit personnel with right tools for the job.

OPS

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

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.)

OPS (2016)

My squadron 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.

OPS (2016)

My squadron provides me with the right number of operational training hours per month to operate safely.

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

OPS

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

Consolidate additional duties and waiver them, if able.
Use Air Force Manpower Standards (AFMS), as applicable, to ensure and validate optimum distribution, qualification and number of personnel required to do the mission. Request MAJCOM assistance as needed.
Use AFCMRS to identify weaknesses in personnel placement, and then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Balance the delicate issues of operations/personnel tempo with mission accomplishment.
Be aware of mission creep to the right.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish unit priorities (at all levels) and live by them.

OPS (2016)

I have adequate time to prepare for and brief my operational missions.

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

OPS

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

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

OPS (2016)

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

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.)

OPS

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

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.
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.

OPS

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.

OPS

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

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

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.
Establish, communicate (make visible), and enforce performance standards in your unit.
Leadership should establish unit priorities (at all levels) and live by them.

OPS

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

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

OPS (2016)

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

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.
Balance the delicate issues of operations/personnel tempo with mission accomplishment.
Leadership should establish unit priorities (at all levels) and live by them.
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.

OPS (2016)

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

OPS

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

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

OPS (2016)

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.

OPS

The Safety Officer is effective at promoting safety in my unit.

The Flight Safety Officer (FSO)/Missile/Space Safety Officer is effective at promoting safety in my squadron.
Develop a formal squadron safety training plan and is coordinated with the flights and/or sections.
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.
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 Safety Representatives are visible members of your unit.
Support your wing if an Organizational Safety Assessment (OSA) is solicited.

OPS (2016)

Leaders/Supervisors in my squadron set a good 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).
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.

OPS

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.

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.
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.

OPS

Leaders 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.

OPS (2016)

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

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.

OPS (2016)

Leaders/Supervisors in my squadron 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.

OPS (2016)

The Safety Officer is effective at promoting safety in my squadron.

The Flight Safety Officer (FSO)/Missile/Space Safety Officer is effective at promoting safety in my squadron.
Develop a formal squadron safety training plan and is coordinated with the flights and/or sections.
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.
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 Safety Representatives are visible members of your unit.
Support your wing if an Organizational Safety Assessment (OSA) is solicited.

OPS (2016)

Leaders/Supervisors in my squadron 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.

OPS (2016)

Leaders 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.

MX (2016)

My squadron adequately updates safety standards and 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.

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.

MX (2016)

My squadron closely monitors job qualifications for currency.

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.

My unit closely monitors job qualifications for currency.

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.

MX (2016)

My squadron adequately trains maintainers 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.
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.
Take the time to mentor subordinate leaders on ORM processes.
Supervisors ensure subordinates are evaluated (PE) by QA in a timely manner.

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.

MX (2016)

My squadron recognizes individual safety acts through awards and incentives.

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 supports the safety awards program.
Ensure your unit has a safety culture that encourages reporting safety issues.
Implement a QA outstanding performer award. It will improve maintainer interactions with QA, while providing appropriate recognition for quality workmanship.

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.

MX (2016)

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

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.

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.

MX (2016)

Standards in my squadron 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.
Beware of mismanagement due to insufficient mid-level leadership.
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.

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.

MX (2016)

Standards in my squadron are enforced.

CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
The CC should enforce a "by the book" philosophy.
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.
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.

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.

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.

MX (2016)

Maintainers in my squadrons must possess the appropriate skills to earn qualifications.

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

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

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

MX (2016)

Anyone intentionally violating official written guidance is swiftly corrected.

The CC should enforce a "by the book" philosophy.
Offer a monthly "Retribution Free" discussion period for crews to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
CCs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Monitor aggressive personnel who think rules aren't necessary.
Monitor supervisors who think it's okay to cut corners.
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.

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.

MX (2016)

Work performance when deployed is of the same quality as our work performance when at home base.

Use AFCMRS to identify weaknesses in personnel placement, and then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Balance the delicate issues of operations/personnel tempo with mission accomplishment.
Leaders should implement ORM processes into their operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Establish, communicate (make visible), and enforce performance standards in your unit.
Review the OPSTEMPO of your unit and its effect on safety and unit performance.
CCs closely monitor deployed personnel and maintenance, due to stressors added by TDY.
Ensure that the balance between mission accomplishment and members personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.

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.

MX (2016)

Official written guidance is incorporated into day-to-day safety decisions in my squadron.

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

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.

MX (2016)

My squadron accurately identifies and assesses hazards associated with its maintenance operations.

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.
Balance the delicate issues of operations/personnel tempo with mission accomplishment.
Be aware of mission creep to the right.
Assign, educate, and employ safety representatives in your unit.
AFCMRS surveys are risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Involve the officers and senior NCOs on appropriate issues.
Beware of and monitor fatigue levels of your personnel.
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.
Establish, communicate (make visible), and enforce performance standards in your unit.

My unit accurately assesses hazards associated with its maintenance operations.

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.
Balance the delicate issues of operations/personnel tempo with mission accomplishment.
Be aware of mission creep to the right.
Assign, educate, and employ safety representatives in your unit.
AFCMRS surveys are risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Involve the officers and senior NCOs on appropriate issues.
Beware of and monitor fatigue levels of your personnel.
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.
Establish, communicate (make visible), and enforce performance standards in your unit.

MX (2016)

My squadron 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.

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.

MX (2016)

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.

Unit 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.

MX (2016)

Effective communication flow exists within my squadron.

CC sets aside a "dialogue period" with personnel and discusses pertinent issues, such as: training requirements, outside support, the latest rumors, etc.
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.
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.
AFCMRS surveys are risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Ensure your junior officers are leading at their level.
Be aware of improper perceptions by your personnel.
Ensure your unit has an effective "hazard reporting" program.
Ensure your unit has a safety culture that encourages reporting safety issues.
CCs conduct frequent Commanders Calls with personnel to discusses pertinent issues, such as: Mx concerns, training requirements, mission accomplishment, the latest rumors, etc.

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.

MX (2016)

Effective communication flow exists between my squadron and external organizations.

Effective communication requires feedback. Ensure formal and informal feedback mechanisms are in place and used.
Be aware of improper perceptions by your personnel.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Do not allow poor communication due to too much reliance on one-way emails.
Ensure your unit has a safety culture that encourages reporting safety issues.

MX (2016)

My squadron effectively communicates pertinent information during shift changes.

Focus renewed attention on maintenance shift turnover.
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.
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.
Communication is key across all levels. Ensure it happens.
Involve the officers and senior NCOs on appropriate issues.
Integrate the ORM process into planning and executing operations.
Ensure your junior officers are leading at their level.

MX (2016)

Tool control is closely monitored.

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.
Involve the officers and senior NCOs on appropriate issues.
Beware of mismanagement due to insufficient mid-level leadership.
Be aware of improper perceptions by your personnel.
Establish, communicate (make visible), and enforce performance standards in your unit.

Tool control is closely monitored.

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.
Involve the officers and senior NCOs on appropriate issues.
Beware of mismanagement due to insufficient mid-level leadership.
Be aware of improper perceptions by your personnel.
Establish, communicate (make visible), and enforce performance standards in your unit.

MX (2016)

Maintenance 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.

Maintenance records are accurately maintained in my unit.

Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Establish, communicate (make visible), and enforce performance standards in your unit.
Leadership should establish unit priorities (at all levels) and live by them.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Monitor turnover in personnel; conduct 6 month forecast/track personnel moves.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
Ensure your junior officers are leading at their level.

MX (2016)

Work in my squadron 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.

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.

MX (2016)

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

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.

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.

MX (2016)

My squadron 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.
Incorporate mentorship at every level.
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 supports the safety awards program.
Ensure your unit continuously scores well on QA evaluations.
Ensure your unit has a safety culture that encourages reporting safety issues.
Ensure your Unit Safety Representatives are visible members of your unit.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions.
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.

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.

MX (2016)

Violations of official written guidance are rare in my squadron.

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.

Violations of official written guidance are rare in my unit.

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

MX (2016)

Our squadron 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.

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.

MX (2016)

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.

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.

MX (2016)

Squadron members are comfortable approaching supervisors about personal problems/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.
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.

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.

MX (2016)

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

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.

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.

MX (2016)

QA/QAE positions are desirable assignments in my squadron.

Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Be aware of improper perceptions by your personnel.
Ensure QA positions are filled by ONLY the finest highly qualified personnel.

Quality assurance positions are desirable assignments in my unit.

Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Be aware of improper perceptions by your personnel.
Ensure QA positions are filled by ONLY the finest highly qualified personnel.

MX (2016)

QA/QAE is well respected in my squadron.

Reinforce the power of Quality Assurance personnel.
Ensure your junior officers are leading at their level.
Set the bar extremely high. Personnel only reach as high as the unit stated goals.
Establish, communicate (make visible), and enforce performance standards in your unit.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your unit has a safety culture that encourages reporting safety issues.
AFCMRS surveys are risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Ensure your QA inspectors understand that they are present to help and train personnel and not to just write personnel up.
Implement a QA outstanding performer award. It will improve maintainer interactions with QA, while providing appropriate recognition for quality workmanship.

The quality assurance organization is well respected in my unit.

Reinforce the power of Quality Assurance personnel.
Ensure your junior officers are leading at their level.
Set the bar extremely high. Personnel only reach as high as the unit stated goals.
Establish, communicate (make visible), and enforce performance standards in your unit.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your unit has a safety culture that encourages reporting safety issues.
AFCMRS surveys are risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Ensure your QA inspectors understand that they are present to help and train personnel and not to just write personnel up.
Implement a QA outstanding performer award. It will improve maintainer interactions with QA, while providing appropriate recognition for quality workmanship.

MX (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 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 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.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions.
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 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.
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.

MX (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 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.

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.

MX (2016)

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

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.

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.

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.

MX (2016)

Safety days are effective in my squadron.

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.

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.

MX (2016)

Unit Safety Representative positions are desirable positions in my squadron.

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.

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.

MX (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".
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.
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.
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).

I am provided adequate materiel resources to accomplish my job.

I am provided adequate resources (e.g., time, staffing, budget, and equipment) 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.

MX (2016)

I am provided adequate materiel resources to accomplish my job.

I am provided adequate resources (e.g., time, staffing, budget, and equipment) 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.

My unit has sufficient qualified manning 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 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.
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.

MX (2016)

My squadron has sufficient qualified manning 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 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.
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.

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.).

MX (2016)

The level of our squadron'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.).

Required written guidance is available in my unit.

The CC should enforce a "by the book" philosophy.
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 unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
CCs ensure your Mx troops have the right tools and equipment for the job.

MX (2016)

Day crew has sufficient staffing to meet workload demands 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.
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.
Assign, educate, and employ safety representatives in your unit.
Integrate the ORM process into planning and executing operations.
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.

MX (2016)

Night crew has sufficient staffing to meet workload demands 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.
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.
Assign, educate, and employ safety representatives in your unit.
Integrate the ORM process into planning and executing operations.
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.

Required tools/equipment are serviceable in my unit.

Required tools 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 Mx troops have the right tools and equipment for the job.
CCs ensure sufficient budget is available to replace worn tools and equipment.

MX (2016)

Required publications are current and used in my squadron.

The CC should enforce a "by the book" philosophy.
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 unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
CCs ensure your Mx troops have the right tools and equipment for the job.

Parts are sufficiently available to meet maintenance demands.

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.
CCs ensure your Mx troops have the right tools and equipment for the job.
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 unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making

MX (2016)

Required tools and equipment are serviceable and used in my squadron.

Required tools 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 Mx troops have the right tools and equipment for the job.
CCs ensure sufficient budget is available to replace worn tools and equipment.

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.

MX (2016)

Parts are sufficiently available to meet maintenance demands.

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.
CCs ensure your Mx troops have the right tools and equipment for the job.
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 unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making

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.

MX (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 members personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Establish, communicate (make visible), and enforce performance standards in your unit.
Leadership should establish unit priorities (at all levels) and live by them.

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

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.
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.

MX (2016)

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

Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Ensure that the balance between mission accomplishment and members personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
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.
Leadership should establish unit priorities (at all levels) and live by them.

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.

MX (2016)

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

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 flight crew and maintainers to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Develop a formal 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.

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.

MX (2016)

Leaders/Supervisors in my squadron 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.

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.

MX (2016)

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.

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.

MX (2016)

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

Leaders/Supervisors in my squadron set a good 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).
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.

MX (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 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 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.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions.
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 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.

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.

MX (2016)

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

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.

The unit Safety Office is effective in promoting safety in my unit.

Develop a formal squadron safety training plan and is coordinated with the flights and/or sections.
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.
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.
Ensure your Unit Safety Representatives are visible members of your unit.
Support your wing if an Organizational Safety Assessment (OSA) is solicited.

MX (2016)

Leaders/Supervisors in my squadron 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 members personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.

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.

MX (2016)

The squadron Safety Office is effective in promoting safety in my squadron.

Develop a formal squadron safety training plan and is coordinated with the flights and/or sections.
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.
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.
Ensure your Unit Safety Representatives are visible members of your unit.
Support your wing if an Organizational Safety Assessment (OSA) is solicited.

Leaders 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.

MX (2016)

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

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

Operations Control Centers (e.g., MOC, Vehicle dispatch, MUNS control, Security Control, etc.) are effective in managing work actions for my unit.

Ensure your junior officers are leading at their level.
Ensure the chain of command is engaged.
Effective communication requires feedback. Ensure formal and informal feedback mechanisms are in place and used.
Involve the officers and senior NCOs on appropriate issues.
Integrate the ORM process into planning and executing operations.

MX (2016)

Leaders 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.

Work center supervisors coordinate their actions in my unit.

Develop a formal squadron safety training plan and is coordinated with the flights and/or sections.
Ensure your junior officers are leading at their level.
Ensure the chain of command is engaged.
Effective communication requires feedback. Ensure formal and informal feedback mechanisms are in place and used.
Involve the officers and senior NCOs on appropriate issues.
Integrate the ORM process into planning and executing operations.

MX (2016)

Operations Control Centers (e.g., MOC, Vehicle dispatch, MUNS control, Security Control, etc.) are effective in managing work actions for my squadron.

Ensure your junior officers are leading at their level.
Ensure the chain of command is engaged.
Effective communication requires feedback. Ensure formal and informal feedback mechanisms are in place and used.
Involve the officers and senior NCOs on appropriate issues.
Integrate the ORM process into planning and executing operations.

MX (2016)

Work center supervisors coordinate their actions in my squadron.

Develop a formal squadron safety training plan and is coordinated with the flights and/or sections.
Ensure your junior officers are leading at their level.
Ensure the chain of command is engaged.
Effective communication requires feedback. Ensure formal and informal feedback mechanisms are in place and used.
Involve the officers and senior NCOs on appropriate issues.
Integrate the ORM process into planning and executing operations.

SUP (2016)

My squadron adequately updates safety standards and 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.

SUP

My squadron adequately updates safety standards and 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.

SUP (2016)

My squadron 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.
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.

SUP

My squadron 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.
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.

SUP (2016)

My squadron 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 supports the safety awards program.
Ensure your unit has a safety culture that encourages reporting safety issues.

SUP

My squadron 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 supports the safety awards program.
Ensure your unit has a safety culture that encourages reporting safety issues.

SUP (2016)

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

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.

SUP

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

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.

SUP (2016)

Standards in my squadron 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.

SUP

Standards in my squadron 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.

SUP (2016)

Standards in my squadron are enforced.

CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
The CC should enforce a "by the book" philosophy.
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.
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.

SUP

Standards in my squadron are enforced.

CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
The CC should enforce a "by the book" philosophy.
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.
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.

SUP (2016)

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

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.

SUP

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

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.

SUP (2016)

Anyone intentionally violating official written guidance is swiftly corrected.

The CC should enforce a "by the book" philosophy.
Offer a monthly "Retribution Free" discussion period for crews to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
CCs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Monitor aggressive personnel who think rules aren't necessary.
Monitor supervisors who think it's okay to cut corners.
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.

SUP

Anyone intentionally violating official written guidance is swiftly corrected.

The CC should enforce a "by the book" philosophy.
Offer a monthly "Retribution Free" discussion period for crews to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
CCs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Monitor aggressive personnel who think rules aren't necessary.
Monitor supervisors who think it's okay to cut corners.
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.

SUP (2016)

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.

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.

SUP (2016)

Official written guidance is incorporated into day-to-day safety 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.

SUP

Official written guidance is incorporated into day-to-day safety 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.

SUP (2016)

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.

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.

SUP (2016)

Effective communication flow exists within my squadron.

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.
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.
Ensure your unit has an effective "hazard reporting" program.
Ensure your unit has a safety culture that encourages reporting safety issues.
CCs conduct frequent Commanders Calls with personnel to discusses pertinent issues, such as: concerns, training requirements, mission accomplishment, the latest rumors, etc.

SUP

Effective communication flow exists within my squadron.

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.
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.
Ensure your unit has an effective "hazard reporting" program.
Ensure your unit has a safety culture that encourages reporting safety issues.
CCs conduct frequent Commanders Calls with personnel to discusses pertinent issues, such as: concerns, training requirements, mission accomplishment, the latest rumors, etc.

SUP (2016)

Effective communication flow exists between my squadron and external organizations.

Effective communication requires feedback. Ensure formal and informal feedback mechanisms are in place and used.
Be aware of improper perceptions by your personnel.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Do not allow poor communication due to too much reliance on one-way emails.
Ensure your unit has a safety culture that encourages reporting safety issues.

SUP (2016)

My squadron effectively communicates pertinent information during shift changes.

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.
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.
Communication is key across all levels. Ensure it happens.
Involve the officers and senior NCOs on appropriate issues.
Integrate the ORM process into planning and executing operations.
Ensure your junior officers are leading at their level.

SUP

My squadron effectively communicates pertinent information during shift changes.

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.
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.
Communication is key across all levels. Ensure it happens.
Involve the officers and senior NCOs on appropriate issues.
Integrate the ORM process into planning and executing operations.
Ensure your junior officers are leading at their level.

SUP (2016)

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

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.

SUP

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

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.

SUP (2016)

My squadron 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.
Incorporate mentorship at every level.
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 supports the safety awards program.
Ensure your unit has a safety culture that encourages reporting safety issues.
Ensure your Unit Safety Representatives are visible members of your unit.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions.
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.

SUP

My squadron 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.
Incorporate mentorship at every level.
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 supports the safety awards program.
Ensure your unit has a safety culture that encourages reporting safety issues.
Ensure your Unit Safety Representatives are visible members of your unit.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions.
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.

SUP (2016)

Violations of written official guidance are rare in my squadron.

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.

SUP

Violations of written official guidance are rare in my squadron.

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.

SUP (2016)

Our squadron 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.

SUP

Our squadron 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.

SUP (2016)

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.

SUP

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.

SUP (2016)

Squadron 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.

SUP

Squadron 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.

SUP (2016)

Individuals in my squadron feel free to report safety violations, unsafe behaviors, or hazardous conditions.

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.

SUP

Individuals in my squadron feel free to report safety violations, unsafe behaviors, or hazardous conditions.

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.

SUP (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 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.

SUP

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 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.

SUP (2016)

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

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.

SUP

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

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.

SUP (2016)

Squadron members' life style, behavior, and judgment allow them to obtain sufficient rest to perform their jobs.

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.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Educate your personnel to recognize fatigue "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.).

SUP (2016)

Unit Safety Representatives are effective in promoting safety in my squadron.

Develop a formal squadron safety training plan and is coordinated with the flights and/or sections.
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.
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.
Ensure your Unit Safety Representatives are visible members of your unit.
Support your wing if an Organizational Safety Assessment (OSA) is solicited.

SUP

Unit Safety Representatives are effective in promoting safety in my squadron.

Develop a formal squadron safety training plan and is coordinated with the flights and/or sections.
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.
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.
Ensure your Unit Safety Representatives are visible members of your unit.
Support your wing if an Organizational Safety Assessment (OSA) is solicited.

SUP (2016)

Unit Safety Representative positions are desirable positions in my squadron.

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.

SUP

Unit Safety Representative positions are desirable positions in my squadron.

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.

SUP (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".
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.
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).

SUP

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".
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.
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).

SUP (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.
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.

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.

SUP (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.
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 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.
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.

SUP

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.

SUP (2016)

Required guidance is available in my squadron.

The CC should enforce a "by the book" philosophy.
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 unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

SUP

Required guidance is available in my squadron.

The CC should enforce a "by the book" philosophy.
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 unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

SUP (2016)

My squadron provides adequate IT (information technology) equipment for me to effectively 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.

SUP

My squadron provides adequate IT (information technology) equipment for me to effectively 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.

SUP (2016)

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

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 members personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Establish, communicate (make visible), and enforce performance standards in your unit.
Leadership should establish unit priorities (at all levels) and live by them.

SUP

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

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 members personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Establish, communicate (make visible), and enforce performance standards in your unit.
Leadership should establish unit priorities (at all levels) and live by them.

SUP (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 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.).

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.).

SUP (2016)

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

Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Ensure that the balance between mission accomplishment and members personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
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.
Leadership should establish unit priorities (at all levels) and live by them.

SUP

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

Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Ensure that the balance between mission accomplishment and members personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
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.
Leadership should establish unit priorities (at all levels) and live by them.

SUP (2016)

Work in my squadron 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.

SUP

Work in my squadron 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.

SUP (2016)

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.

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.

SUP (2016)

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

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

SUP

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

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

SUP (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 officers and SNCOs understand 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.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions.
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.

SUP

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 officers and SNCOs understand 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.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions.
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.

SUP (2016)

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

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.

SUP

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

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.

SUP (2016)

Leaders/Supervisors in my squadron 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 members personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.

SUP

Leaders/Supervisors in my squadron 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 members personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.

SUP (2016)

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.

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.

HHQ (2016)

Our headquarters adequately trains my directorate/division's personnel to safely conduct their jobs.

Implement a formal training plan.
Develop a formal safety training plan that covers the next year.
Incorporate mentorship at every level.
Monitor turnover in personnel.
Be aware of the consequences of training with fewer resources.
Invest the time (in training) now. It'll cost you, but less than later.
Assign, educate, and employ ORM instructors in your organization.
Take the time to mentor subordinate leaders on ORM processes.

HHQ (2016)

Individual safety acts are recognized through awards and incentives.

Recognize a Safety–Pro of the Month with a parking spot as a reward.
Ensure your organization has an effective safety awards program.
Implement a headquarters' policy letter that encourages the reporting of safety issues.
Ensure your headquarters has a safety climate that encourages reporting safety issues.

HHQ (2016)

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

Be aware of improper perceptions by your personnel.
Involve the officers and senior NCOs on appropriate issues.
Monitor turnover in personnel.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Integrate the ORM process into planning and executing operations.
Ensure headquarters' members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Routinely encourage your subordinate leaders to work with your Safety Representatives.
Ensure your headquarters has a safety climate that encourages reporting safety issues.

HHQ (2016)

Standards in my directorate/division are clearly defined.

Set the bar extremely high. Personnel only reach as high as the command's stated goals.
CCs/Supervisors at all levels must periodically reinforce emphasis on procedures.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Establish, communicate (make visible), and enforce performance standards in your command.

HHQ (2016)

Standards in my directorate/division are enforced.

Check to see if your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Monitor aggressive personnel who think rules aren't necessary.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Establish, communicate (make visible), and enforce performance standards in your command.

HHQ (2016)

Individuals must possess the appropriate experience and skills to earn qualifications.

Establish, communicate (make visible), and enforce performance standards in your organization.
Leadership should establish organizational priorities (at all levels) and live by them.
Set the bar extremely high. Personnel only reach as high as the organization's stated goals.
Show me an organization with a strong Sponsor Program, and I'll show you an organization 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.

HHQ (2016)

Anyone intentionally violating official written guidance is swiftly corrected.

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.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.

HHQ (2016)

Individuals, from top down, incorporate Risk Management (RM) into daily activities.

AFCMRS surveys are risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Ensure your headquarters has a vibrant indoctrination program and a welcome aboard program.
Integrate the ORM process into planning and executing operations.
Leaders should implement ORM processes into their operations.
Ensure headquarters' members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Request ORM training from higher headquarters.

HHQ (2016)

Effective communication flow exists within my headquarters.

CC sets aside a "dialogue period" with personnel and discusses pertinent issues, such as: training requirements, the latest rumors, etc.
More frequent Commander's 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 . . . ensure the boxes are well placed, forms are accessible, boxes are regularly checked, CC initials each input, specific members comment as CC sees appropriate, CC briefs results at NEXT formation and they are posted for all to read.
CC concludes formations by asking personnel if anyone has heard any rumors, vice the more standard, "Does anyone have any questions for me?" . . . . Gets better results.
Communication is key across all pay grades. Ensure it happens.
Ensure all 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.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Do not allow poor communication due to too much reliance on one-way emails.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Provide a "state of the organization" address. It will help you find out where you are and communicate it to your subordinates.
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.
Discuss survey results and interventions with personnel to develop optimal solutions and increase survey process "buy in".

HHQ (2016)

Effective communication flow exists with external organizations.

No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Do not allow poor communication due to too much reliance on one-way emails.
Ensure your organization solicits and values honest feedback.

HHQ (2016)

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

Develop a formal safety training plan that covers the next year.
Ensure your unit Safety Representatives are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Representatives.

HHQ (2016)

My directorate/division provides adequate oversight of similar directorate/divisions in subordinate commands.

Establish, communicate (make visible), and enforce performance standards in your command.
Leadership should establish organizational priorities (at all levels) and live by them.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Involve the officers and senior NCOs on appropriate issues.
Communication is key across all pay grades. Ensure it happens.
Do not allow poor communication due to too much reliance on one-way emails.

HHQ (2016)

My directorate/division provides adequate assistance to similar directorate/divisions in subordinate commands.

Establish, communicate (make visible), and enforce performance standards in your command.
Leadership should establish organizational priorities (at all levels) and live by them.
Involve the officers and senior NCOs on appropriate issues.
Communication is key across all pay grades. Ensure it happens.
Do not allow poor communication due to too much reliance on one-way emails.

HHQ (2016)

Our headquarters has a reputation for high-quality performance.

Establish, communicate (make visible), and enforce performance standards in your command.
Leadership should establish organizational priorities (at all levels) and live by them.
Set the bar extremely high. Personnel only reach as high as the command's stated goals.
Show me an organization with a strong Sponsor Program, and I'll show you an organization that is "Operationally Excellent".
Incorporate mentorship at every level.
CCs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.

HHQ (2016)

Violations of procedures and regulations are rare in my headquarters.

Establish, communicate (make visible), and enforce performance standards in your command.
CCs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Ensure your junior officers are leading at their level.
Monitor supervisors who think it's okay to cut corners.
Ensure your organization has a safety climate that encourages reporting safety issues.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Offer a monthly "Retribution Free" discussion period for personnel to allow discussions with leadership and peers about situations where they feel pressure to cut corners, or discuss anything else on their minds.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.

HHQ (2016)

Our headquarters 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 headquarters' policy letter that encourages the reporting of safety issues.
Ensure your organization has an effective "hazard reporting" program.
Ensure your organization has a safety culture that encourages reporting safety issues.
Ensure your organization 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.

HHQ (2016)

Training is rarely postponed/cancelled.

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.
Incorporate mentorship at every level.
Invest the time (in training) now. It'll cost you, but less than later.
Integrate the ORM process into planning and executing operations.

HHQ (2016)

Individuals are comfortable approaching supervisors about personal problems/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.
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.

HHQ (2016)

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

Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Be aware of improper perceptions by your personnel.
Ensure your unit Safety Representatives are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Representatives.
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.
AFCMRS surveys are risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Ensure your organization has an effective safety awards program.
Ensure your headquarters has a safety climate that encourages reporting safety issues.

HHQ (2016)

The Safety directorate/division is well respected.

Develop a formal safety training plan that covers the next year.
Be aware of improper perceptions by your personnel.
Involve the officers and senior NCOs on appropriate issues.
Move the Safety office next to the CC's office to place emphasis on the unit's safety program and emphasize the relationship between the CC and the Safety Representatives.
Routinely encourage your subordinate leaders to work with your Safety Representatives.
Ensure your headquarters has a safety climate that encourages reporting safety issues.
Ensure your unit Safety Representatives are visible members of your command.

HHQ (2016)

Our safety days are effective.

Involve the officers and senior NCOs on appropriate issues.
Develop a formal safety training plan that covers the next year.
Invest the time (in training) now. It'll cost you, but less than later.

HHQ (2016)

Individuals are encouraged to comply with standards when accomplishing their job/mission.

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.
Monitor supervisors who think it's okay to cut corners.
CCs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Beware of and monitor fatigue levels of your personnel.
Monitor and be aware of perceived mission creep.
Leaders should implement ORM processes into their operations.
Establish, communicate (make visible), and enforce performance standards in your command.
Involve the officers and senior NCOs on appropriate issues.

HHQ (2016)

Members of my directorate/division work effectively as a team.

Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
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.

HHQ (2016)

My directorate/division has a good working relationship with other directorate/divisions in my headquarters.

Establish, communicate (make visible), and enforce performance standards in your command.
Leadership should establish organizational priorities (at all levels) and live by them.
Involve the officers and senior NCOs on appropriate issues.
Communication is key across all pay grades. Ensure it happens.
Do not allow poor communication due to too much reliance on one-way emails.
Be aware of improper perceptions by your personnel.

HHQ (2016)

My directorate/division has a good working relationship with similar directorate/divisions in subordinate organizations.

Establish, communicate (make visible), and enforce performance standards in your command.
Leadership should establish organizational priorities (at all levels) and live by them.
Involve the officers and senior NCOs on appropriate issues.
Communication is key across all pay grades. Ensure it happens.
Do not allow poor communication due to too much reliance on one-way emails.
Be aware of improper perceptions by your personnel.

HHQ (2016)

Morale in my directorate/division is high.

CCs who prioritize the betterment of their command over the betterment of their careers have the most "operationally excellent" organizations.
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, & MBWA.
"Operationally Excellent" organizations have a mission statement that is clearly understood by all members of the command.
Show me an organization with a strong Sponsor Program, and I'll show you an organization that is "Operationally Excellent".
Incorporate mentorship at every level.
CC sets aside a "dialogue period" with personnel and discusses pertinent issues, such as: training requirements, the latest rumors, etc.
More frequent Commander's Calls to ensure the CC is personally getting the word to the troops.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your organization's “health" (e.g., morale and motivation).

HHQ (2016)

I am provided adequate materiel resources to accomplish my job.

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 ops/pers tempo with mission accomplishment.
Be aware of collateral mission creep.
Monitor turnover in personnel.
Be aware of the consequences of training with fewer resources.
Beware of and monitor fatigue levels of your personnel.
Ensure headquarters' members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the OPTEMPO of your organization and its effect on safety and unit performance.
Leadership should establish organizational priorities (at all levels) and live by them.

HHQ (2016)

My directorate/division 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 ops/pers tempo with mission accomplishment.
Be aware of collateral mission creep.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Be aware of the consequences of training with fewer resources.
Beware of and monitor fatigue levels of your personnel.
Ensure headquarters' members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the OPTEMPO of your organization and its effect on safety and unit performance.
Leadership should establish organizational priorities (at all levels) and live by them.

HHQ (2016)

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

Beware of and monitor fatigue levels of your personnel.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Review the OPTEMPO of your organization and its effect on safety and unit performance.
Leadership should establish organizational priorities (at all levels) and live by them.

HHQ (2016)

Our directorate/division has sufficient experienced personnel to operate safely.

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.
Be aware of collateral mission creep.
Monitor turnover in personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish organizational priorities (at all levels) and live by them.
Leaders should implement ORM processes into their operations.
Ensure headquarters' members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the OPTEMPO of your organization and its effect on safety and unit performance.

HHQ (2016)

Required publications are current and used.

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.

HHQ (2016)

Required tools/equipment are serviceable and used.

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.

HHQ (2016)

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

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.
Be aware of collateral mission creep.
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 ops/pers tempo with mission accomplishment.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Establish, communicate (make visible), and enforce performance standards in your command.
Leadership should establish organizational priorities (at all levels) and live by them.

HHQ (2016)

TDY deployment rates for the last year have NOT created safety problems 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.
Involve the officers and senior NCOs on appropriate issues.
Monitor turnover in personnel.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Integrate the ORM process into planning and executing operations.
Ensure headquarters' members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Routinely encourage your subordinate leaders to work with your Safety Representatives.

HHQ (2016)

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

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"?
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.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
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.
Check to see if your junior officers are leading at their level.
Incorporate mentorship at every level.
Ensure your organization has an effective "anonymous" program.
Ensure your organization has an effective safety awards program.
Organization routinely conducts safety meetings (in accordance with applicable directives) to review SOPs and operating procedures.

HHQ (2016)

My unit does NOT sacrifice safety just to get the job done.

Leadership should establish organizational priorities (at all levels) and live by them.
Review the OPTEMPO of your organization and its effect on safety and unit performance.
Monitor and be aware of perceived mission creep.
Establish, communicate (make visible), and enforce performance standards in your command.
Monitor supervisors who think it's okay to cut corners.
Involve the officers and senior NCOs on appropriate issues.
Beware of and monitor fatigue levels of your personnel.
Integrate the ORM process into planning and executing operations.

HHQ (2016)

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

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

HHQ (2016)

Leaders/Supervisors set a good example for following standards.

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.

HHQ (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 this organization. The CC ensures department heads and senior supervisory personnel understand that this is the only acceptable policy.
CCs/Supervisors at all levels must periodically reinforce emphasis on procedures.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Check to see if your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Monitor supervisors who think it's okay to cut corners.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Review the OPTEMPO of your organization and its effect on safety and unit performance.

HHQ (2016)

Leaders/Supervisors react well to unexpected changes.

Communication is key across all pay grades. Ensure it happens.
Review the OPTEMPO of your organization and its effect on safety and unit performance.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Leadership should establish organizational priorities (at all levels) and live by them.
Be aware of seniors that are not malleable to change (for that matter, be aware of juniors, too).
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.
AFCMRS surveys are risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Ensure your headquarters has a safety climate that encourages reporting safety issues.

HHQ (2016)

Leaders/Supervisors care for members' quality of life.

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.
Be aware of improper perceptions by your personnel.
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your organization's “health" (e.g., morale and motivation).
Ensure your junior officers are leading at their level.
Involve the officers and 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.

HHQ (2016)

Leaders/Supervisors trust subordinates to handle 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.

HHQ (2016)

Safety personnel are effective at promoting safety.

Routinely encourage your subordinate leaders to work with your Safety Representatives.
Ensure your unit Safety Representatives are visible members of your command.
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 your headquarters has a safety climate that encourages reporting safety issues.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
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.

HHQ

Our headquarters adequately trains my directorate/division's personnel to safely conduct their jobs.

Implement a formal training plan.
Develop a formal safety training plan that covers the next year.
Incorporate mentorship at every level.
Monitor turnover in personnel.
Be aware of the consequences of training with fewer resources.
Invest the time (in training) now. It'll cost you, but less than later.
Assign, educate, and employ ORM instructors in your organization.
Take the time to mentor subordinate leaders on ORM processes.

HHQ

Individual safety acts are recognized through awards and incentives.

Recognize a Safety–Pro of the Month with a parking spot as a reward.
Ensure your organization has an effective safety awards program.
Implement a headquarters' policy letter that encourages the reporting of safety issues.
Ensure your headquarters has a safety climate that encourages reporting safety issues.

HHQ

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

Be aware of improper perceptions by your personnel.
Involve the officers and senior NCOs on appropriate issues.
Monitor turnover in personnel.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Integrate the ORM process into planning and executing operations.
Ensure headquarters' members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Routinely encourage your subordinate leaders to work with your Safety Representatives.
Ensure your headquarters has a safety climate that encourages reporting safety issues.

HHQ

Standards in my directorate/division are clearly defined.

Set the bar extremely high. Personnel only reach as high as the command's stated goals.
CCs/Supervisors at all levels must periodically reinforce emphasis on procedures.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Establish, communicate (make visible), and enforce performance standards in your command.

HHQ

Standards in my directorate/division are enforced.

Check to see if your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Monitor aggressive personnel who think rules aren't necessary.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Establish, communicate (make visible), and enforce performance standards in your command.

HHQ

Individuals must possess the appropriate skills to earn qualifications.

Establish, communicate (make visible), and enforce performance standards in your organization.
Leadership should establish organizational priorities (at all levels) and live by them.
Set the bar extremely high. Personnel only reach as high as the organization's stated goals.
Show me an organization with a strong Sponsor Program, and I'll show you an organization 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.

HHQ

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.

HHQ

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

Are ORM Worksheets in your unit being "gamed" by operators to keep go/no-go decisions at their level?
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.
Ensure your headquarters has a vibrant indoctrination program and a welcome aboard program.
Ensure headquarters' members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Request ORM training from higher headquarters.

HHQ

Effective communication flow exists within my headquarters.

CC sets aside a "dialogue period" with personnel and discusses pertinent issues, such as: training requirements, the latest rumors, etc.
More frequent Commander's 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 . . . ensure the boxes are well placed, forms are accessible, boxes are regularly checked, CC initials each input, specific members comment as CC sees appropriate, CC briefs results at NEXT formation and they are posted for all to read.
CC concludes formations by asking personnel if anyone has heard any rumors, vice the more standard, "Does anyone have any questions for me?" . . . . Gets better results.
Communication is key across all pay grades. Ensure it happens.
Ensure all 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.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Do not allow poor communication due to too much reliance on one-way emails.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Provide a "state of the organization" address. It will help you find out where you are and communicate it to your subordinates.
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.
Discuss survey results and interventions with personnel to develop optimal solutions and increase survey process "buy in".

HHQ

Effective communication flow exists with external organizations.

No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Do not allow poor communication due to too much reliance on one-way emails.
Ensure your organization solicits and values honest feedback.

HHQ

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

Develop a formal safety training plan that covers the next year.
Ensure your unit Safety Representatives are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Representatives.

HHQ

My directorate/division provides adequate oversight of similar directorate/divisions in subordinate commands.

Establish, communicate (make visible), and enforce performance standards in your command.
Leadership should establish organizational priorities (at all levels) and live by them.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Involve the officers and senior NCOs on appropriate issues.
Communication is key across all pay grades. Ensure it happens.
Do not allow poor communication due to too much reliance on one-way emails.

HHQ

My directorate/division provides adequate assistance to similar directorate/divisions in subordinate commands.

Establish, communicate (make visible), and enforce performance standards in your command.
Leadership should establish organizational priorities (at all levels) and live by them.
Involve the officers and senior NCOs on appropriate issues.
Communication is key across all pay grades. Ensure it happens.
Do not allow poor communication due to too much reliance on one-way emails.

HHQ

Our headquarters has a reputation for high-quality performance.

Establish, communicate (make visible), and enforce performance standards in your command.
Leadership should establish organizational priorities (at all levels) and live by them.
Set the bar extremely high. Personnel only reach as high as the command's stated goals.
Show me an organization with a strong Sponsor Program, and I'll show you an organization that is "Operationally Excellent".
Incorporate mentorship at every level.
CCs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.

HHQ

Violations of official written guidance are rare in my headquarters.

Establish, communicate (make visible), and enforce performance standards in your command.
CCs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Ensure your junior officers are leading at their level.
Monitor supervisors who think it's okay to cut corners.
Ensure your organization has a safety climate that encourages reporting safety issues.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Offer a monthly "Retribution Free" discussion period for personnel to allow discussions with leadership and peers about situations where they feel pressure to cut corners, or discuss anything else on their minds.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.

HHQ

Our headquarters 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 headquarters' policy letter that encourages the reporting of safety issues.
Ensure your organization has an effective "hazard reporting" program.
Ensure your organization has a safety culture that encourages reporting safety issues.
Ensure your organization 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.

HHQ

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.

HHQ

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.

HHQ

Individuals in my unit are free to report unsafe behaviors

Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Be aware of improper perceptions by your personnel.
Ensure your unit Safety Representatives are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Representatives.
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.
AFCMRS surveys are risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Ensure your organization has an effective safety awards program.
Ensure your headquarters has a safety climate that encourages reporting safety issues.

HHQ

The Safety directorate/division is well respected.

Develop a formal safety training plan that covers the next year.
Be aware of improper perceptions by your personnel.
Involve the officers and senior NCOs on appropriate issues.
Move the Safety office next to the CC's office to place emphasis on the unit's safety program and emphasize the relationship between the CC and the Safety Representatives.
Routinely encourage your subordinate leaders to work with your Safety Representatives.
Ensure your headquarters has a safety climate that encourages reporting safety issues.
Ensure your unit Safety Representatives are visible members of your command.

HHQ

Our safety days are effective.

Involve the officers and senior NCOs on appropriate issues.
Develop a formal safety training plan that covers the next year.
Invest the time (in training) now. It'll cost you, but less than later.

HHQ

Individuals are encouraged to comply with standards when accomplishing their job/mission.

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.
Monitor supervisors who think it's okay to cut corners.
CCs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Beware of and monitor fatigue levels of your personnel.
Monitor and be aware of perceived mission creep.
Leaders should implement ORM processes into their operations.
Establish, communicate (make visible), and enforce performance standards in your command.
Involve the officers and senior NCOs on appropriate issues.

HHQ

Members of my directorate/division work effectively as a team.

Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
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.

HHQ

My directorate/division has a good working relationship with other directorate/divisions in my headquarters.

Establish, communicate (make visible), and enforce performance standards in your command.
Leadership should establish organizational priorities (at all levels) and live by them.
Involve the officers and senior NCOs on appropriate issues.
Communication is key across all pay grades. Ensure it happens.
Do not allow poor communication due to too much reliance on one-way emails.
Be aware of improper perceptions by your personnel.

HHQ

My directorate/division has a good working relationship with similar directorate/divisions in subordinate organizations.

Establish, communicate (make visible), and enforce performance standards in your command.
Leadership should establish organizational priorities (at all levels) and live by them.
Involve the officers and senior NCOs on appropriate issues.
Communication is key across all pay grades. Ensure it happens.
Do not allow poor communication due to too much reliance on one-way emails.
Be aware of improper perceptions by your personnel.

HHQ

Morale in my directorate/division is high.

CCs who prioritize the betterment of their command over the betterment of their careers have the most "operationally excellent" organizations.
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, & MBWA.
"Operationally Excellent" organizations have a mission statement that is clearly understood by all members of the command.
Show me an organization with a strong Sponsor Program, and I'll show you an organization that is "Operationally Excellent".
Incorporate mentorship at every level.
CC sets aside a "dialogue period" with personnel and discusses pertinent issues, such as: training requirements, the latest rumors, etc.
More frequent Commander's Calls to ensure the CC is personally getting the word to the troops.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your organization's “health" (e.g., morale and motivation).

HHQ

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

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 ops/pers tempo with mission accomplishment.
Be aware of collateral mission creep.
Monitor turnover in personnel.
Be aware of the consequences of training with fewer resources.
Beware of and monitor fatigue levels of your personnel.
Ensure headquarters' members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the OPTEMPO of your organization and its effect on safety and unit performance.
Leadership should establish organizational priorities (at all levels) and live by them.

HHQ

My directorate/division has sufficient manning/assets 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 ops/pers tempo with mission accomplishment.
Be aware of collateral mission creep.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Be aware of the consequences of training with fewer resources.
Beware of and monitor fatigue levels of your personnel.
Ensure headquarters' members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the OPTEMPO of your organization and its effect on safety and unit performance.
Leadership should establish organizational priorities (at all levels) and live by them.

HHQ

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

Beware of and monitor fatigue levels of your personnel.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Review the OPTEMPO of your organization and its effect on safety and unit performance.
Leadership should establish organizational priorities (at all levels) and live by them.

HHQ

Our directorate/division has sufficient experienced personnel to operate safely.

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.
Be aware of collateral mission creep.
Monitor turnover in personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish organizational priorities (at all levels) and live by them.
Leaders should implement ORM processes into their operations.
Ensure headquarters' members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the OPTEMPO of your organization and its effect on safety and unit performance.

HHQ

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.

HHQ

Required tools/equipment are available for use.

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.

HHQ

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.

HHQ

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.

HHQ

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

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"?
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.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
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.
Check to see if your junior officers are leading at their level.
Incorporate mentorship at every level.
Ensure your organization has an effective "anonymous" program.
Ensure your organization has an effective safety awards program.
Organization routinely conducts safety meetings (in accordance with applicable directives) to review SOPs and operating procedures.

HHQ

My unit does not sacrifice safety just to get the job done.

Leadership should establish organizational priorities (at all levels) and live by them.
Review the OPTEMPO of your organization and its effect on safety and unit performance.
Monitor and be aware of perceived mission creep.
Establish, communicate (make visible), and enforce performance standards in your command.
Monitor supervisors who think it's okay to cut corners.
Involve the officers and senior NCOs on appropriate issues.
Beware of and monitor fatigue levels of your personnel.
Integrate the ORM process into planning and executing operations.

HHQ

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

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

HHQ

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.

HHQ

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

The CC frequently reinforces the fact that cutting corners is not tolerated in this organization. The CC ensures department heads and senior supervisory personnel understand that this is the only acceptable policy.
CCs/Supervisors at all levels must periodically reinforce emphasis on procedures.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Check to see if your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Monitor supervisors who think it's okay to cut corners.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Review the OPTEMPO of your organization and its effect on safety and unit performance.

HHQ

Leaders/Supervisors react well to unexpected changes.

Communication is key across all pay grades. Ensure it happens.
Review the OPTEMPO of your organization and its effect on safety and unit performance.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Leadership should establish organizational priorities (at all levels) and live by them.
Be aware of seniors that are not malleable to change (for that matter, be aware of juniors, too).
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.
AFCMRS surveys are risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Ensure your headquarters has a safety climate that encourages reporting safety issues.

HHQ

Leaders/Supervisors care for members' quality of life.

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.
Be aware of improper perceptions by your personnel.
Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your organization's “health" (e.g., morale and motivation).
Ensure your junior officers are leading at their level.
Involve the officers and 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.

HHQ

Leaders/Supervisors trust subordinates to handle 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.

HHQ

Safety personnel are effective at promoting safety.

Routinely encourage your subordinate leaders to work with your Safety Representatives.
Ensure your unit Safety Representatives are visible members of your command.
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 your headquarters has a safety climate that encourages reporting safety issues.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Use AFCMRS to identify weaknesses in personnel placement, and then shift personnel as needed to maximize their abilities on the most important issues to our unit.

NucMsn OPS (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)

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.

NucMsn OPS

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

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

NucMsn OPS

My unit closely monitors currency standards.

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

NucMsn OPS

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

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

NucMsn OPS

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

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

NucMsn OPS

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

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

NucMsn OPS

My unit routinely meets operational training goals.

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

NucMsn OPS

My training records are accurately maintained in my unit.

Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Establish, communicate (make visible), and enforce performance standards in your unit.
Leadership should establish unit priorities (at all levels) and live by them.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Monitor turnover in personnel; conduct 6 month forecast/track personnel moves.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
Ensure your junior officers are leading at their level.

NucMsn OPS

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

Involve the officers and senior NCOs on appropriate issues.
Monitor turnover in personnel; conduct 6 month forecast/track personnel moves.
Integrate the ORM process into planning and executing operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Ensure that the balance between mission accomplishment and members personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.

NucMsn OPS

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

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

NucMsn OPS

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

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

NucMsn OPS

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

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

NucMsn OPS

Standards in my unit are clearly defined.

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

NucMsn OPS

Standards in my unit are enforced.

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

NucMsn OPS

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

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

NucMsn OPS

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

Use AFCMRS to identify weaknesses in personnel placement, and then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Balance the delicate issues of operations/personnel tempo with mission accomplishment.
Leaders should implement ORM processes into their operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Establish, communicate (make visible), and enforce performance standards in your unit.
Review the OPSTEMPO of your unit and its effect on safety and unit performance.
CCs closely monitor deployed personnel and maintenance, due to stressors added by TDY.
Ensure that the balance between mission accomplishment and members personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.

NucMsn OPS

My unit recognizes individuals for exceptional safety acts.

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

NucMsn OPS

Anyone intentionally violating official written guidance is swiftly corrected.

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

NucMsn OPS

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

The CC should enforce a "by the book" philosophy.
CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
Involve the officers and senior NCOs on appropriate issues.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Be aware of personnel growing up in an environment that encourages the "Good ol' Boy System" and discourages personal accountability and responsibility.
Establish, communicate (make visible), and enforce performance standards in your unit.

NucMsn OPS

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

Establish, communicate (make visible), and enforce performance standards in your command.
Ensure all communication vehicles are used (e.g., face-to-face, CC Calls, publications, etc.). Too often, vehicles to communicate are overlooked.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Officers/Senior NCO leadership personally monitors training sessions to ensure quality.

NucMsn OPS

Effective communication flow exists within my unit.

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

NucMsn OPS

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

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

NucMsn OPS

My unit environment promotes operations consistent with nuclear surety.

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

NucMsn OPS

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

Establish, communicate (make visible), and enforce performance standards in your command.
CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Incorporate mentorship at every level.
Involve the officers and senior NCOs on appropriate issues
Check to see if your junior officers are leading at their level.
Be aware of improper perceptions by your personnel.
Address (via mentorship, feedback, etc.) operators who think rules aren't necessary and discipline accordingly.
Ensure your unit has a safety culture that encourages reporting safety issues.

NucMsn OPS

Violations of official written guidance are rare in my unit.

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

NucMsn OPS

Crew rest policies are enforced in my squadron.

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

NucMsn OPS

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

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

NucMsn OPS

The unit PRP monitor is well respected in my unit.

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

NucMsn OPS

Members of my unit work effectively as a team.

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

NucMsn OPS

Nuclear mission training is rarely postponed/cancelled.

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

NucMsn OPS

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

The CC should enforce a "by the book" philosophy.
CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Establish, communicate (make visible), and enforce performance standards in your unit.
Leadership should establish unit priorities (at all levels) and live by them.

NucMsn OPS

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

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

NucMsn OPS

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

Reinforce the power of STAN/EVAL personnel.
Ensure your junior officers are leading at their level.
The CC should enforce a "by the book" philosophy.
CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
Balance the delicate issues of operations/personnel tempo with mission accomplishment.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Be aware of personnel growing up in an environment that encourages the "Good ol' Boy System" and discourages personal accountability and responsibility.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Establish, communicate (make visible), and enforce performance standards in your unit.
Leadership should establish unit priorities (at all levels) and live by them.
Set the bar extremely high. Personnel only reach as high as the unit stated goals.
AFCMRS surveys are risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.

NucMsn OPS

Morale in my unit is high.

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

NucMsn OPS

I am provided adequate materiel resources to accomplish my job.

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

NucMsn OPS

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

Use Air Force Manpower Standards (AFMS), as applicable, to ensure and validate optimum distribution, qualification and number of personnel required to do the mission. Request MAJCOM assistance as needed.
Balance the delicate issues of operations/personnel tempo with mission accomplishment.
Monitor turnover in personnel; conduct 6 month forecast/track personnel moves.
Be aware of mission creep to the right.
Be aware of the consequences of training with fewer resources.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Integrate the ORM process into planning and executing operations.
Review the OPSTEMPO of your unit and its effect on safety and unit performance.
Leadership should establish unit priorities (at all levels) and live by them.
Use AFCMRS to identify weaknesses in personnel placement, and then shift personnel as needed to maximize their abilities on the most important issues to our unit.

NucMsn OPS

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

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

NucMsn OPS

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

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

NucMsn OPS

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

Consolidate additional duties and waiver them, if able.
Use Air Force Manpower Standards (AFMS), as applicable, to ensure and validate optimum distribution, qualification and number of personnel required to do the mission. Request MAJCOM assistance as needed.
Use AFCMRS to identify weaknesses in personnel placement, and then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Balance the delicate issues of operations/personnel tempo with mission accomplishment.
Be aware of mission creep to the right.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish unit priorities (at all levels) and live by them.

NucMsn OPS

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

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

NucMsn OPS

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

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

NucMsn OPS

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

Leadership should establish unit priorities (at all levels) and live by them.
Involve the officers and senior NCOs on appropriate issues.
Officers/Senior NCO leadership personally monitors formal and upgrade training to ensure quality.
Integrate the ORM process into planning and executing operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

NucMsn OPS

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

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

NucMsn OPS

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

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

NucMsn OPS

Leaders/Supervisors' decisions are respected in my unit.

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

NucMsn OPS

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

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

NucMsn OPS

Leaders/Supervisors in my unit can be trusted.

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

NucMsn OPS

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

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

NucMsn OPS

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

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

NucMsn OPS

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

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

NucMsn MX (2016)

In my squadron, nuclear security is a key part of all operations.

Establish, communicate (make visible), and enforce performance standards in your unit.
Leadership should establish unit priorities (at all levels) and live by them.
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.
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.
The Aircraft Maintenance Officer or flight commander holds a daily "maintenance management meeting" for all maintenance leaders to ensure the word is getting out and major issues are discussed.
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.
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.

NucMsn MX (2016)

My squadron closely monitors PRP qualifications.

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 MX (2016)

Personnel in my squadron must possess the appropriate work experience and skills to receive qualifications.

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 MX (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 MX (2016)

Maintenance 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.
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 MX (2016)

My training records are well maintained and accurate 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 MX (2016)

I am adequately trained to competently conduct my job.

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 MX (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.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

NucMsn MX (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 MX (2016)

PRP-certified individuals notify their certifying officials and competent medical authority when 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 MX (2016)

In my squadron, required tools and equipment are available and serviceable.

CCs ensure your Mx troops have the right tools and equipment for the job.
CCs ensure sufficient budget is available to replace worn tools and equipment.
Involve the officers and senior NCOs on appropriate issues.

NucMsn MX (2016)

Tool control is closely monitored in my squadron.

Establish, communicate (make visible), and enforce performance standards in your command.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Check to see if your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Be aware of improper perceptions by your personnel.

NucMsn MX (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 MX (2016)

QA/QAE 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 MX (2016)

QA/QAE standards in my squadron are enforced.

CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
The CC should enforce a "by the book" philosophy.
Establish, communicate (make visible), and enforce performance standards in your unit.
Set the bar extremely high. Personnel only reach as high as the unit stated goals.
Officers/Senior NCO leadership personally monitors 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.

NucMsn MX (2016)

Our work performance when deployed is of the same quality as our work performance when at home base.

Balance the delicate issues of operations/personnel tempo with mission accomplishment.
CCs closely monitor deployed personnel and maintenance, due to stressors added by TDY.
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 MX (2016)

My squadron adequately recognizes me or my subordinates for doing the correct procedures and maintenance activities.

Recognize a "Pro of the Month" with a parking spot as a reward.
Ensure your unit has an effective awards program.
Implement a QA outstanding performer award. It will improve maintainer interactions with QA, while providing appropriate recognition for quality workmanship.

NucMsn MX (2016)

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

Ensure your organization has an effective awards program.

NucMsn MX (2016)

In my squadron, official written 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.
Ensure your unit is operating on either ATOMS or JCALS but not both.
If your unit is using IETMS, ensure it is updated with the most current software

NucMsn MX (2016)

Official written guidance (AFIs, AFMANs, T.O.s, etc.) and understanding of nuclear surety procedures direct 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 MX (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 MX (2016)

My squadron effectively communicates pertinent information during shift changes.

Focus renewed attention on maintenance shift turnover.
Be aware of improper perceptions by your personnel.
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.
Communication is key across all levels. Ensure it happens.
Involve the officers and senior NCOs on appropriate issues.
Integrate the ORM process into planning and executing operations.
Ensure your junior officers are leading at their level.

NucMsn MX (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 MX (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 MX (2016)

Our squadron environment promotes practices 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 MX (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 MX (2016)

Peer influence discourages violations of official written guidance 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 MX (2016)

Violations of official written guidance is rare in my squadron.

The CC should enforce a "by the book" philosophy.
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 MX (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 MX (2016)

Duty shifts and rest period 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 MX (2016)

Individuals in my squadron feel free to report PRP 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 MX (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 MX (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 MX (2016)

Unit PRP monitor positions are sought after in my squadron.

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

NucMsn MX (2016)

QA/QAE is a well-respected element of my squadron.

Ensure your QA inspectors understand that they are present to help and train personnel and not to just write personnel up.
Reinforce the power of QA/QAE 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.
Implement a QA outstanding performer award. It will improve maintainer interactions with QA, while providing appropriate recognition for quality workmanship.

NucMsn MX (2016)

QA/QAE positions are sought after in my squadron.

Reinforce the power of QA/QAE personnel.
Set the bar extremely high. Personnel only reach as high as the unit stated goals.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Be aware of improper perceptions by your personnel.
Ensure QA positions are filled by ONLY the finest highly qualified personnel.
Involve the officers and senior NCOs on appropriate issues.

NucMsn MX (2016)

My squadron has a reputation for high-quality performance.

Establish, communicate (make visible), and enforce performance standards in your command.
Leadership should establish unit priorities (at all levels) and live by them.
CCs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
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.
Show me a squadron with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent".
Incorporate mentorship at every level.
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.
Ensure your unit continuously scores well on QA evaluations.

NucMsn MX (2016)

Squadron members are committed to the nuclear mission.

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.
Leadership should establish unit priorities (at all levels) and live by them.
Ensure your unit solicits and values honest feedback.
Operationally productive squadrons have a mission statement that is clearly understood by all members of the unit.
CCs conduct frequent Commanders Calls with personnel to discuss pertinent issues, such as: concerns, training requirements, mission accomplishment, the latest rumors, etc.
Show me a squadron with a strong sponsor program, and I'll show you a squadron that is "Operationally Excellent".
CCs ensure and monitor a strong unit sponsor program.
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 MX (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 MX (2016)

I am provided adequate materiel resources to accomplish my job.

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.
Officers/Senior NCO leadership personally monitors formal and upgrade training to ensure quality.
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 MX (2016)

Day/Night crew has sufficient qualified staffing to meet workload demands 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.
Be aware of mission creep to the right.
Monitor turnover in personnel.
Beware of and monitor fatigue levels of your personnel.
Leaders should implement ORM processes into their operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the OPSTEMPO of your unit and its effect on safety and unit performance.
Ensure that the balance between mission accomplishment and members personal life does not result in overworked and over-stressed personnel.

NucMsn MX (2016)

My squadron has adequate 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 MX (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 MX (2016)

Nuclear surety training is rarely postponed/cancelled due to support of non-nuclear 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 MX (2016)

Multiple job assignments and additional duties are distributed in a manner which allows unit members to perform their primary jobs.

Consolidate additional duties and waiver them, if able.
Use Air Force Manpower Standards (AFMS), as applicable, to ensure and validate optimum distribution, qualification and number of personnel required to do the mission. Request MAJCOM assistance as needed.
Use AFCMRS to identify weaknesses in personnel placement, and then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Balance the delicate issues of operations/personnel tempo with mission accomplishment.
Be aware of mission creep to the right.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish unit priorities (at all levels) and live by them.

NucMsn MX (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 MX (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 MX (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 MX (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 MX (2016)

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

Leadership should establish unit priorities (at all levels) and live by them.
Involve the officers and senior NCOs on appropriate issues.
Officers/Senior NCO leadership personally monitors formal and upgrade training to ensure quality.
Integrate the ORM process into planning and executing operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

NucMsn MX (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 MX (2016)

Supervisors/QA routinely monitor maintenance activities in my squadron.

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"?
Establish, communicate (make visible), and enforce performance standards in your command.
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.
Check to see if your junior officers are leading at their level.
Be aware of improper perceptions by your personnel.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Integrate the ORM process into planning and executing operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

NucMsn MX (2016)

Work center supervisors coordinate their actions in my squadron.

Communication is key across all pay grades. Ensure it happens.
Effective communication requires feedback. Ensure formal and informal feedback mechanisms are in place and used.
Involve the officers and senior NCOs on appropriate issues.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Ensure your junior officers are leading at their level.
Ensure the chain of command is engaged.
Integrate the ORM process into planning and executing operations.

NucMsn MX (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 MX (2016)

Leaders/Supervisors in my squadron care for both 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 MX (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 MX (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 MX (2016)

Leaders/Supervisors in my squadron set the example for compliance with policy, 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 MX (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 MX (2016)

Supervisors encourage members in my squadron to always complete work actions before signing off.

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.
Establish, communicate (make visible), and enforce performance standards in your unit.
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Reinforce the power of Quality Assurance personnel.
Address (via mentorship, feedback, etc.) supervisors who unnecessarily push maintenance troops to hurry up and/or discipline accordingly.
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.
Ensure that the balance between mission accomplishment and members' personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.

NucMsn MX (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 MX

In my unit, nuclear security is a key part of all operations.

Establish, communicate (make visible), and enforce performance standards in your unit.
Leadership should establish unit priorities (at all levels) and live by them.
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.
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.
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.
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.

NucMsn MX

My unit closely monitors job qualifications for currency.

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.

NucMsn MX

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

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

NucMsn MX

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

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

NucMsn MX

My unit closely monitors job qualifications for currency.

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.

NucMsn MX

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

Involve the officers and senior NCOs on appropriate issues.
Monitor turnover in personnel; conduct 6 month forecast/track personnel moves.
Integrate the ORM process into planning and executing operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Ensure that the balance between mission accomplishment and members personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.

NucMsn MX

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

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

NucMsn MX

PRP-certified individuals make required notifications when they receive medical care anywhere other than at their assigned Military Treatment Facility.

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 MX

Tool control is closely monitored.

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.
Involve the officers and senior NCOs on appropriate issues.
Beware of mismanagement due to insufficient mid-level leadership.
Be aware of improper perceptions by your personnel.
Establish, communicate (make visible), and enforce performance standards in your unit.

NucMsn MX

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

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

NucMsn MX

Standards in my unit are clearly defined.

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

NucMsn MX

Standards in my unit are enforced.

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

NucMsn MX

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

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

NucMsn MX

Our work performance when deployed is of the same quality as our work performance when at home base.

Balance the delicate issues of operations/personnel tempo with mission accomplishment.
CCs closely monitor deployed personnel and maintenance, due to stressors added by TDY.
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 MX

My unit recognizes individuals for exceptional safety acts.

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

NucMsn MX

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.

NucMsn MX

Effective communication flow exists within my unit.

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

NucMsn MX

My unit 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 MX

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 MX

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

Establish, communicate (make visible), and enforce performance standards in your command.
CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Incorporate mentorship at every level.
Involve the officers and senior NCOs on appropriate issues
Check to see if your junior officers are leading at their level.
Be aware of improper perceptions by your personnel.
Address (via mentorship, feedback, etc.) operators who think rules aren't necessary and discipline accordingly.
Ensure your unit has a safety culture that encourages reporting safety issues.

NucMsn MX

Violations of official written guidance are rare in my unit.

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

NucMsn MX

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.

NucMsn MX

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.

NucMsn MX

Members of my unit work effectively as a team.

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

NucMsn MX

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

The CC should enforce a "by the book" philosophy.
CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Establish, communicate (make visible), and enforce performance standards in your unit.
Leadership should establish unit priorities (at all levels) and live by them.

NucMsn MX

Unit PRP monitor positions are sought after in my unit.

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

NucMsn MX

QA/QAE is well respected in my unit.

Reinforce the power of Quality Assurance personnel.
Ensure your junior officers are leading at their level.
Set the bar extremely high. Personnel only reach as high as the unit stated goals.
Establish, communicate (make visible), and enforce performance standards in your unit.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your unit has a safety culture that encourages reporting safety issues.
AFCMRS surveys are risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Ensure your QA inspectors understand that they are present to help and train personnel and not to just write personnel up.

NucMsn MX

QA/QAE positions are desirable assignments in my unit

Reinforce the power of Quality Assurance personnel.
Ensure your junior officers are leading at their level.
Set the bar extremely high. Personnel only reach as high as the unit stated goals.
Establish, communicate (make visible), and enforce performance standards in your unit.
Implement a unit policy letter that encourages the reporting of safety issues.
Ensure your unit has a safety culture that encourages reporting safety issues.
AFCMRS surveys are risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Ensure your QA inspectors understand that they are present to help and train personnel and not to just write personnel up.

NucMsn MX

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.

NucMsn MX

Nuclear mission training is rarely postponed/cancelled.

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

NucMsn MX

Morale in my unit is high.

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

NucMsn MX

I am provided adequate materiel resources to accomplish my job.

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.
Officers/Senior NCO leadership personally monitors formal and upgrade training to ensure quality.
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 MX

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

Use Air Force Manpower Standards (AFMS), as applicable, to ensure and validate optimum distribution, qualification and number of personnel required to do the mission. Request MAJCOM assistance as needed.
Balance the delicate issues of operations/personnel tempo with mission accomplishment.
Monitor turnover in personnel; conduct 6 month forecast/track personnel moves.
Be aware of mission creep to the right.
Be aware of the consequences of training with fewer resources.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Integrate the ORM process into planning and executing operations.
Review the OPSTEMPO of your unit and its effect on safety and unit performance.
Leadership should establish unit priorities (at all levels) and live by them.
Use AFCMRS to identify weaknesses in personnel placement, and then shift personnel as needed to maximize their abilities on the most important issues to our unit.

NucMsn MX

Multiple job assignments and additional duties are distributed in a manner which allows unit members to perform their primary jobs.

Consolidate additional duties and waiver them, if able.
Use Air Force Manpower Standards (AFMS), as applicable, to ensure and validate optimum distribution, qualification and number of personnel required to do the mission. Request MAJCOM assistance as needed.
Use AFCMRS to identify weaknesses in personnel placement, and then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Balance the delicate issues of operations/personnel tempo with mission accomplishment.
Be aware of mission creep to the right.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish unit priorities (at all levels) and live by them.

NucMsn MX

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

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

NucMsn MX

Required tools/equipment are serviceable in my unit.

Required tools 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 Mx troops have the right tools and equipment for the job.
CCs ensure sufficient budget is available to replace worn tools and equipment.

NucMsn MX

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

Leadership should establish unit priorities (at all levels) and live by them.
Involve the officers and senior NCOs on appropriate issues.
Officers/Senior NCO leadership personally monitors formal and upgrade training to ensure quality.
Integrate the ORM process into planning and executing operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

NucMsn MX

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.

NucMsn MX

Leaders/Supervisors routinely monitor mission performance in my 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"?
Establish, communicate (make visible), and enforce performance standards in your command.
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.
Check to see if your junior officers are leading at their level.
Be aware of improper perceptions by your personnel.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Integrate the ORM process into planning and executing operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

NucMsn MX

Leaders/Supervisors' decisions are respected in my unit.

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

NucMsn MX

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

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

NucMsn MX

Leaders/Supervisors in my unit can be trusted.

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

NucMsn MX

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

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

NucMsn MX

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

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

NucMsn MX

Leadership in my unit encourages members to comply with standards while getting work completed on time.

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.
Establish, communicate (make visible), and enforce performance standards in your unit.
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the OPSTEMPO of your unit and its effect on safety and unit performance.
Ensure that the balance between mission accomplishment and members' personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.

NucMsn MX

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

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

NucMsn PRAP SUP (2016)

In my squadron, nuclear security is a key part of all operations.

Establish, communicate (make visible), and enforce performance standards in your unit.
Leadership should establish unit priorities (at all levels) and live by them.
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.
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.
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.
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.

NucMsn PRAP SUP (2016)

My squadron closely monitors PRAP qualifications.

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 PRAP SUP (2016)

Personnel in my squadron must possess the appropriate work experience and 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.

NucMsn PRAP SUP (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 PRAP SUP (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 PRAP SUP (2016)

My squadron targets training deficiencies.

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.

NucMsn PRAP SUP (2016)

I am adequately trained to competently conduct my job.

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 PRAP SUP (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.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

NucMsn PRAP SUP (2016)

PRAP-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 PRAP SUP (2016)

PRAP-certified individuals notify their certifying officials and a competent medical authority when they receive medical care anywhere other than at their assigned Military Treatment Facility.

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 PRAP SUP (2016)

In my squadron, required computers, tools, and equipment are serviceable.

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.
Involve the officers and senior NCOs on appropriate issues.

NucMsn PRAP SUP (2016)

My squadron makes effective use of the Competent Medical Authority (CMA) to help manage PRAP 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 PRAP SUP (2016)

Professional performance 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 PRAP SUP (2016)

Professional performance standards in my squadron are enforced.

CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
The CC should enforce a "by the book" philosophy.
Establish, communicate (make visible), and enforce performance standards in your unit.
Set the bar extremely high. Personnel only reach as high as the unit stated goals.
Officers/Senior NCO leadership personally monitors 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.

NucMsn PRAP SUP (2016)

My squadron adequately recognizes me or my subordinates 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 PRAP SUP (2016)

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

Ensure your organization has an effective awards program.

NucMsn PRAP SUP (2016)

In my squadron, written procedural guidance 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.
Ensure your unit is operating on either ATOMS or JCALS but not both.
If your unit is using IETMS, ensure it is updated with the most current software

NucMsn PRAP SUP (2016)

Official written guidance directs day-to-day nuclear surety 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 PRAP SUP (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 PRAP SUP (2016)

My squadron effectively communicates pertinent information during shift changes.

Focus renewed attention on shift turnover.
Be aware of improper perceptions by your personnel.
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.
Communication is key across all levels. Ensure it happens.
Involve the officers and senior NCOs on appropriate issues.
Integrate the ORM process into planning and executing operations.
Ensure your junior officers are leading at their level.

NucMsn PRAP SUP (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 PRAP SUP (2016)

In my squadron, everyone is responsible/accountable for nuclear surety.

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 PRAP SUP (2016)

Our 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 PRAP SUP (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 PRAP SUP (2016)

Peer influence discourages violations of 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 PRAP SUP (2016)

Violations of procedural guidance are rare in my squadron.

The CC should enforce a "by the book" philosophy.
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 PRAP SUP (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 PRAP SUP (2016)

Duty shifts and rest period 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 PRAP SUP (2016)

Individuals in my squadron feel free to report PRAP standards violations 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 PRAP SUP (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 PRAP SUP (2016)

Unprofessional behavior that compromises PRAP 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 PRAP SUP (2016)

Unit PRAP monitor positions are sought after in my squadron.

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

NucMsn PRAP SUP (2016)

Squadron members understand, believe in, and feel committed to the nuclear mission.

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.
Leadership should establish unit priorities (at all levels) and live by them.
Ensure your unit solicits and values honest feedback.
Operationally productive squadrons have a mission statement that is clearly understood by all members of the unit.
CCs conduct frequent Commanders Calls with personnel to discusses pertinent issues, such as: concerns, training requirements, mission accomplishment, the latest rumors, etc.
Show me a squadron with a strong sponsor program, and I'll show you a squadron that is "Operationally Excellent".
CCs ensure and monitor a strong unit sponsor program.
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 PRAP SUP (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 PRAP SUP (2016)

I am provided adequate materiel resources to accomplish my job.

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.
Officers/Senior NCO leadership personally monitors formal and upgrade training to ensure quality.
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 PRAP SUP (2016)

Day/Night crew has sufficient qualified staffing to meet workload demands 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.
Be aware of mission creep to the right.
Monitor turnover in personnel.
Beware of and monitor fatigue levels of your personnel.
Leaders should implement ORM processes into their operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the OPSTEMPO of your unit and its effect on safety and unit performance.
Ensure that the balance between mission accomplishment and members' personal life does not result in overworked and over-stressed personnel.

NucMsn PRAP SUP (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 PRAP SUP (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 PRAP SUP (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 PRAP SUP (2016)

Multiple job assignments and additional duties are distributed in a manner which allows unit members to perform their primary jobs.

Consolidate additional duties and waiver them, if able.
Use Air Force Manpower Standards (AFMS), as applicable, to ensure and validate optimum distribution, qualification and number of personnel required to do the mission. Request MAJCOM assistance as needed.
Use AFCMRS to identify weaknesses in personnel placement, and then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Balance the delicate issues of operations/personnel tempo with mission accomplishment.
Be aware of mission creep to the right.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish unit priorities (at all levels) and live by them.

NucMsn PRAP SUP (2016)

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

CCs closely monitor deployed personnel due to stressors added by TDY.
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 PRAP SUP (2016)

Deployment for non-nuclear surety missions does NOT degrade mission effectiveness 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.
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 PRAP SUP (2016)

Day-to-day non-nuclear mission demands do NOT degrade mission effectiveness 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.
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 PRAP SUP (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 PRAP SUP (2016)

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

Leadership should establish unit priorities (at all levels) and live by them.
Involve the officers and senior NCOs on appropriate issues.
Officers/Senior NCO leadership personally monitors formal and upgrade training to ensure quality.
Integrate the ORM process into planning and executing operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

NucMsn PRAP SUP (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 PRAP SUP (2016)

Supervisors routinely monitor mission performance in my squadron.

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"?
Establish, communicate (make visible), and enforce performance standards in your command.
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.
Check to see if your junior officers are leading at their level.
Be aware of improper perceptions by your personnel.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Integrate the ORM process into planning and executing operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

NucMsn PRAP SUP (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 PRAP SUP (2016)

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

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.
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 PRAP SUP (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 PRAP SUP (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 PRAP SUP (2016)

Leaders/Supervisors in my squadron set the example for compliance with official 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).
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 PRAP SUP (2016)

Leaders/Supervisors in my squadron encourage compliance with standards 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 PRAP SUP (2016)

Leadership in my squadron encourages members to comply with standards while getting work completed on time.

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.
Establish, communicate (make visible), and enforce performance standards in your unit.
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the OPSTEMPO of your unit and its effect on safety and unit performance.
Ensure that the balance between mission accomplishment and members' personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.

NucMsn PRAP SUP (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 PRAP SUP

In my unit, nuclear security is a key part of all operations.

Establish, communicate (make visible), and enforce performance standards in your unit.
Leadership should establish unit priorities (at all levels) and live by them.
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.
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.
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.
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.

NucMsn PRAP SUP

My unit closely monitors PRAP qualifications.

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 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.

NucMsn 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.

NucMsn PRAP SUP

Training records are accurately maintained in my unit.

Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Establish, communicate (make visible), and enforce performance standards in your unit.
Leadership should establish unit priorities (at all levels) and live by them.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Monitor turnover in personnel; conduct 6 month forecast/track personnel moves.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
Ensure your junior officers are leading at their level.

NucMsn PRAP SUP

My unit targets training deficiencies.

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.

NucMsn 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.

NucMsn PRAP SUP

PRAP-certified individuals make required notifications when they self-medicate.

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

NucMsn PRAP SUP

PRAP-certified individuals make required notifications when they receive medical care anywhere other than at their assigned Military Treatment Facility.

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 PRAP SUP

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

NucMsn 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.

NucMsn 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.

NucMsn 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.

NucMsn PRAP SUP

Official written guidance is incorporated into day-to-day nuclear 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.

NucMsn 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.

NucMsn PRAP SUP

My unit 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 PRAP SUP

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 PRAP SUP

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

Establish, communicate (make visible), and enforce performance standards in your command.
CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Incorporate mentorship at every level.
Involve the officers and senior NCOs on appropriate issues
Check to see if your junior officers are leading at their level.
Be aware of improper perceptions by your personnel.
Address (via mentorship, feedback, etc.) operators who think rules aren't necessary and discipline accordingly.
Ensure your unit has a safety culture that encourages reporting safety issues.

NucMsn PRAP SUP

Violations of official written guidance are rare in my unit.

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

NucMsn 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.

NucMsn 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.

NucMsn PRAP SUP

Unit PRAP monitor positions are sought after in my unit.

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

NucMsn PRAP SUP

Nuclear mission training is rarely postponed/cancelled.

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

NucMsn 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.

NucMsn 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.

NucMsn PRAP SUP

I am provided adequate materiel resources to accomplish my job.

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.
Officers/Senior NCO leadership personally monitors formal and upgrade training to ensure quality.
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 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.

NucMsn PRAP SUP

Multiple job assignments and additional duties are distributed in a manner which allows unit members to perform their primary jobs.

Consolidate additional duties and waiver them, if able.
Use Air Force Manpower Standards (AFMS), as applicable, to ensure and validate optimum distribution, qualification and number of personnel required to do the mission. Request MAJCOM assistance as needed.
Use AFCMRS to identify weaknesses in personnel placement, and then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Balance the delicate issues of operations/personnel tempo with mission accomplishment.
Be aware of mission creep to the right.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish unit priorities (at all levels) and live by them.

NucMsn PRAP SUP

Required written guidance is available in my unit.

The CC should enforce a "by the book" philosophy.
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 unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
CCs ensure your Mx troops have the right tools and equipment for the job.

NucMsn PRAP SUP

Required tools/equipment are serviceable in my unit.

Required tools 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 Mx troops have the right tools and equipment for the job.
CCs ensure sufficient budget is available to replace worn tools and equipment.

NucMsn 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.

NucMsn PRAP SUP

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

Leadership should establish unit priorities (at all levels) and live by them.
Involve the officers and senior NCOs on appropriate issues.
Officers/Senior NCO leadership personally monitors formal and upgrade training to ensure quality.
Integrate the ORM process into planning and executing operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

NucMsn 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.

NucMsn PRAP SUP

Supervisors routinely monitor mission performance in my 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"?
Establish, communicate (make visible), and enforce performance standards in your command.
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.
Check to see if your junior officers are leading at their level.
Be aware of improper perceptions by your personnel.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Integrate the ORM process into planning and executing operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

NucMsn PRAP SUP

Leaders/Supervisors' decisions are respected in my unit.

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

NucMsn 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.

NucMsn PRAP SUP

Leaders/Supervisors in my unit can be trusted.

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

NucMsn 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.

NucMsn 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.

NucMsn PRAP SUP

Leadership in my unit encourages members to comply with standards while getting work completed on time.

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.
Establish, communicate (make visible), and enforce performance standards in your unit.
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the OPSTEMPO of your unit and its effect on safety and unit performance.
Ensure that the balance between mission accomplishment and members' personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.

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

NucMission non-PRAP SUP (2016)

My squadron adequately updates safety standards and 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 (2016)

My squadron 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 (2016)

My squadron 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.
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.

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 (2016)

My squadron 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 supports the safety awards program.
Ensure your unit has a safety culture that encourages reporting safety issues.

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 (2016)

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

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

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 (2016)

Standards in my squadron 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.

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 (2016)

Standards in my squadron are enforced.

CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
The CC should enforce a "by the book" philosophy.
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.
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

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 (2016)

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

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

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 (2016)

Anyone intentionally violating official written guidance is swiftly corrected.

The CC should enforce a "by the book" philosophy.
Offer a monthly "Retribution Free" discussion period for crews to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
CCs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Monitor aggressive personnel who think rules aren't necessary.
Monitor supervisors who think it's okay to cut corners.
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

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 (2016)

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

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 (2016)

Official written guidance is incorporated into day-to-day safety 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.

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 (2016)

My squadron accurately identifies and assesses hazards associated with its operations.

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.
Balance the delicate issues of operations/personnel tempo with mission accomplishment.
Be aware of mission creep to the right.
Assign, educate, and employ safety representatives in your unit.
AFCMRS surveys are risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
Involve the officers and senior NCOs on appropriate issues.
Beware of and monitor fatigue levels of your personnel.
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.
Establish, communicate (make visible), and enforce performance standards in your unit.

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 (2016)

My squadron adequately monitors daily tasks 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

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 (2016)

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 (2016)

Effective communication flow exists within my squadron.

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.
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.
Ensure your unit has an effective "hazard reporting" program.
Ensure your unit has a safety culture that encourages reporting safety issues.
CCs conduct frequent Commanders Calls with personnel to discusses pertinent issues, such as: concerns, training requirements, mission accomplishment, the latest rumors, etc.

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 (2016)

Effective communication flow exists between my squadron and external organizations.

Effective communication requires feedback. Ensure formal and informal feedback mechanisms are in place and used.
Be aware of improper perceptions by your personnel.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Do not allow poor communication due to too much reliance on one-way emails.
Ensure your unit has a safety culture that encourages reporting safety issues.

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 (2016)

My squadron effectively communicates pertinent information during shift changes.

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.
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.
Communication is key across all levels. Ensure it happens.
Involve the officers and senior NCOs on appropriate issues.
Integrate the ORM process into planning and executing operations.
Ensure your junior officers are leading at their level.

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 (2016)

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

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 (2016)

My squadron 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.
Incorporate mentorship at every level.
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 supports the safety awards program.
Ensure your unit has a safety culture that encourages reporting safety issues.
Ensure your Unit Safety Representatives are visible members of your unit.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions.
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

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 (2016)

Violations of written official guidance are rare in my squadron.

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

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 (2016)

Our squadron 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

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 (2016)

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.

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 (2016)

Squadron 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.

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 (2016)

Individuals in my squadron feel free to report safety violations, unsafe behaviors, or hazardous conditions.

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

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 (2016)

Safety days are effective in my squadron.

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

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 (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 officers and SNCOs understand 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.
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.

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 (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 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.

NucMission non-PRAP SUP (2016)

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

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

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 (2016)

Unit Safety Representative positions are desirable positions in my squadron.

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

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 (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".
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.
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).

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 (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.
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

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 (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.
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 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.
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

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 (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 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

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 (2016)

Required guidance is available in my squadron.

The CC should enforce a "by the book" philosophy.
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 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

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 (2016)

My squadron provides adequate IT (information technology) equipment for me to effectively 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

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 (2016)

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

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 members personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Establish, communicate (make visible), and enforce performance standards in your unit.
Leadership should establish unit priorities (at all levels) and live by them.

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 (2016)

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

Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Ensure that the balance between mission accomplishment and members personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
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.
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 (2016)

Leaders/Supervisors in my squadron are actively engaged in the safety program and 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 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 (2016)

Leaders/Supervisors in my squadron 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 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 (2016)

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 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 (2016)

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

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

NucMission non-PRAP SUP (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 officers and SNCOs understand 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.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions.
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.

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 (2016)

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

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.

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 (2016)

Leaders/Supervisors in my squadron 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 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

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.

NucMission non-PRAP SUP (2016)

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.

NucMission non-PRAP SUP (2016)

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.

NucMsn MED

My unit recognizes individuals for exceptional safety acts.

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

NucMsn MED

Effective communication flow exists within my unit.

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

NucMsn MED

Violations of official written guidance are rare in my unit.

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

NucMsn MED

Morale in my unit is high.

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

NucMsn MED

Additional duties do not adversely affect my PRP/PRAP duties.

Consolidate additional duties and waiver them, if able.

NucMsn MED

Senior leaders in my unit care about my 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.

MED PT Safety

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.

MED PT Safety

Violations of official written guidance are rare in my unit

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.

MED PT Safety

During the Continuous Process Improvement (CPI) project, leaders in my unit ask for data on processes before implementing solutions.

Continuous Process Improvement (CPI) management enable leaders to drive a culture of transformation where CPI is the essence of daily business. It challenges leaders to focus on processes at the point of service. During huddles and when rounding, leaders ask how the process is operating and expect real time data. Using humble inquiry, leaders query how the proposed solutions will improve performance.

MED PT Safety

I am empowered to improve my work processes.

Leaders are responsible for creating an environment where problems can be resolved at the point of occurrence and by the people doing/improving the work. CPI guiding principles are “Every Airman, Every Day, a Problem Solver” and “Focus on Frontline Operations and the People Who Do the Work”. This means leaders encourage airmen to map their processes, understand process performance using data, and improve their processes by eliminating waste. As a result, airmen feel supported to use process thinking to improve their work.

MED PT Safety

My leadership coaches our work team on how to improve processes.

Leaders are expected to spend significant part of their time observing the process, coaching MTF personnel, assuring CPI is being used through structured practices such as: Rounding to Influence, Huddling at Performance boards, Auditing work, providing real-time feedback. Leaders need to understand and practice the leader behaviors of coaching, caring, learning, appreciating, and contributing. Leaders are responsible for coaching their subordinates through desired change by helping them understand their processes, identify improvement opportunities, and supporting them to make the changes. This includes process mapping, data collection and implementing appropriate countermeasures. Conscious leaders use intuitive listening, humble and open inquiry, leading with questions and using open body language. Through these behaviors, leaders create a positive environment to reinforce trust for learning and growth.

MED PT Safety

Members of my unit do not cut corners to accomplish their job/mission.

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 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.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions.
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 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.
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.

MED PT Safety

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.

MED PT Safety

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.
Balance the delicate issues of operations/personnel tempo with mission accomplishment.
Educate your personnel to recognize fatigue "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.)

MED PT Safety

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.

MED PT Safety

My organization 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.

MED PT Safety

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.

MED PT Safety

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

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.
Assign, educate, and employ safety representatives in your unit.
Integrate the ORM process into planning and executing operations.
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.

MED PT Safety

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.

MED PT Safety

At my MTF, patients speak up about their care needs, preferences, and values.

AF Patient and Family Engagement Toolkit; NPSF Ask Me 3; and Joint Commission Speak Up Campaign.

MED PT Safety

My MTF used patient feedback to improve care in the past 12 months.

Trusted Care Patient and Family Partnership Council (PFPC) milSuite; AHRQ Guide to Patient and Family Engagement in Hospital Quality and Safety – Strategy 1 – Working With Patients and Families as Advisors

MED PT Safety

If a medical error occurred, my healthcare team has notified patients after it was discovered.

AF Healthcare Resolutions milSuite

MED PT Safety

At my MTF, patients actively participate in making decisions about their care.

AHRQ Shared Decision Making Toolkit – SHARE

MED PT Safety

Senior leaders in my unit prohibit cutting corners to accomplish the 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.

MED PT Safety

Senior leaders 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.
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.

MED PT Safety

Senior leaders in my unit care about my 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.

SW OPS

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.

SW OPS

My unit closely monitors currency standards.

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

SW OPS

My squadron 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 supports the safety awards program.
Ensure your unit has a safety culture that encourages reporting safety issues.

SW OPS

My unit routinely meets its operational training goals.

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

SW OPS

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.

SW OPS

Standards in my unit are clearly defined.

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

SW OPS

Standards in my unit are enforced.

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

SW OPS

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

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

SW OPS

My unit makes effective use of the flight surgeon to help manage high-risk personnel.

Be aware of improper perceptions by your personnel.
Beware of and monitor fatigue levels of your personnel.

SW OPS

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

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

SW OPS

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

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

SW OPS

Anyone intentionally violating official written guidance is swiftly corrected.

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

SW OPS

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

Use AFCMRS to identify weaknesses in personnel placement, and then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Balance the delicate issues of operations/personnel tempo with mission accomplishment.
Leaders should implement ORM processes into their operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Establish, communicate (make visible), and enforce performance standards in your unit.
Review the OPSTEMPO of your unit and its effect on safety and unit performance.
CCs closely monitor deployed personnel and maintenance, due to stressors added by TDY.
Ensure that the balance between mission accomplishment and members personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.

SW OPS

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.

SW OPS

My unit accurately assesses hazards associated with its operations.

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.
AFCMRS surveys are risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
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.) operators who think rules aren't necessary and discipline accordingly.
Be aware of mission creep to the right.
Assign, educate, and employ safety representatives in your unit.
Integrate the ORM process into planning and executing operations.
Leaders should implement ORM processes into their operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

SW OPS

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

Involve the officers and senior NCOs on appropriate issues.
Monitor turnover in personnel; conduct 6 month forecast/track personnel moves.
Integrate the ORM process into planning and executing operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Ensure that the balance between mission accomplishment and members personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.

SW OPS

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

Are ORM Worksheets in your unit being "gamed" by operators to keep go/no-go decisions at their level?
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.
Ensure your headquarters has a vibrant indoctrination program and a welcome aboard program.
Ensure headquarters' members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Request ORM training from higher headquarters.

SW OPS

My unit's Crew Resource Management (CRM) program is helping to improve mission performance and safety.

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.
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.

SW OPS

Effective communication flow exists within my unit.

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

SW OPS

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.

SW OPS

Violations of operating procedures 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.
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.

SW OPS

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.

SW OPS

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.

SW OPS

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.

SW OPS

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.

SW OPS

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

Reinforce the power of STAN/EVAL personnel.
Ensure your junior officers are leading at their level.
The CC should enforce a "by the book" philosophy.
CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
Balance the delicate issues of operations/personnel tempo with mission accomplishment.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Be aware of personnel growing up in an environment that encourages the "Good ol' Boy System" and discourages personal accountability and responsibility.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Establish, communicate (make visible), and enforce performance standards in your unit.
Leadership should establish unit priorities (at all levels) and live by them.
Set the bar extremely high. Personnel only reach as high as the unit stated goals.
AFCMRS surveys are risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.

SW OPS

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.

SW OPS

Members of my unit work effectively as a team.

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

SW OPS

The Safety Officer position is a desirable position 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.

SW OPS

Morale in my unit is high.

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

SW OPS

I am provided adequate materiel resources to accomplish my job.

I am provided adequate resources (e.g., time, staffing, budget, and equipment) 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. Incorporate mentorship at every level.
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.
Be aware of the consequences of training with fewer resources.
Invest the time in training now. It'll cost you, but less than later.
Beware of mismanagement due to insufficient mid-level leadership.
Review the OPSTEMPO of your unit and its effect on safety and unit performance.
Make every effort to provide unit personnel with right tools for the job.

SW OPS

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

Use Air Force Manpower Standards (AFMS), as applicable, to ensure and validate optimum distribution, qualification and number of personnel required to do the mission. Request MAJCOM assistance as needed.
Balance the delicate issues of operations/personnel tempo with mission accomplishment.
Monitor turnover in personnel; conduct 6 month forecast/track personnel moves.
Be aware of mission creep to the right.
Be aware of the consequences of training with fewer resources.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Integrate the ORM process into planning and executing operations.
Review the OPSTEMPO of your unit and its effect on safety and unit performance.
Leadership should establish unit priorities (at all levels) and live by them.
Use AFCMRS to identify weaknesses in personnel placement, and then shift personnel as needed to maximize their abilities on the most important issues to our unit.

SW OPS

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

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

SW OPS

I have adequate time to prepare for and brief my operational missions

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

SW OPS

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.).

SW OPS

Unit members' life style, behavior, and judgment allow them to obtain sufficient rest to perform their jobs.

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 unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Educate your personnel to recognize fatigue "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.).

SW OPS

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

Consolidate additional duties and waiver them, if able.
Use Air Force Manpower Standards (AFMS), as applicable, to ensure and validate optimum distribution, qualification and number of personnel required to do the mission. Request MAJCOM assistance as needed.
Use AFCMRS to identify weaknesses in personnel placement, and then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Balance the delicate issues of operations/personnel tempo with mission accomplishment.
Be aware of mission creep to the right.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish unit priorities (at all levels) and live by them.

SW OPS

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

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

SW OPS

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

SW OPS

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.

SW OPS

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

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

SW OPS

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

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

SW OPS

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

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

SW OPS

My unit Safety Representative is effective at promoting safety in my unit.

The Flight Safety Officer (FSO)/Missile/Space Safety Officer is effective at promoting safety in my squadron.
Develop a formal squadron safety training plan and is coordinated with the flights and/or sections.
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.
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 Safety Representatives are visible members of your unit.
Support your wing if an Organizational Safety Assessment (OSA) is solicited.

SW OPS

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.

SW OPS

Leaders 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.

ISR OPS

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.

ISR OPS

My unit closely monitors currency standards.

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

ISR OPS

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.

ISR OPS

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

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

ISR OPS

Anyone intentionally violating official written guidance is swiftly corrected.

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

ISR OPS

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

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

ISR OPS

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

Are ORM Worksheets in your unit being "gamed" by operators to keep go/no-go decisions at their level?
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.
Ensure your headquarters has a vibrant indoctrination program and a welcome aboard program.
Ensure headquarters' members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Request ORM training from higher headquarters.

ISR OPS

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

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

ISR OPS

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

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

ISR OPS

Effective communication flow exists within my unit.

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

ISR OPS

My unit recognizes individuals for exceptional safety acts.

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

ISR OPS

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

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

ISR OPS

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.

ISR OPS

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.

ISR OPS

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.

ISR OPS

Violations of official written guidance are rare in my unit.

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

ISR OPS

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.

ISR OPS

Crew rest 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.

ISR OPS

Members of my unit work effectively as a team.

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

ISR OPS

The Unit Safety Representative position is desirable 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.

ISR OPS

Morale in my unit is high.

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

ISR OPS

I am provided adequate materiel resources to accomplish my job.

I am provided adequate resources (e.g., time, staffing, budget, and equipment) 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. Incorporate mentorship at every level.
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.
Be aware of the consequences of training with fewer resources.
Invest the time in training now. It'll cost you, but less than later.
Beware of mismanagement due to insufficient mid-level leadership.
Review the OPSTEMPO of your unit and its effect on safety and unit performance.
Make every effort to provide unit personnel with right tools for the job.

ISR OPS

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

Use Air Force Manpower Standards (AFMS), as applicable, to ensure and validate optimum distribution, qualification and number of personnel required to do the mission. Request MAJCOM assistance as needed.
Balance the delicate issues of operations/personnel tempo with mission accomplishment.
Monitor turnover in personnel; conduct 6 month forecast/track personnel moves.
Be aware of mission creep to the right.
Be aware of the consequences of training with fewer resources.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Beware of mismanagement due to insufficient mid-grade enlisted leadership.
Integrate the ORM process into planning and executing operations.
Review the OPSTEMPO of your unit and its effect on safety and unit performance.
Leadership should establish unit priorities (at all levels) and live by them.
Use AFCMRS to identify weaknesses in personnel placement, and then shift personnel as needed to maximize their abilities on the most important issues to our unit.

ISR OPS

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.

ISR OPS

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

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.)

ISR OPS

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

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

ISR OPS

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

Consolidate additional duties and waiver them, if able.
Use Air Force Manpower Standards (AFMS), as applicable, to ensure and validate optimum distribution, qualification and number of personnel required to do the mission. Request MAJCOM assistance as needed.
Use AFCMRS to identify weaknesses in personnel placement, and then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Balance the delicate issues of operations/personnel tempo with mission accomplishment.
Be aware of mission creep to the right.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish unit priorities (at all levels) and live by them.

ISR OPS

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.

ISR OPS

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.

ISR OPS

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

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

ISR OPS

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

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

ISR OPS

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

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

ISR 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.

ISR 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.

ISR 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.

ISR 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.

ISR 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.

ISR SUP

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

Are ORM Worksheets in your unit being "gamed" by operators to keep go/no-go decisions at their level?
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.
Ensure your headquarters has a vibrant indoctrination program and a welcome aboard program.
Ensure headquarters' members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Request ORM training from higher headquarters.

ISR 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.

ISR 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.

ISR SUP

Violations of official written guidance are rare in my unit.

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

ISR 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.

ISR 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.

ISR 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.

ISR 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.

ISR 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.

ISR 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.

ISR SUP

Unit members' life style, behavior, and judgment allow them to obtain sufficient rest to perform their jobs.

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 unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Educate your personnel to recognize fatigue "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.).

ISR SUP

I am provided adequate materiel resources to accomplish my job.

I am provided adequate resources (e.g., time, staffing, budget, and equipment) 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. Incorporate mentorship at every level.
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.
Be aware of the consequences of training with fewer resources.
Invest the time in training now. It'll cost you, but less than later.
Beware of mismanagement due to insufficient mid-level leadership.
Review the OPSTEMPO of your unit and its effect on safety and unit performance.
Make every effort to provide unit personnel with right tools for the job.

ISR 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.

ISR 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.

ISR 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.).

ISR 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.

ISR 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.

ISR 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.

ISR 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.

ISR 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.

ISR 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.

ISR 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.

Test Agency

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).

Test Agency

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.

Test Agency

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.

Test Agency

Leaders/Supervisors in my squadron 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.

MED OPS

Additional duties do not adversely affect my primary duties in my unit.

Consolidate additional duties and waiver them, if able.

MED OPS

I am provided adequate materiel resources to accomplish my job.

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