OSCAS - Orig AOC ASPA Intervention Strategies

Considerations

Orig AOC ASPA

AOC adequately trains personnel to safely conduct their jobs.

Hard schedule training.
Ensure that scheduled training is provided per the weekly training schedule, or rescheduled immediately if events require a slide.
Officers/CPO leadership personally monitor training sessions to ensure quality.
Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Develop a weekly qualification tracker to maximize training and eliminate “gun decking.”
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Do not push personnel beyond their own perception of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks.
Increase focus on training at Det sites.
Invest the time (in training) now. It'll cost you, but less than later.

Orig AOC ASPA

AOC provides adequate recognition for individual safety acts.

Ensure your unit has an effective safety awards program.
Survey respondents often perceive that Safety Pros awards are too infrequent despite monthly awards in their squadrons. Ensure when reading the citations that it is understood these awards are for being a Safety Pro.
Ensure safety recognition programs (e.g., safety pro, individual/group actions/etc.) are utilized and advertised.
Reinvigorate the safety award process to "catch personnel in the act of using solid ORM."
Direct more command attention at those who do right than those who do wrong.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Publish a Safety Gram with recognition for personnel accomplishments/acts.
Submit a hometown news release and/or letter to family for significant safety acts.
Recognize a Safety Pro of the Month with a parking spot as a reward.
Recognize government civilian and contract employee safety achievements, if warranted.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Ensure your unit has a safety climate that encourages reporting safety issues.

Orig AOC ASPA

SOPs and safety rules are enforced at AOC.

The CO should enforce a "by the book" philosophy.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Check to see if your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Monitor aggressive personnel who think rules aren't necessary.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Establish, communicate (make visible), and enforce performance standards in your command.

Orig AOC ASPA

Personnel must possess the appropriate experience or skills to earn qualifications at AOC.

Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less."
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Develop a weekly qualification tracker to maximize training and eliminate "gun decking."
Establish, communicate (make visible), and enforce performance standards in your unit.
Set the bar extremely high. Personnel only reach as high as the unit stated goals.
Officers/Senior NCO leadership personally monitors training sessions to ensure quality.
Monitor turnover in personnel; conduct six-month forecast/track personnel moves.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.

Orig AOC ASPA

AOC members, from the top down, incorporate operational risk management (ORM) into daily activities.

Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use real life, practical examples of CRM and ORM for training, vice repetitive overviews of the seven skills and ORM steps. The goal is safe operations, not memorization.
Do not push personnel beyond their own perception of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks.
Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices.

Orig AOC ASPA

AOC makes good use of special staff (e.g., medical, OPM, etc.) to assist personnel.

Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Review personnel jackets for drug/alcohol histories.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk personnel.
Integrate the ORM process into identifying/managing high risk personnel.
Monitor aggressive personnel who think rules aren't necessary.
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Ensure your unit Safety Officer and Safety Petty Officer/NCO are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety Petty Officer/NCO.

Orig AOC ASPA

Effective communication exists within my section at AOC.

Offer a "Retribution Free" discussion period for personnel to allow discussions with leadership.
“True Confessions” and other methods of sharing experiences are invaluable methods to promulgate safety information, incorporate lessons learned, further communication in other avenues, and improve camaraderie and morale.
Have each department provide updates to an in-house calendar to track future events and post relevant information.
Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
In order to open the lines of communication, hold quarters at least once every 2 weeks and hold all khaki meetings (E-7 - O-5) every Monday. Use this time to let everyone know "the big picture" and ensure that the entire chain of command knows what you are doing and why.
Have frequent Captain's Calls (by department or paygrade) to personally get the word to the troops and enhance communication flow. Engage the khaki leadership and share the information from your survey(s). Discuss command culture, communication, and standardization required to sustain long term production. The leaders of the squadron will then speak with one voice.
Having an open door policy on safety related issues will greatly improve communication within the unit.
COs/Department leaders can conduct a quarterly breakfast with the SNCOs to open up lines of communication between each other.
Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
All large organizations have communication challenges. Find solutions for the bottlenecks and shortfalls.
CO concludes formations by asking personnel if anyone has heard any rumors, vice the more standard, "Does anyone have any questions for me?" . . . . Gets better results.
Communication is key across all pay grades. Ensure it happens.
Ensure all communication vehicles are used (e.g., face-to-face, POD, Quarters, publications, social media, etc.). Too often, vehicles to communicate are overlooked.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Do not allow poor communication due to too much reliance on one-way emails.
Don't expect people to remember what you said two weeks ago. If it's important, publish it or restate it often.
Provide a "state of the squadron" address. It will help you find out where you are and communicate it to your subordinates.
Discuss survey results and interventions with personnel to develop optimal solutions and increase survey process "buy in."
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Ensure intervention options are clearly communicated.
Publish a newsletter that outlines upcoming events for the next month. Email to everyone in the unit and post throughout the unit.
Establish a tiger team to look at how to improve communication across the organization.
Hold "Town Hall" meetings (Officers/SNCOs, NCOs, and junior Marines) to address positive and negative survey results to allow the Marines to become part of the solution to weak areas.
Brief survey specifics at an All Hands Call and discuss root causes and possible solutions. Then conduct a detailed review with an Assessments Working Group to generate a comprehensive long-term plan of resolution.
Incorporate SNCO and Enlisted meetings with Senior Enlisted in order to improve communication.

Orig AOC ASPA

AOC keeps me well informed regarding important safety information.

Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication.
Maintain relevant hazard reports, notices, etc. in ready rooms and lounges to increase awareness/discussion.
Increase emphasis on aviation and ground safety at AOMs and quarters.
Encourage safety reps to use every morning meeting and evening pass down to address trends and "stay on message." They need to routinely visit all work centers and production divisions.
Have monthly section ground safety meetings.
Don't beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
Reach out to counterparts in similar units for lessons learned and common concerns.
Ensure intervention options are clearly communicated.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
“True Confessions” and other methods of sharing experiences are invaluable methods to promulgate safety information, incorporate lessons learned, further communication in other avenues, and improve camaraderie and morale.
Regularly publicize (through multiple venues) the names of the command safety representatives.
Hold "Town Hall" meetings (Officers/SNCOs, NCOs, and junior Marines) to address positive and negative survey results to allow the Marines to become part of the solution to weak areas.
Brief survey specifics at an All Hands Call and discuss root causes and possible solutions. Then conduct a detailed review with an Assessments Working Group to generate a comprehensive long-term plan of resolution.

Orig AOC ASPA

Required publications are current and used at AOC.

Beware of an environment where "work-arounds" are "the way we do things here."
Involve the officers and senior NCOs on appropriate issues.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.

Orig AOC ASPA

AOC has a reputation for high-quality performance.

Outstanding command leadership teams are "brilliant on the basics."
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Focus on what you are doing correctly.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
Reach out to counterparts in similar units for lessons learned and common concerns.
Establish, communicate (make visible), and enforce performance standards in your command.
Set the bar extremely high. Sailors only reach as high as the command's stated goals.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Monitor supervisors who think it's okay to cut corners.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.

Orig AOC ASPA

Training is conducted as scheduled.

Hard schedule training.
Leadership should establish priorities (at all levels) and live by them.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Formalize maintenance training (not just OJT).
Supervisors personally monitor training sessions to ensure quality.
Invest the time (in training) now. It'll cost you, but less than later.
Have QA provide a 15-30 minute training session to a different maintenance work center each day following FOD walk down.

Orig AOC ASPA

Individuals are comfortable approaching their supervisor about personal issues/illness.

Central to good leadership is maintaining strong and vibrant two-way conversations with ALL personnel.
Communication is key across all military/artisan levels. Ensure it happens.
Trust, built through human contact/engagement, is the fundamental building block of our command and control structure and our ability to achieve mission success.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Be aware of inaccurate perceptions by your personnel.
Engage your personnel and attempt to discover their issues and concerns.
Leaders/Supervisors should take appropriate action on subordinates’ issues, so it does not appear that they are ignoring their concerns.

Orig AOC ASPA

Individuals at AOC are comfortable reporting safety violations, unsafe behaviors, or hazardous conditions.

Self-reporting does not work if the only outcome is repercussions.
Personnel should expect positive reinforcement for reporting issues, not fear repercussions.
Lead by example and admit your own mistakes/issues. This will encourage others to come forward without fear of reprisal.
Leaders/supervisors should take appropriate action on subordinates’ issues, so it does not appear that they are ignoring their concerns.
Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
Direct more command attention at those who do right than those who do wrong.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Publish a Safety Gram with recognition for personnel accomplishments/acts.
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Be aware of improper perceptions by your personnel.
Ensure your unit Safety Officer/ASO and Safety PO/NCO are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety PO/NCO.
A strong "Anymouse" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Ensure your unit has an effective safety awards program.
Ensure your unit has a safety climate that encourages reporting safety issues.
Regularly publicize (through multiple venues) the names of the command safety representatives.

Orig AOC ASPA

All members of the AOC have the authority to halt unsafe activities until the hazards/risks are addressed.

Empower ALL personnel to halt unsafe activities until hazards/risks are addressed.
Involve the officers and senior enlisted personnel on appropriate issues.
Challenge the enlisted leadership to be more proactive with their personnel and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the NCO/Petty Officer level by empowering them to make decisions regarding safety practices.
Integrate the ORM process into planning and executing operations.
Ensure members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety PO/NCO.
Ensure your unit has a safety climate that encourages reporting safety issues.

Orig AOC ASPA

AOC members do not cut corners to accomplish their job/mission.

The CO frequently reinforces the fact that cutting corners is not tolerated in this organization. The CO ensures department heads and senior supervisory personnel understand that this is the only acceptable policy.
Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Address any misperceptions of “getting the X at all costs” with pilots, aircrew, tactics instructors, and Department Heads.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time. Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Beware of an environment where "work-arounds" are "the way we do things here."
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Monitor supervisors who think it's okay to cut corners.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Beware of and monitor fatigue levels of your personnel.
Monitor and be aware of perceived mission creep.
Establish, communicate (make visible), and enforce performance standards in your command.
Involve the officers and senior NCOs on appropriate issues.

Orig AOC ASPA

Members of the AOC are provided the opportunity to obtain sufficient rest to do their jobs safely.

Beware of and monitor fatigue levels of your personnel.
Implemented new rules on shift work going to duty in order to avoid excessively tired folks driving home.
We are now tracking days off for each Marine in the Squadron to ensure that each person receives adequate time away from work.
We created a "weekend" shift to cover weekends rather than calling in duty sections every weekend.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Educate your personnel to recognize fatigue "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.)
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Encourage personnel to live near their place of work. Long work days combined with excessive commutes leads to fatigued workers and drivers.
Avoid recalls/holdovers of night check personnel for non-mission critical tasks (e.g., awards ceremonies, inspections, musters, etc.) to avoid driving fatigued.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Establish More stringent control of work hours, especially for the maintenance departments.
Commuting/road travel highlighted as an area of concern? Evaluate policies on rest and travel, ensuring accommodation available for extended and/or late-night events.

Orig AOC ASPA

Members of the AOC work well together.

Plan ahead and share plans/timelines with personnel to improve productivity and morale
Leaders set the example.
Outstanding command leadership teams are "brilliant on the basics."
Direct more command attention at those who do right than those who do wrong.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Assign teams/tasks across departmental boundaries to reduce departmental rivalries (e.g., OPS versus Maintenance) and build camaraderie.
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.

Orig AOC ASPA

Morale at AOC is high.

Safety climate survey results revealed that unit morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Unit leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
Ensure junior officers visit a different work center/shop at least once a month to increase their knowledge, unit camaraderie, and enlisted/officer morale.
CO or XO visiting the workspaces and just talking to the junior Marines and getting to know them would greatly increase not only morale, but also let the Marines know that their command cares about them and listens to them.
Improve morale within the SNCO/officer ranks by increasing their authority and control of their sections/departments (e.g., liberty/leave approval, planning, training, etc.).
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Institute morale building incentives like "shop/platoon/company of the month."
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Share all relevant information. Playing “I’ve got a secret” hurts productivity and morale.
Assign teams/tasks across departmental boundaries to reduce departmental rivalries (e.g., OPS versus Maintenance) and build camaraderie.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Plan ahead and share plans/timelines with personnel to improve productivity and morale
Focus on what you are doing correctly.
COs who prioritize the betterment of their command over the betterment of their careers have the most "operationally excellent" squadrons.
Incorporate mentorship at every level.
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).

Orig AOC ASPA

AOC has enough experienced personnel to perform its current tasks.

Many hardships are outside your unit’s control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
If possible, reduce extraneous tasking and challenge unreasonable requests.
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of military occupational specialties (MOSs).
Use survey results to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Ensure work shifts are adequately manned for workloads (e.g., night check often has more demands with less people than day shift).
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Be aware of collateral mission creep.
Monitor turnover in personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish unit priorities (at all levels) and live by them.
Review the OPTEMPO of your unit and its effect on safety and unit performance.

Orig AOC ASPA

Leaders/Supervisors at AOC set a good example for following standards.

Establish, communicate (make visible), and enforce performance standards in your command.
Realize that subordinates watch their leaders/supervisors regarding what is and is not acceptable behaviors.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Outstanding command leadership teams are "brilliant on the basics."
The CO should frequently reinforce that cutting corners is not tolerated. Ensure department heads and senior supervisory personnel understand that this is the only acceptable policy.
Monitor supervisors who think it's okay to cut corners.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Check to see if your junior officers are leading at their level.

Orig AOC ASPA

Leaders/Supervisors at AOC care about my quality of life.

Survey results show that unit morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Unit leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Ensure personnel readiness and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
Personnel often want to be more involved and/or become mentors. These personnel are a "solution" to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Involve the officers and senior NCOs on appropriate issues.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Ensure your subordinate commanders, leaders, and/or supervisors secure their people as early as possible when and where they can on a daily basis.
Guard against daily last minute tasking with short suspense dates for your personnel, especially after they have been inactive for hours prior to that tasking.
Often the current condition of the BEQs/BOQs and the command's involvement in fixing those conditions have the utmost impact on personnel's quality of life.
Ensure BEQs/BOQs are inspected regularly and any issues are readily corrected (e.g., mold, pests, damaged washers/dryers, plumbing, lighting, etc.)
Create an innovation working group to address physical issues within the housing and workspace infrastructure to improve quality of life.
Get involved, along with base personnel, to address facility issues (e.g., hot water, broken locks/doors, broken washers/dryers, HVAC, etc.) and get a weekly brief on the progress.
Along with family-oriented events, don’t forget to also have events for the single personnel in the unit (e.g., ski trips, sporting events, etc.).
Request station personnel and environmental hygienist’s assistance to inspect and ensure spaces are in good working order.
Modify the daily maintenance briefs and crew day to better fit the squadron requirements, while balancing the quality of life for the Marines.

Orig AOC ASPA

Leaders/Supervisors know who the high-risk members are at AOC.

Discuss survey results with flight surgeon (or local medical hierarchy) to garner increased flight surgeon presence within squadron spaces and at Human Factors Councils/Boards.
Review personnel jackets for drug/alcohol histories.
Ensure your unit Human Factors Councils (HFCs) are effective at identifying (and possibly) providing intervention strategies for at-risk aircrew.
Increase the number of Human Factors Councils (HFCs) completed on deployed detachments.
Monitor aggressive aircrew who think rules aren't necessary.
Be aware of improper perceptions by your personnel.
Beware of and monitor fatigue levels of your personnel.
Integrate the ORM process into identifying/managing high risk personnel.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.)
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Include junior personnel in Human Factors Councils. They will provide additional perspectives on climate issues, while learning that the Human Factors Council/Board process is a helpful and proactive safety tool (vice a means of punishment).
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.