Considerations

Survey	Item	Considerations
GCA	1	SOPs and safety rules are clearly defined in my unit. Don’t wait for the perfect SOP, instead go with an 80% solution and modify it from there. Your time as CO is too short to wait for the perfect SOP. Review the list/matrix of relevant Issue Papers on this website. Implement administrative controls to ensure the unit SOP is understood and utilized. Develop, write, review, and enforce SOPs instead of relying on everyone simply "knowing what to do." Establish, communicate (make visible), and enforce performance standards in your unit. 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. COs /Supervisors at all levels must periodically reinforce emphasis on procedures. Conduct unit-wide reviews of SOPS and publish/enforce changes effectively.
GCA	2	SOPs and safety rules are enforced in my unit. Implement administrative controls to ensure the unit SOP is understood and utilized. Develop, write, review, and enforce SOPs instead of relying on everyone simply ''knowing what to do.'' COs /Supervisors at all levels must periodically reinforce emphasis on procedures. Ensure unit personnel understand SOPs and actively incorporate them during daily operations. The CO should enforce a "by the book" philosophy. Establish, communicate (make visible), and enforce performance standards in your command. Hold non-performers accountable and counsel 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. Review the list/matrix of relevant Issue Papers on this website. Conduct unit-wide reviews of SOPS and publish/enforce changes effectively.
GCA	3	Personnel must possess the appropriate experience/skills to earn qualifications in my unit. 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. The Regiment recently returned from Afghanistan and we've had a pretty large turn over. The survey truly made me aware of the significant amount of experience that we lost, and the concern that some of our Marines have with being tasked beyond their experience level. Monitor turnover in personnel; conduct 6 month forecast/track personnel moves. 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. 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. Review the list/matrix of relevant Issue Papers on this website.
GCA	4	Effective communication exists within my unit. Plan ahead and share plans/timelines with personnel to improve productivity and morale. Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel. CO sets aside a "dialogue period" with personnel and discusses pertinent issues, such as: training requirements, the latest rumors, etc. I have scheduled CO's Calls for each pay grade in order to emphasize and enhance communication flow. Regular meetings with all unit NCOs to get their perspective on things. It is [an] important balance to not circumvent the COC but if done properly, I think it can be done in a way that provides valuable information. Establish a quarterly or monthly NCO meeting in the CO's office. Task each Company Commander to provide you with an NCO to fill this requirement. Do not let any SNCO's or Officers in the meeting other than the CO him/herself. Ask the NCO's what's on their minds; what's working and what isn't. COs/Department leaders can conduct a quarterly breakfast with the SNCOs to open up lines of communication between each other. In order to open the lines of communication I have ensured that we hold formation at least once every 2 weeks and hold an E-7 through O-5 meeting every Monday. I use this time to let everyone know "the big picture" and to ensure that the entire chain of command knows what we are doing and why. I have engaged the Officer/SNCO leadership and shared the information in the survey. We have discussed command culture, communication, and standardization required to sustain long term production. The leaders of the unit are now speaking with one voice. Having an open door policy on safety related issues has greatly improved communication within the unit. Attend more meetings and show by example how leadership needs to provide opportunities for juniors to voice their concerns/comments. Leaders sometimes need to "pull" information from juniors, and some command leaders have not yet developed the skill to "pull" information. We adjusted our day/night crew schedules to permit more of an overlap to get better pass downs. 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, AOMs, formations, 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. 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 unit" 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." 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. At the end of every week, the Commanding Officer produces a document titled “The Weekly Word”, which gets emailed out to every single Marine and Sailor in the Squadron via the operations cell. This product highlights all the squadrons Major Muscle movements, with times, locations, and coordinating instructions for the upcoming week and even forecasts out the following three weeks as well. This document is widely visible, posted on every sections read-board, in the barracks, restrooms etc. This document also details the Commanding Officers weekly priorities thus enabling every section, staff member and individual Marines and Sailor alike the ability to formulate their own concept of support to meet the mission. 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. Review the list/matrix of relevant Issue Papers on this website. Involve command in proper messaging, extinguishing disinformation, and explaining the "whys". Publish a monthly operations calendar to ensure all hands understand expected goals and events. Hold Monday training for all personnel to discuss Plan of the Week and upcoming events. Triad walkthroughs for verification. Assign specific personnel to ensure TAD personnel are informed of upcoming command events. Provide a weekly Dashboard of priorities, 90-day outlook, long-term projects, and upcoming taskers. Post a Plan of the Week to include major events Ensure leadership at all levels considers the unintended consequences of cutting corners by telling personnel to get something "done now."
GCA	5	My unit 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. We have now assigned and advertised the names of safety reps at the company and shop floor level. We have an active safety council that meets regularly to address safety issues. At the request of the Staff NCOs and reinforced by the survey, we are now doing more of safety brief at the SNCO and NCO level, vice all hands briefs, to increase the small unit leaders responsibility and involvement. Ensure there are Safety NCOs/Reps for each company who attend regular meetings hosted by the Bn Safety Officer. Maintain relevant hazard reports, notices, etc. in common use areas to increase awareness/discussion. Ensure the chain of command is engaged. Encouraging safety reps to use every morning meeting and evening pass down to address trends and "stay on message." Involve the officers and SNCOs on appropriate issues. Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them. Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices. Routinely encourage your subordinate leaders to work with your Safety Officer and Safety NCO. Ensure your unit has a safety climate that encourages reporting safety issues. Ensure your unit Safety Officer and Safety NCO are visible members of your command. Periodically introduce/identify them at formations, etc. Provide a status and feedback mechanism on all safety-related reports (Anymouse, surveys, etc.). Expand the safety program focus to all areas, not just to those of high visibility. Weekly safety briefs: Rotate supervisory personnel as presenters to offer their own "spin" on safety. This prevents stale repetition, reinforces the basics to the presenter and listeners, and further instills an all-hands safety culture. 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. Review the list/matrix of relevant Issue Papers on this website.
GCA	6	Our unit safety representatives effectively promote safety. 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. Encouraging safety reps to use every morning meeting and evening pass down to address trends and "stay on message." Getting out and visiting the extremely diverse work centers and production divisions. Ensure there are Safety NCOs/Reps for each company who attend regular meetings hosted by the Bn Safety Officer. We have now assigned and advertised the names of safety reps at the company and shop floor level. We have an active safety council that meets regularly to address safety issues. Don’t be the “Safety Guy.” Motivate and inspire peers towards safer habits through example and timely information, not inspections and policing of individual actions. Use real life, practical examples of ORM for training, vice repetitive overviews of the seven skills and ORM steps. The goal is safe operations, not memorization. Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels. Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them. Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices. 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. There is nothing new under the sun. Seek assistance from those who are familiar with similar situations (e.g., higher headquarters, peers, CMC Safety Division, base services, etc.) instead of wasting time and effort creating "new" solutions. Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations. Routinely encourage your subordinate leaders to work with your Safety Officer /NCO. Ensure your unit Safety Officer and Safety NCO are visible members of your command. Periodically introduce/identify them at formations, etc. Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, formations, publications, etc.). Too often, vehicles to communicate are overlooked. Ensure your unit has a safety climate that encourages reporting safety issues. Use safety surveys to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit. Expand the safety program focus to all areas, not just to those of high visibility. Regularly publicize (through multiple venues) the names of the command safety representatives. Review the list/matrix of relevant Issue Papers on this website. Safety Dept visibility - Survey results often reveal that safety personnel are not known or visible. Use formations, command board photos, and other communication means to resolve.
GCA	7	My unit provides adequate recognition for exceptional safety acts. Ensure your unit has an effective safety awards program. Direct more command attention at those who do right than those who do wrong. We have invigorated our internal Safety Award process and we are much more attuned to giving individuals time off from work when we can afford it. Reinvigorated the safety award process to "catch personnel in the act of using solid ORM. Publish a Safety Gram with recognition for personnel accomplishments and/or acts. Submit a hometown news release and/or letter to family for significant safety acts. Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen. Recognize a Safety–Pro of the Month with a parking spot as a reward. Ensure safety recognition programs (e.g., safety pro, individual/group actions/etc.) are utilized and advertised. 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. Ensure your unit has a safety climate that encourages reporting safety issues. Personnel should expect recognition for reporting safety concerns (Safety Pro, etc.), not fear repercussions. Award CO’s parking spot for a week to a Marine that performs a significant safety act. The CO praises even the most junior enlisted member for stopping an action if it is deemed unsafe, even if he/she is incorrect. Review the list/matrix of relevant Issue Papers on this website. Establish a unit-level Maintenance Marine or Risk Manager of the Quarter program to emphasize proper maintenance and a just reporting culture. Implement a "BZ" whiteboard in a common area in which anyone can give recognition to other personnel. Implement an online method (e.g., via QR Code) in which anyone can give recognition to other personnel.
GCA	8	Unit members, from the top down, incorporate risk management into daily activities. Integrate the ORM process into planning and executing operations. Assign, educate, and employ ORM instructors in your unit. We now have a safety officer who is integrated into the ops planning and ORM process. Train personnel to properly use ORM for their high-risk activities. Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making. Empower ALL personnel to halt unsafe activities until hazards/risks are resolved. Request ORM training from higher headquarters. Use real life, practical examples of ORM for training, vice repetitive overviews of the seven skills and ORM steps. The goal is safe operations, not memorization. We reinvigorated the safety award process to "catch personnel in the act of using solid ORM. 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. Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them. Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices. 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. Are ORM Worksheets in your command being "gamed" by personnel to keep go/no-go decisions at their level? Review the list/matrix of relevant Issue Papers on this website. Aggressivel monitor weather conditions to ensure personnel are not at risk at work or during travel. Ensure Officers and SNCOs address safety, sleep plans, and improve communication to inculcate a culture of risk assessment and mitigation.
GCA	9	My unit makes good use of special staff (e.g., legal, chaplain, medical, etc.) to assist high-risk 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 and Force Preservation Councils (FPCs) are effective at identifying (and possibly) providing intervention strategies for at-risk personnel. I now have each officer focus their efforts on mentoring and the Force Preservation Program. Integrate the ORM process into identifying/managing high risk personnel. Monitor aggressive personnel who think rules aren't necessary. 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. Review the list/matrix of relevant Issue Papers on this website. Increase awareness on suicide prevention through fliers, standowns, Chaplain briefings at formations, etc.
GCA	10	My unit's privately owned vehicle (POV) / private motor vehicle (PMV) program is working well to reduce POV/PMV incidents. Review the National Highway Traffic Safety Administration Traffic Safety resources at http://www.nhtsa.gov. Review the National Highway Traffic Safety Administration AADD and Designated Driver resources at https://www.nhtsa.gov/campaign/drive-sober. We conducted a free safety vehicle inspection throughout 2 days to enable our folks to get their car(s) inspected, before driving extended distances. Implement additional rest and driving restriction measures, especially during periods of inclement weather and extended work days. We revamped the pre-holiday vehicle inspection checklist and personal ORM plans. Encourage personnel to live near their place of work. Long work days combined with excessive commutes leads to fatigued workers and drivers. Ensure your unit safety council/committee programs are effective. Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, formations, publications, etc.). Too often, vehicles to communicate are overlooked. I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often. Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making. Despite laws/regulations, personnel continue to use cell phones. Emphasize the benefits of calling before driving, using a hands-free device, or asking passengers take important calls. Do not text and drive. Hazards are too easily missed, vehicle control is hindered, and reaction time is severely impaired. COs/Safety Officers should conduct periodic seatbelt and cell phone checks of personnel arriving/departing unit parking areas to emphasize commands' commitment to standards and safety of personnel. Promptly notify personnel of impending hazardous weather conditions to reduce commuting mishaps. Adjust base working hours to avoid highest levels of local commuter traffic. Review the CMC Safety Division PMV Safety Program Resources at http://www.safety.marines.mil/Branches/Ground/PMV.aspx. Review the list/matrix of relevant Issue Papers on this website.
GCA	11	My unit's motorcycle safety program is working well to reduce motorcycle incidents. Have all riders write Next of Kin notification letters. Aside from a stark reminder to riders of the risk involved, it gives the CO something else to tell surviving family members other than that the parent was current in his/her training. Review the list/matrix of relevant Issue Papers on this website. Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org. Review the National Highway Traffic Safety Administration motorcycle resources at http://www.nhtsa.gov/Safety/Motorcycles. We are spending more time getting to know the riding habits of our riders through very interactive senior rider and motorcycle mentors. We have a dedicated motorcycle safety officer who is a motorcycle rider. This collateral duty is separate from the formal ground safety officer to allow him to be a true SME on the subject. I have mandated a mentorship program for riders in my command. I have a written order on our motorcycle club membership and who must be in it. We have recently conducted PPE training and its use off base and repercussions of getting caught without it. The base has agreed to conduct a one day sport bike class training day just for my unit so that I can get the rest of my sport bike riders trained. We are now screening our Marines better as they check in to ensure they are attending the basic riders and sports bike course as required. We have included our ATVs and Dirt bikes into our motorcycle club and have also upgraded our documentation of training. We have scheduled rides on the company TEEP to ensure more active and transparent participation in the program. Reevaluated our relationship with the Group HQs who provides the riding program that my riders participate in (this is due to the very low number of riders in my unit). We ensured that all paperwork, TTPs and training was taking place. 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. Learn your motorcyclists' habits, concerns, and equipment shortfalls through active mentorship. Integrate the ORM process into identifying/managing high risk personnel. Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making. Communication/Marketing of base motorcycle programs is essential. Many motorcyclists are unaware of courses, mentorship programs, regulations, etc. Encourage prospective motorcyclists to take the base courses BEFORE purchasing a motorcycle. They will be a safer rider from the moment they leave the showroom (or they may even forego the purchase altogether based upon their course experience). All motorcyclists are NOT the same. Older, more experienced touring motorcycle riders have significantly different habits and risks than young, inexperienced sport bike or dirt bike riders. Tailor motorcycle training and safety programs accordingly. Work with base safety to improve courses and offer your most experienced riders as mentors/instructors. Base motorcycle courses are often insufficiently held or overbooked. Allow your riders to attend when they obtain a quota. Schedule course quotas for your personnel and/or arrange a special class with the base to ensure all of your riders are trained. Assist "motorcycle-only" owners in finding car pools/alternative transportation during inclement weather. Have an actual motorcycle rider (preferably senior) be in charge of the program. Carefully plan group rides to prevent excessive separations at traffic lights. Trailing riders often speed to catch up with group, greatly increasing their risk. Group rides, though beneficial for morale, may increase the risk of injury/accident to motorcyclists riding in close proximity to each other. Use ORM to evaluate the benefits and risks associated with the skill level of your riders. To reduce collisions during group rides, ride in pairs a minute or two apart. Pairing the least and most experienced riders together further promotes mentorship while providing the safest environment to build skills. Purchase a unit first aid kit that can be carried in a motorcycle saddle bag during group rides. Ensure riders have recent first aid training. Have unit or base safety rep follow behind group rides with duty truck to act as a safety observer, carry a first aid kit, and assist motorcyclists with any equipment failures. Have motorcyclists share incident and accident stories during training and club meetings. This form of "ready room" discussion promotes mentorship, camaraderie, and risk management to avoid similar events. Concentrate your motorcycle safety program efforts on new and inexperienced riders who have never had accidents because they are more likely to take risks. Programs that are supportive of motorcyclists (e.g., clubs, track days, group rides, specialized courses) will bring your motorcyclists "out of hiding" and improve operator safety. Expert stunt shows, etc. are a mixed blessing. Without a strong message, they may encourage rather than discourage risk-taking behavior. Have a guest speaker with a bad motorcycle accident story, preferably one in which PPE saved their life. Encourage Navy Exchange/PX/local stores to offer high quality/low cost PPE. Invite contractors and government civilians to attend unit motorcycle activities. Add a training segment for unit automobile drivers on motorcycle visibility, separation distances, and safely sharing the road. Review the CMC Safety Division Motorcycle Safety Program Resources at http://www.safety.marines.mil/Branches/Ground/MotorycleTraining.aspx. Periodically invite the Motorcycle Program manager to staff meetings to brief who has completed all the necessary training and who has not. Reinvigorate the Motorcycle program by assigning strong leaders and updating current rider data. Smaller units/organizations with limited riders can participate with higher/adjacent/base motorcycle programs. COs should attend Motorcycle Program meetings to emphasize its importance, even if COs are not riders. Ensure all unit riders have current license and adequate insurance at Motorcycle Program meetings and/or group rides. Assign a Motorcycle Program Coordinator who can uphold standards and expectations for safety, training, and mentorship.
GCA	12	My unit's drinking and driving policies are working well to reduce DUI events. Offer incentives for DUI incident reduction (e.g., time off for three months without a DUI incident). Incentives/time off for consecutive days without DUIs/ARIs increases the likelihood that peers/supervisors will be more assertive in controlling the issue. Punish the individual, not the command, for DUI offences. Review the list/matrix of relevant Issue Papers on this website. As the CO, I talk about DUI awareness more. After the survey I shared some key statistics with our unit, openly clarified a policy change that occurred over the course of several DUIs...and had our DUI Marines share some of their stories. I honestly believe that DUIs occur mostly because many are unsure about how bad (intoxicated) they are...and we can't stop talking about how the decision to not drive under the influence must occur before the drinking. Began a peer alcohol awareness group to target at risk Marines. I utilized my NCOs to generate ideas to combat DUIs from the data they used from the drinking and driving survey. Their presentation was so well thought out, I had them brief HQ on their suggestions. I reissued all new Arrive Alive cards and held a formation for every Marine to hold up and show - to include myself. The message was that is non-attribution to use and enables me to help the Marine vice being forced into a purely reactive situation if something bad happens. We are trying to create a sense of family where every Marine looks out for the safety of their brother. Are your personnel aware that Arrive Alive and similar programs are non-punitive? Volunteer designated driver programs are highly effective. Incentives (e.g., a monthly lottery-style drawing for a day off/parking spot of those who drove the previous month) may encourage greater participation. We implemented a program for free rides with a duty vehicle. Too many Marines are at risk of drinking and driving. Similar to port call efforts, work with the base special services to offer tours, classes, special events, etc., along with transportation, so junior personnel have a variety of low-cost, non-alcohol related activities. Advise all personnel to have a plan (e.g., designated driver, taxi numbers, bus schedule, etc.) before a night on the town. This unit has not had a DUI in almost a year. We stress that it is ok to drink if you are of age but you shall have a plan (i.e. DD, taxi, arrive alive, or any member of the squadron). Food and coffee do not remove the effects of alcohol . . . you just become a more alert drunk. Have medical, law enforcement, or safety reps clear the confusion. Eliminate alcohol at unit functions. It sends a mixed message on Drinking and Driving program efforts. Offer incentives for DUI incident reduction (e.g., time off for three months without a DUI incident). Incentives/time off for consecutive days without DUIs/ARIs increases the likelihood that peers/supervisors will be more assertive in controlling problem drinkers, getting them needed help, and volunteering as designated drivers. Punish the individual, not the command, for DUI offences. Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, formations, publications, etc.). Too often, vehicles to communicate are overlooked. I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often. Incorporate mentorship at every level. Ensure your unit safety council/committee programs are effective. Establish, communicate (make visible), and enforce performance standards in your command. Officers and SNCOs set the standard for alcohol use at home and deployed. Work with base security to allow/escort taxis, etc. inside the gate, possibly even to barracks areas. Focus alcohol-free command functions on camaraderie and taking care of each other. Alcohol sends a mixed message. Incentivize alcohol-free milestones (e.g. time off, etc.)
GCA	13	My unit's off-duty and recreational activity safety program is working well to reduce injuries. Do not use scare tactics. Educate your personnel on the hazards and ORM. Train personnel to properly use ORM for their high-risk activities. Locate mentors and training opportunities for your personnel who are involved in high risk activities. Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit). Are interventions/programs available to address OD&R safety concerns (e.g., swimming lessons, volunteer mentor/instructors, non-alcohol events, first aid training, tool/equipment safety training, small arms/hunting safety, etc.)? Page 13 entries, Line of Duty briefs, etc. are not just for motorcycle riders. Personnel who conduct any high risk activity should be aware of the consequences of their actions. Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices. Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment. Encourage alcohol-free activities. Similar to port call efforts, work with the base special services to offer tours, classes, special events, etc., along with transportation, so junior personnel have a variety of low-cost, non-alcohol related activities. Continue to place flyers, bulletins, notices, etc. concerning OD&R activities on bulletin boards and information racks for easy access near lounges or other gathering spots. Emails and Web pages are too often ignored or ineffective. Review the list/matrix of relevant Issue Papers on this website.
GCA	14	My unit's Substance Abuse Control Program is working well to address the risks of drug and alcohol abuse. The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.). Leadership should be aware of individuals' off duty life. Ensure that drug screening dates are not predictable. Self-reporting does not work if the only outcome is repercussions. If the unit has gone years without a drug incident, ensure the unit is testing like it should. If drug/alcohol abuse is suspected, add appropriate probing survey items to online surveys. 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. Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems. Review personnel jackets for drug/alcohol histories. Incorporate mentorship at every level. Discuss alcohol/drug use during one-on-one mentoring/counseling sessions. Integrate the ORM process into identifying/managing high risk personnel. Reach out to counterparts in similar units for lessons learned and common concerns. Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them). If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness. Establish, communicate (make visible), and enforce performance standards in your command. Ensure the legal ramifications of alcohol abuse are understood; then focus on physical, mental, and emotional effects of alcohol. Have NCO-led, small group discussions to address the concerns over substance abuse. The desired outcome is a list of bottom-up recommendations that will more effectively address the issue. Review the list/matrix of relevant Issue Papers on this website. Work with base security to allow/escort taxis, etc. inside the gate, possibly even to barracks areas. Focus alcohold-free command functions on camaraderie and taking care of each other. Alcohol sends a mixed message. Incentivize alcohol-free milestones (e.g. time off, etc.) Conduct more aggressive drug testing with regular, unannouced barracks health and comfort inspections.
GCA	15	Members of my unit work well together. Plan ahead and share plans/timelines with personnel to improve productivity and morale. Assign teams/tasks across organizational boundaries to reduce rivalries and build camaraderie. Communication is key across all pay grades. Ensure it happens. 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. Involve the officers and senior NCOs on appropriate issues. Review the list/matrix of relevant Issue Papers on this website.
GCA	16	Unit members do not cut corners to accomplish their job/mission. Are personnel “cutting corners” due to misperception/miscommunication from supervisors? 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. 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. 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. 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. 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. Review the list/matrix of relevant Issue Papers on this website. Ensure leadership at all levels considers the unintended consequences of cutting corners by telling personnel to get something "done now." Impress on all personnel the "costs of cutting corners" and accountability.
GCA	17	My unit employs a fatigue management plan (i.e., work-rest policy) to ensure personnel have sufficient rest to perform their work safely. Beware of and monitor fatigue levels of your personnel. Implemented new rules on shift work [and] going to duty in order to avoid excessively tired folks driving home. We had a significant trend in fatigue in the execution of duties. This has made us re-evaluate how we assign duties and conduct qualifications. We are now tracking days off for each Marine in the unit to ensure that each person receives adequate time away from work. Directed more proactive time off policies. I told maintenance leaders to treat the maintainers as if they had to pay them hourly. Don't keep them around if they're not making you any money. Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time. Ensure personnel and mission readiness are not weakened by an over-emphasis on collateral duties/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. 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. We've implemented a better rest policy to ensure Marines who stand duty or are required [to] work all night aren't driving or handling heavy equipment the next day. Change night crew manning to increase supervision and reduce workload. Implementing additional rest and driving restriction measures, especially during periods of inclement weather and extended work days. 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. Ensure scheduling provides adequate time for rest and adjustments in circadian rhythms. For mission-critical events, always schedule a standby crew to eliminate fatigue/crew rest issues associated with the inevitable operational or equipment delays. Ensure all personnel understand the crew rest requirements and command policy on any waivers. I was able to see that there was a real problem with our OOD policy. Specifically, we needed to do a better job at incorporating a rest policy. If high OPTEMPO impacts weekends, etc., allow work centers/ departments to provide time off to a limited number of personnel throughout the week to reduce fatigue, ensure sustainability, and demonstrate recognition for their hard work. We no longer schedule any early morning PT session on the day a 96 liberty period starts. What was supposed to be a motivational start to a relaxing weekend, actually led to Marines departing for planned long drives with less sleep than normal. We changed reporting times to drill (from 0400 to 0600) to allow more sleep. We also allowed more time for sleep in the field. Create an incidental driver program to help relieve the work requirements of designated motor transportation operators. 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. Review the list/matrix of relevant Issue Papers on this website. Seek additional means to reduce fatigue, including Duty Recovery. Monitor/encourage personnnel on balancing workload in high OPTEMPO environment.
GCA	18	Training is conducted as scheduled. Hard schedule training. Leadership should establish headquarters 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. Ensure that scheduled training is provided per the weekly training schedule, or rescheduled immediately if events require a slide. 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. Rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule. Invest the time (in training) now. It'll cost you, but less than later. Review the list/matrix of relevant Issue Papers on this website. Conduct training to optimize hands on evolutions during the week, vice last event before Friday liberty.
GCA	19	Individuals in my unit are comfortable reporting safety violations, unsafe behaviors, or hazardous conditions. Ensure your unit has a safety climate that encourages reporting safety issues. Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems. Self-reporting does not work if the only outcome is repercussions. Personnel should expect recognition for reporting safety concerns (Safety Pro, etc.), not fear repercussions. Direct more command attention at those who do right than those who do wrong. 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). Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel. 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/ NCO are visible members of your command. Routinely encourage your subordinate leaders to work with your Safety Officer/ 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. 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 unit has an effective safety awards program. Provide a status and feedback mechanism for all safety-related reports (e.g., Anymouse, surveys, concerns raised directly to Safety Department/Safety Council/Safety Committee, etc.). Regularly publicize (through multiple venues) the names of the command safety representatives. Review the list/matrix of relevant Issue Papers on this website. Encourage future safety reporting by thanking personnel for open and honest survey feedback that helps identifiy issues and trends.
GCA	20	All members of my unit 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. Ensure your unit has a safety climate that encourages reporting safety issues. Direct more command attention at those who do right than those who do wrong. The CO praises even the most junior enlisted member for stopping an action if it is deemed unsafe, even if he's wrong. We will reinforce the concept of "every Marine is a safety officer" as there were a few in the unit that did not feel they could stop an unsafe event. This is unusual in an artillery unit, and the concept will be briefed and included in orders, frag O's, formations, and commander's intent. Ensure your unit has an effective safety awards program. Reinvigorated the safety award process to "catch personnel in the act of using solid ORM. Involve the officers and senior NCOs on appropriate issues. Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them. Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices. 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 Officer and Safety PO/NCO. Review the list/matrix of relevant Issue Papers on this website.
GCA	21	Morale in my unit is high. Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel. Stick to the schedule as much as possible. Rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule. 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. Ask your personnel (e.g., CO’s calls, etc.) how THEY think morale could be improved. Their suggestions will likely be the most effective for improving THEIR morale. Tailor morale boosting efforts to consider potential group differences. For example, senior officers may suggest a golf tournament. It is unlikely that younger personnel would ever suggest that . . . they would probably prefer a paint ball tournament. 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. 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." Awards, recognition, etc. are limited only by imagination. Even a simple pat on the back, thank you, or call out can significantly boost an individual or group’s morale. Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale. Beware of and monitor fatigue levels of your personnel. COs who prioritize the betterment of their command over the betterment of their careers have the most "operationally excellent" units. Plan ahead and share plans/timelines with personnel to improve productivity and morale. Focus on what you are doing correctly. Show me a unit with a strong Sponsor Program, and I'll show you a unit that is "Operationally Excellent." Incorporate mentorship at every level. We've incorporated feedback from the survey into NCO mentor training, linking their efforts with the larger command effort of creating the conditions that enable the success of each Marine and Sailor. Share all relevant information. Playing “I’ve got a secret” hurts productivity and morale. 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. Ensuring adequate Wi-Fi access in the barracks is a great morale booster. Review the list/matrix of relevant Issue Papers on this website. Explaining "why" alleviates many concerns that reduce morale. Ensure Marines understand the importance of the unit's mission and their own purpose and role in achieving it. Actively engage Marines in morale enhancing events outside of working hours to get Marines out of the barracks on weekends.
GCA	22	My unit has enough experienced personnel to perform its current 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. 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. We have looked in-depth at reducing extraneous tasking and learning to say no to requests. Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of military occupational specialties (MOSs). Use safety climate surveys 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). Review the OPTEMPO of your unit and its effect on safety and unit performance. 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. 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. Create an incidental driver program to help relieve the work requirements of designated motor transportation operators. Review the list/matrix of relevant Issue Papers on this website.
GCA	23	My unit has adequate resources (e.g., tools, equipment, publications, etc.) 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. We identified several shops that did not have adequate tools to do their job. We implemented a way for supervisors to identify tool deficiencies and were able to use end of the FY money to get them the correct tools. 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." Integrate the ORM process into planning and executing operations. Involve the officers and senior NCOs on appropriate issues. Implement a push-logistics model for supplying companies/departments with necessary consumable supplies based upon average usage rates. Seek out the agencies responsible for providing support, equipment, and consumables to have sufficient replacements on hand prior to needing them. Review the list/matrix of relevant Issue Papers on this website. Use survey results on identified hazards to lobby for resources. Assess and procure seasonal equipment and supplies early in order to take advantage of restrictive timelines. Procure sufficient PPE (e.g., earplugs, gloves, goggles) to prevent workarounds when not available. Utilize station personnel and hygienists to assess spaces are safe and in proper working order.
GCA	24	Leaders/Supervisors in my unit set a good example by following standards. COs/Supervisors at all levels must periodically reinforce emphasis on procedures. Establish, communicate (make visible), and enforce performance standards in your command. Outstanding command leadership teams are "brilliant on the basics." Hold non-performers accountable and counsel 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. The SgtMaj and I have implemented policies to improve accountability of leaders and individuals, and renew focus on our mission and the part individuals play in the big picture. Check to see if your junior officers are leading at their level. Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen. 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. Direct more command attention at those who do right than those who do wrong. Monitor supervisors who think it's okay to cut corners. Review the list/matrix of relevant Issue Papers on this website. Leader stds - Increase oversight and mentoring of subordinate leaders to ensure basic leadership standards are upheld.
GCA	25	Leaders/Supervisors routinely monitor operations in my unit. 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"? Leaders set the example. Direct more command attention at those who do right than those who do wrong. COs/Supervisors at all levels must periodically reinforce emphasis on procedures. Beware of an environment where "work-arounds" are "the way we do things here. Monitor supervisors who think it's okay to cut corners. Hold non-performers accountable and counsel 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. The SgtMaj and I have implemented policies to improve accountability of leaders and individuals, and renew focus on our mission and the part individuals play in the big picture. 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. Every tactical or troop training evolution the unit will conduct (from the squad up to the company level) will have an NCO specifically identified as a Safety Observer. Review the list/matrix of relevant Issue Papers on this website.
GCA	26	Leaders/Supervisors in my unit are actively engaged in the safety program. A more aggressive marketing and education effort may be necessary to ensure all supervisors are aware of the various safety programs (e.g., motorcycle, OD&R, etc.) and their role in supporting those efforts. The command has implemented a quarterly NCO breakfast program to discuss safety issues and ways to improve overall safety awareness. Outstanding command leadership teams are "brilliant on the basics." Are personnel “cutting corners” due to misperception/miscommunication from supervisors Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations. Compare survey results. Continue interventions that work, modify those which are ineffective. The [survey] results provide a starting point. As the "New CO" I have a blank canvas to build, correct and guide the Bn forward. Instead of starting from scratch, I use the input from the "squeaky wheels" and make adjustments from their feedback. Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them. Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices. We have now assigned and advertised the names of safety reps at the company and shop floor level. We have an active safety council that meets regularly to address safety issues. We now try, to the maximum extent possible, to recognize individual Marines for either recognizing and correcting unsafe activities or setting an example of high safety standards. Bolster safety councils by having more ranks represented. Implement a grass roots safety campaign to give junior Marines the opportunity to shape the safety messages vice the usual safety "stand-arounds." Get Safety Standdowns out of the classroom/auditorium. Supervisor facilitated activities, hands-on training, small group discussions, etc. may be more beneficial. There is nothing new under the sun. Seek assistance from those who are familiar with similar situations (e.g., higher headquarters, peers, CMC Safety Division, base services, etc.) instead of wasting time and effort creating "new" solutions. Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen. Have NCOs discuss survey results within their work centers to obtain additional clarification of issues and suggestions for interventions. Ensure intervention options are clearly communicated. Maximize safety program "buy-in" by quickly responding to individuals' concerns/ suggestions/ recommendations and by using group-developed solutions (e.g., by work center or "tiger team"). Leaders set the example. 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"? 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 unit has an effective "anymouse" program. Ensure your unit has an effective safety awards program. Unit routinely conducts officer safety council and enlisted safety committee meetings (in accordance with applicable directives) to review SOPs and operating procedures. Work with base/HQ to address safety issues outside unit control (e.g., crosswalks, speeding, cell phones while driving, lighting, etc. Review PPE requirements for tasks and spot check compliance. Ensure pre-liberty safety briefs are not too repetitive / stale. Survey respondents often reveal their desire to be instructors, mentors, and/or be more active in various safety-related programs/activities . . . use/empower them. I was able to share the results with the Marines in groups based on ranks. This promoted discussion on the command's weak spots and allowed for significant discussion on how to improve the command climate. After receiving the [survey]results, we held a staff meeting and went over the overall results and the highlighted comments, both positive and negative. We were able to emphasize the positive comments, but focus on the negative comments to see what we could do better. Convened 3 Operational Planning Teams (Sgt, Cpl, and LCpl) to get better pulse and feedback. Insight from the OPTs confirmed some of the survey results but, more importantly, led to clearer identification of root causes. Implementing some of the spot-on recommendations from the OPTs, with a follow-up survey in the next 6 weeks to see if results improve. “Tiger Teams” of NCOs can assist in developing interventions while simultaneously developing “buy in” to unit safety program efforts. Based on input from the survey, the command focused on educating the senior leaders on safety first, then midgrade leaders and then down to every Marine. Every tactical or troop training evolution the unit will conduct (from the squad up to the company level) will have an NCO specifically identified as a Safety Observer. Weekly safety briefs: Rotate supervisory personnel as presenters to offer their own "spin" on safety. This prevents stale repetition, reinforces the basics to the presenter and listeners, and further instills an all-hands safety culture. Periodically invite the Motorcycle Program manager to staff meetings to brief who has completed all the necessary training and who has not. 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. Review the list/matrix of relevant Issue Papers on this website. Leadership engaged - Categorizing/Qualifying "bottom 5" survey results allows leadership to address and get ahead of potential problems. Ensure Officers and SNCOs address safety, sleep plans, and improve communication to inculcate a culture of risk assessment and mitigation.
GCA	27	Leaders/Supervisors know who the high-risk members are in my unit. Review personnel jackets for drug/alcohol histories. Are Force Preservation Council used effectively? Ensure your unit Human Factors Councils and Force Preservation Councils (FPCs) are effective at identifying (and possibly) providing intervention strategies for at-risk Marines. Instituted Warrior Resiliency Program where Marines are able to discuss problems with each other - has proven to be therapeutic. Monitor aggressive personnel 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. Establish, communicate (make visible), and enforce performance standards in your command. Incorporate mentorship at every level. Routinely encourage your subordinate leaders to work with your Safety Officer and Safety NCO. Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation). Review the list/matrix of relevant Issue Papers on this website.
GCA	28	Leaders/Supervisors in my unit care about my quality of life. Review the list/matrix of relevant Issue Papers on this website. 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 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. Be aware of improper perceptions by your personnel. 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. Request station personnel and environmental hygienist’s assistance to inspect and ensure spaces are in good working order. 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. Monitor/encourage personnnel on balancing workload in high OPTEMPO environment. Mitigate "burnout" through the use of Special Liberty, etc. after high OPTEMPO periods. Change watch hour rotatations and implement more flexible work options (when/where applicable). Actively engage Marines in morale enhancing events outside of working hours to get Marines out of the barracks on weekends. Hold a Barracks Beautifcation Day to clean common areas and support other self-help projects.