DEPARTMENT OF DEFENSE DEOMI Organizational Climate Survey (DEOCS) Report Organization: 1st Battalion 5th Marines Commander/Director: Lt Col Olson Admin Number: 1808630 Wednesday, September 12, 2018 Defense Equal Opportunity Management Institute Climate Enhancement Department Patrick AFB, FL Management or disciplinary actions should not be taken based solely on the results of this report. RCS: DD-P&R (AR) 2338 TABLE OF CONTENTS Page I. HOW TO INTERPRET YOUR DEOCS 2 II. DEMOGRAPHIC BREAKOUT 5 III. OVERALL UNIT SUMMARY 6 IV. CLIMATE FACTOR SUBGROUP COMPARISONS 9 V. DEOCS SUMMARY OF SURVEY ITEM RESPONSES 14 VI. RECOMMENDATIONS 30 Appendix A: Your Locally Developed Questions 32 Appendix B: Your Short-Answer Questions 35 Appendix C: Written Comments from Your Organization 68 PLEASE READ CAREFULLY Careful deliberation should be taken prior to making any management or disciplinary decisions based solely on the survey results. The DEOCS report provides valuable information about members’ perceptions of the organization’s climate. It is important to review all sections in this report. Compare the information presented in Section III, Overall Unit Summary, Section IV, Climate Factor Subgroup Comparison, Section V, DEOCS Summary of Survey Item Responses, along with Appendix, Written Comments from Your Organization. Doing so can help create a more complete picture and help validate potential areas of concern. DEOMI recommends organizations use multiple approaches, including individual interviews and/or focus groups, observations, and reviews of records and reports to more comprehensively characterize the command’s climate. For example, the climate factor subgroup comparisons provided in Section IV can help identify subgroups with lower favorability ratings, and conducting focus groups and interviews with members of these subgroups can clarify their perceptions regarding a climate factor, and the reasons why these perceptions exist. For information regarding climate factors, focus group/interview questions, and/or additional materials to assist with action planning, please visit “Assessment to Solutions” at: https://www.deocs.net I. HOW TO INTERPRET YOUR DEOCS 1. Start by looking at the demographic breakout in Section II, Demographic Breakout. The table displays the number of respondents by their demographic features. Survey respondents can select different options when completing the demographic portion of the survey, so numbers may not match the total personnel assigned. Determine how closely participants in each demographic group represent the overall assigned population. Note: disparities in responses presented in the tables throughout the report are due to missing or erroneous responses. ADMIN#: 1808630 Defense Equal Opportunity Management Institute !2 2. Identify areas of concern and strength (both for your overall unit and subgroups) using the color-coded comparisons: a. Unit: Examine Section III, Overall Unit Summary to compare your unit’s favorability* percentage to units of a similar organization function, and your parent Service branch on each DEOCS factor. b. Subgroups: Examine Section IV, Climate Factor Subgroup Comparisons to compare perceptions among subgroups. No data are displayed in cases where fewer than five people in any subgroup complete the survey. 3. Examine the item-level results using the favorable/unfavorable response rates in Section V, DEOCS Summary of Survey Item Responses. This can help identify those items with high levels of unfavorable responses. 4. Examine the written comments associated with an area of concern to determine whether any of the comments reflect negative perceptions that may help explain the numerical findings. Comments can be easier to analyze if they are broken into themes. 5. Based on the degree of favorability of the item-level responses and written comments, determine if apparent climate of your unit or any subgroup(s) warrants further action. the 6. In such cases, use those findings to guide follow-on climate assessment actions (e.g., determine the demographic composition of focus groups and the topics to discuss with them; identify records and reports to analyze to validate perceptions, develop a plan of action to correct validated issues, etc.). For more strategies to create a healthier command climate, refer to Section VI, Recommendations. * Note: There are seven response options for each item that range from unfavorable to favorable. Because the scale has a 7-point range, three of the response options are categorized as unfavorable (e.g., strongly disagree, disagree, slightly disagree), one response option is considered neutral (neither agree nor disagree), and three response options are categorized as favorable (e.g., slightly agree, agree, strongly agree). Negative worded items noted with an asterisk (*) have their scales reversed. Therefore, a favorability percentage would be interpreted as the average of your favorable response options summed. HOW TO INTERPRET DEOCS COLOR CODING Color Coding Category Criteria Green Excellent 90% and above favorable responding Blue Adequate Between 70% and 89% favorable responding • Majority of unit endorsed scale and reached recommended endorsement threshold (70%) • Area not of concern but room for improvement Caution Between 50% and 69% favorable responding • Majority of unit endorsed scale but did not reach recommended endorsement threshold (70%) • Area flagged for concern. Actions should be considered to boost endorsement Yellow ADMIN#: 1808630 General Interpretation • • Almost complete unit endorsement of scale Area of excellence and maintenance/stability actions recommended Defense Equal Opportunity Management Institute !3 Red ADMIN#: 1808630 Improvement Needed Below 50% favorable responding • • Majority of unit did NOT endorse scale Area of great concern and corrective actions should be taken ASAP Defense Equal Opportunity Management Institute !4 II. DEMOGRAPHIC BREAKOUT Table 1: Demographic Representation REPRESENTATION 1st Battalion 5th Marines Number Percent Majority 201 47.2% Minority 189 44.4% Declined to Respond 36 8.5% American Indian or Alaskan Native 7 1.6% Asian 5 1.2% Black 29 6.8% 8 1.9% Native Hawaiian or Other Pacific Islander White 280 65.7% Selected Multiple Races 23 5.4% Declined to Respond 74 17.4% Hispanic 132 31.0% Not Hispanic 256 60.1% Declined to Respond Women 38 8.9% 5 1.2% Men 421 98.8% Junior Enlisted (E1 - E6) 392 92.0% Senior Enlisted (E7 - E9) 10 2.3% 0 0.0% 21 4.9% Senior Officer (O4 - Above) 1 0.2% Junior Federal Civilian (Grades 1 - 12) 1 0.2% Senior Federal Civilian (Grades 13 - SES) 1 0.2% Non-Appropriated Funds (NAF) 0 0.0% Wage Grade (WG/WS/WL) 0 0.0% Other 0 0.0% Supervisor (civilian only) 1 50.0% Non-Supervisor (civilian only) 1 50.0% Warrant Officer (WO1 - CW5) Junior Officer (O1 - O3) Total 426 For the majority/minority subgroup categories, the majority category includes all respondents who listed their race as “White,” and their ethnicity as “not Hispanic.” All respondents who select any other race and/or Hispanic are included in ADMIN#: 1808630 !5 the minority subgroup; the "Declined to Respond" designation includes those respondents whose responses to the race and ethnicity items render it impossible to classify them as majority or minority. All Warrant Officers (WO1 - CW5) will be combined with Junior Officers in Section IV, Climate Factor Subgroup Comparison. Additionally, all Wage Grade and Non-Appropriated Fund civilians will not be in the Junior/Senior Civilian breakout within Section IV, Climate Factor Subgroup Comparison. Defense Equal Opportunity Management Institute III. OVERALL UNIT SUMMARY The figure below compares your organization's favorability ratings for each climate factor against units in your Service with similar functions (Unit Types), and to your parent Service. Unit Type and Service favorability ratings are updated on a biannual basis, during the first half or second half of the fiscal year. The block to the right of each figure displays your organization's favorability rating and will be color-coded green, blue, yellow, or red. Please refer to How to Interpret DEOCS Color Coding on page 4 for more information regarding the DEOCS color-coding convention. To understand how the Service and Unit Type favorability ratings were calculated and considerations for assessing the generalizability these results, contact the DEOCS Support Team. Some Unit Type favorability ratings are unavailable as an insufficient number of that Unit Type completed the DEOCS, thus a representative sample was not obtained. Figure 2: Unit Summaries Improvement Needed Below 50% favorable responses Caution Between 50-69% favorable responses Adequate Between 70-89% favorable responses Excellent 90% and above favorable responses ADMIN#: 1808630 Defense Equal Opportunity Management Institute 6! ! Figure 2 (cont): Unit Summaries Improvement Needed Below 50% favorable responses Caution Between 50-69% favorable responses Adequate Between 70-89% favorable responses Excellent 90% and above favorable responses ADMIN#: 1808630 Defense Equal Opportunity Management Institute 7! ! Figure 2 (cont): Unit Summaries Improvement Needed Below 50% favorable responses Caution Between 50-69% favorable responses Adequate Between 70-89% favorable responses Excellent 90% and above favorable responses ADMIN#: 1808630 Defense Equal Opportunity Management Institute 8! ! IV. CLIMATE FACTOR SUBGROUP COMPARISONS Organizational Effectiveness Factors The following figure displays the Organizational Effectiveness (OE) Factor favorability ratings by demographic subgroup. No data are displayed in cases where fewer than five people in a subgroup completed the survey; this helps maintain respondent anonymity. Refer to Section V, DEOCS Summary of Survey Item Responses to view the respective item level response frequencies for each factor. Figure 3: OE Subgroup Comparison Improvement Needed Below 50% favorable responses Caution Between 50-69% favorable responses Adequate Between 70-89% favorable responses Excellent 90% and above favorable responses ADMIN#: 1808630 Defense Equal Opportunity Management Institute 9! 1st Battalion 5th Marines Organizational Effectiveness Senior Org Group Trust in Job Org Leader Perform Cohesion Leader Satisfact Process Commit 73% 66% Engage 73% 72% 69% 72% 61% 68% 75% 75% 75% 75% 64% 70% Minority 73% 68% Majority Women 73% 75% 73% 60% 65% 60% 67% 60% 71% 72% 71% 71% 72% 61% 67% 65% 70% 72% 71% 69% 71% 60% 65% 64% 1 0 0 % 93% 82% 97% 99% 89% 92% 94% 70% 71% 71% 69% 71% 59% 65% 63% 80% 93% 90% 1 0 0 % 93% 70% 80% 67% 93% 81% 97% 99% 89% 92% 94% 1 0 0 % 1 0 0 % 1 0 0 % 1 0 0 % 1 0 0 % 1 0 0 % 1 0 0 % Men Enlisted Officer Junior Enlisted Senior Enlisted Junior Officer 100% Senior Officer 100% Improvement Needed Below 50% favorable responses Caution Between 50-69% favorable responses Adequate Between 70-89% favorable responses Excellent 90% and above favorable responses ADMIN#: 1808630 Defense Equal Opportunity Management Institute !10 Military Civilian Junior Civilian Senior Civilian NonSupervisor Supervisor 71% 0% 0% 0% 0% 0% 73% 0% 0% 0% 0% 0% 72% 71% 17% 33% 0% 0% 33% 67% 0% 0% 33% 67% 73% 13% 0% 25% 0% 25% 61% 67% 17% 33% 33% 0% 0% 67% 33% 0% 0% 67% 65% 33% 0% 67% 0% 67% Your Unit 71% 72% 71% 71% 72% 61% 67% 65% Equal Opportunity / Equal Employment Opportunity / Fair Treatment & Sexual Assault Prevention and Response Climate Factors The following figure displays the EO / EEO / Fair Treatment & SAPR Climate Factor favorability ratings by demographic subgroup. No data are displayed in cases where fewer than five people in a subgroup completed the survey; this helps maintain respondent anonymity. Refer to Section V, DEOCS Summary of Survey Item Responses to view the respective item level response frequencies for each factor. SH and SA refer to Sexual Harassment and Sexual Assault respectively. Figure 4: EO/EEO/Fair Treatment & SAPR Subgroup Comparisons 1 EO/ st Battalion 5th Marines EEO/Fair Treatment SAPR SH Inclusion Discrim SH Retaliation 64% 57% 69% 57% 63% 70% 66% Minority 66% Majority SA SA Report SA SA Prevent Knowledge Response Retaliation 72% 52% 74% 62% 38% 75% 45% 82% Improvement Needed Below 50% favorable responses Caution Between 50-69% favorable responses Adequate Between 70-89% favorable responses Excellent 90% and above favorable responses ADMIN#: 1808630 Defense Equal Opportunity Management Institute 1! 1 Women 57% 26% 40% 63% 59% 68% Men 47% 60% 57% 71% 59% Enlisted 62% 58% 67% 95% 75% 93% Officer 61% 57% 66% 93% 77% 93% 94% 76% 94% Senior Enlisted Junior Officer Senior Officer 1 0 0 % 71% 75% 70% 90% 97% 97% 90% 97% 100% 1 0 0 % Civilian Junior Civilian Senior Civilian NonSupervisor 63% 17% 17% 17% 17% 59% 17% 68% 0% 0% 33% 0% 0% 0% 0% 76% 0% 17% 0% 54% 98% 0% 0% 0% 92% 53% 58% 76% 67% 98% 95% 98% 92% 1 0 0 % 100% 41% 0% 55% 76% 71% 8% 53% 76% 69% 97% 77% 38% 60% Military 40% 68% 39% 58% Junior Enlisted 53% 56% 77% 50% 20% 80% 20% 30% 0% 60% 0% 0% 0% 0% 0% Improvement Needed Below 50% favorable responses Caution Between 50-69% favorable responses Adequate Between 70-89% favorable responses Excellent 90% and above favorable responses ADMIN#: 1808630 Defense Equal Opportunity Management Institute !12 Supervisor Supervisor 17% 33% 0% 17% 0% 60% Your Unit 63% 58% 68% 80% 60% 41% 71% 0% 55% 77% Improvement Needed Below 50% favorable responses Caution Between 50-69% favorable responses Adequate Between 70-89% favorable responses Excellent 90% and above favorable responses ADMIN#: 1808630 Defense Equal Opportunity Management Institute !13 V. DEOCS SUMMARY OF SURVEY ITEM RESPONSES The following tables and figures provide the item-level response frequencies across all the DEOCS factors. The total percentage of responses and color coding for each factor mirror those found for that factor in Section III: Overall Unit Summary. Factor results for Bystander Intervention, Sexual Assault Reporting Knowledge, Unwanted Workplace Experiences, Connectedness, Hazing, and Bullying are presented at the end of the following tables due to different response scales. Only favorable response totals are presented in the color shaded area. Table 2.1 Commitment Question S t ro n gly Disagr ee Disagree Slightly Disagree Neither Agree nor Disagre e Slightly Agree Agree Strongl y Agree I feel like "part of the family" in this workgroup. 1 7 (4%) 14 (3%) 21 (5%) 66 (15%) 59 (14%) 160 (38%) 87 (20%) This workgroup has a great deal of personal meaning to me. 1 3 (3%) 23 (5%) 17 (4%) 65 (15%) 67 (16%) 161 (38%) 78 (18%) I feel a strong sense of belonging to this workgroup. 1 5 (4%) 13 (3%) 19 (4%) 81 (19%) 69 (16%) 152 (36%) 75 (18%) 4% 4% 4% 15% 37% Total 19% 17% 12% 71% r T a b l e 2 . 2 Leadersh Senio ip Question S t ro n gly Disagr ee Disagree Slightly Disagree Neither Agree nor Disagre e Slightly Agree Agree Strongl y Agree My senior leader puts processes in place to facilitate the sharing of information throughout the organization. 1 0 (2%) 19 (4%) 17 (4%) 71 (17%) 57 (13%) 152 (36%) 98 (23%) My senior leader clarifies our organization's goals and priorities. 1 2 (3%) 12 (3%) 13 (3%) 67 (16%) 59 (14%) 154 (36%) 107 (25%) My senior leader communicates a clear vision for the future. 9 (2%) 20 (5%) 21 (5%) 65 (15%) 66 (15%) 151 (35%) 92 (22%) My senior leader listens to the concerns of the organization's military members and employees. 1 7 (4%) 18 (4%) 16 (4%) 76 (18%) 58 (14%) 145 (34%) 94 (22%) ADMIN#: 1808630 Defense Equal Opportunity Management Institute 1! 4 3% 4% 4% Total 14% 35% 23% 16% 11% 72% Table 2.3 Organizational Performance Question Strongl y Disagr ee When short suspense/tasks arise, people in my organization do an outstanding job in handling these situations. 11 (3%) My organization's performance, compared to similar organizations, is high. My organization makes good use of available resources to accomplish its mission. Slightly Disagree Neither Agree nor Disagre e Slightly Agree Agree Strongl y Agree 14 (3%) 13 (3%) 80 (19%) 80 (19%) 148 (35%) 78 (18%) 9 (2%) 10 (2%) 19 (4%) 84 (20%) 52 (12%) 141 (33%) 109 (26%) 10 (2%) 17 (4%) 20 (5%) 72 (17%) 59 (14%) 165 (39%) 81 (19%) 3% 4% 15% 36% 2% Disagree Total 18% 10% Ta b l e 2 . 4 Cohesion Question 21% Strongl y Disagr ee Disagree 71% Group Slightly Disagree Neither Agree nor Disagre e Slightly Agree Agree Strongl y Agree My workgroup is united in trying to reach its goals for performance. 8 (2%) 14 (3%) 17 (4%) 78 (18%) 60 (14%) 169 (40%) 78 (18%) We all take responsibility for the performance of the workgroup. 14 (3%) 19 (4%) 15 (4%) 68 (16%) 59 (14%) 164 (38%) 85 (20%) If members of our workgroup have problems in the workplace, everyone wants to help them so we can get back on task. 18 (4%) 24 (6%) 20 (5%) 74 (17%) 68 (16%) 143 (34%) 77 (18%) 4% 4% 15% 37% 3% Total 17% 12% ADMIN#: 1808630 19% Defense Equal Opportunity Management Institute 71% 1! 5 Table 2.5 Trust in Leadership Question Strongl y Disagre e Disagree Slightly Disagree Neither Agree nor Disagre e Slightly Agree Agree I can rely on my immediate supervisor to act in my organization's best interest. 8 (2%) 13 (3%) 10 (2%) 82 (19%) 49 (12%) 155 (36%) 107 (25%) My immediate supervisor follows through with commitments he or she makes. 7 (2%) 14 (3%) 8 (2%) 76 (18%) 44 (10%) 171 (40%) 104 (24%) I feel comfortable sharing my work difficulties with my immediate supervisor. 16 (4%) 24 (6%) 21 (5%) 80 (19%) 52 (12%) 151 (35%) 80 (19%) My immediate supervisor treats me fairly. 7 (2%) 10 (2%) 10 (2%) 78 (18%) 47 (11%) 159 (37%) 113 (27%) 11% 37% 2% 4% 3% Total Strongl y Agree 24% 19% 9% 72% Table 2.6 Job Satisfaction Question Strongl y Disagre e Disagree Slightly Disagree Neither Agree nor Disagre e Slightly Agree Agree Strongl y Agree I like my current job. 24 (6%) 19 (4%) 28 (7%) 82 (19%) 50 (12%) 141 (33%) 80 (19%) I feel satisfied with my current job. 26 (6%) 28 (7%) 24 (6%) 90 (21%) 56 (13%) 125 (29%) 75 (18%) I am happy with my current job. 22 (5%) 34 (8%) 31 (7%) 86 (20%) 53 (12%) 129 (30%) 69 (16%) 12% 31% 6% 6% Total 6% 18% 20% 18% 61% Table 2.7 Organizational Processes ADMIN#: 1808630 Defense Equal Opportunity Management Institute 1! 6 Question Strongly Disagree Disagree Slightly Disagree Neither Agree nor Disagre e Slightly Agree Agree Strongl y Agree Programs are in place to address military members' and employees' concerns. 14 (3%) 15 (4%) 19 (4%) 79 (19%) 52 (12%) 165 (39%) 80 (19%) Discipline is administered fairly. 19 (4%) 29 (7%) 29 (7%) 81 (19%) 40 (9%) 148 (35%) 78 (18%) Decisions are made after reviewing relevant information. 8 (2%) 16 (4%) 15 (4%) 96 (23%) 66 (15%) 157 (37%) 66 (15%) 3% 5% 5% 12% 37% Total 18% 20% 13% 67% Table 2.8 Engagement Question Strongly Disagree Disagree Slightly Disagree Neither Agree nor Disagre e Slightly Agree Agree At my workplace, I am mentally resilient. 9 (2%) 4 (1%) I am enthusiastic about my work. 18 (4%) Time flies when I am working. 9 (2%) 94 (22%) 43 (10%) 167 (39%) 98 (23%) 9 (2%) 31 (7%) 96 (23%) 62 (15%) 132 (31%) 76 (18%) 36 (8%) 29 (7%) 20 (5%) 87 (20%) 58 (14%) 102 (24%) 92 (22%) 5% 3% 5% 13% 31% Total Strongl y Agree 21% 22% 13% 65% 
 ADMIN#: 1808630 Defense Equal Opportunity Management Institute 1! 7 Table 2.9 Inclusion at Work Question Strongly Disagree Disagree Slightly Disagree Neither Agree nor Disagre e Slightly Agree Agree Coworkers are treated as valued members of the team without losing their unique identities. 14 (3%) 16 (4%) 17 (4%) 96 (23%) 61 (14%) 147 (35%) 75 (18%) Within my workgroup, I am encouraged to offer ideas on how to improve operations. 14 (3%) 17 (4%) 18 (4%) 108 (25%) 70 (16%) 128 (30%) 71 (17%) Military members/employees in my workgroup are empowered to make workrelated decisions on their own. 9 (2%) 9 (2%) 23 (5%) 98 (23%) 77 (18%) 148 (35%) 62 (15%) Outcomes (e.g., training opportunities, awards, and recognition) are fairly distributed among military members/employees of my workgroup. 17 (4%) 24 (6%) 21 (5%) 113 (27%) 47 (11%) 133 (31%) 71 (17%) The decision-making processes that impact my workgroup are fair. 11 (3%) 19 (4%) 18 (4%) 111 (26%) 65 (15%) 135 (32%) 67 (16%) Strongly Agree Agree Slightly Agree Neither Agree nor Disagree Slightly Disagree Disagree Strongl y Disagre e 16 (4%) 27 (6%) 27 (6%) 98 (23%) 28 (7%) 130 (31%) 100 (23%) 3% 4% 5% 14% 32% I feel excluded by my workgroup because I am different.* Total Strongl y Agree 17% 24% 12% 63% * Note. The item marked with the asterisk (*) indicates the question is negatively worded; therefore agreement with this item indicates an unfavorable response Table 2.10 Discrimination Question Strongly Disagree Disagree Slightly Disagree Neither Agree nor Disagre e Slightly Agree Agree Strongly Agree Discrimination Items Discrimination based on _______ does not occur in my workplace. ADMIN#: 1808630 Defense Equal Opportunity Management Institute 1! 8 Race/Color/National Origin 44 (10%) 15 (4%) 12 (3%) 73 (17%) 15 (4%) 1 0 7 (25%) 160 (38%) Religion 49 (12%) 15 (4%) 15 (4%) 71 (17%) 5 (1%) 1 1 5 (27%) 156 (37%) Sex 50 (12%) 20 (5%) 11 (3%) 79 (19%) 18 (4%) 99 (23%) 149 (35%) Sexual Orientation 49 (12%) 21 (5%) 14 (3%) 82 (19%) 19 (4%) 1 0 5 (25%) 136 (32%) Age (Civilian Only) ** ** ** ** ** ** ** Disability (Civilian Only) ** ** ** ** ** ** ** Equal Pay (Civilian Only) ** ** ** ** ** ** ** Genetic Information (Civilian Only) ** ** ** ** ** ** ** Pregnancy (Civilian Only) ** ** ** ** ** ** ** Discrimination Behavioral Subfactor I believe I can use my chain of command/supervision to address concerns about discrimination without fear of retaliation/ reprisal. 18 (4%) 8 (2%) 8 (2%) 97 (23%) 26 (6%) 1 3 7 (32%) 132 (31%) Strongly Agree Agree Slightly Agree Neither Agree nor Disagre e Slightly Disagree Disagr ee Strongly Disagree Racial slurs, comments, and/or jokes are used in my workplace.* 59 (14%) 50 (12%) 23 (5%) 109 (26%) 17 (4%) 72 (17%) 96 (23%) Sexist slurs, comments, and/or jokes are used in my workplace.* 60 (14%) 53 (12%) 20 (5%) 108 (25%) 16 (4%) 72 (17%) 97 (23%) 6% 3% 11% Total 4% 24% 31% 21% 21% 58% * Note. The items marked with the asterisk (*) indicates the question is negatively worded; therefore agreement with this item indicates an unfavorable response. ** Note. The items marked with the asterisks (**) indicates cases where fewer than five civilians complete the survey. Table 2.11 Discrimination Summary Discrimination based on _________ does not occur in my workplace. Unfavorab le Neutral Favorable Race/Color/National Origin 71 (17%) 73 (17%) 282 (66%) Religion 79 (19%) 71 (17%) 276 (65%) Sex 81 (19%) 79 (19%) 266 (62%) Sexual Orientation 84 (20%) 82 (19%) 260 (61%) ADMIN#: 1808630 Defense Equal Opportunity Management Institute 1! 9 Age (Civilian Only) ** ** ** Disability (Civilian Only) ** ** ** Equal Pay (Civilian Only) ** ** ** Genetic Information (Civilian Only) ** ** ** Pregnancy (Civilian Only) ** ** ** Table 2.12 Sexual Harassment Question Strongly Disagree Disagree Slightly Disagree Neither Agree nor Disagre e Slightly Agree Agree My chain of command/ supervision adequately responds to allegations of sexual harassment. 9 (2%) 4 (1%) My chain of command/ supervision plays an active role in the prevention of sexual harassment. 9 (2%) 6 (1%) 98 (23%) 24 (6%) 137 (32%) 148 (35%) 4 (1%) 7 (2%) 89 (21%) 22 (5%) 146 (34%) 149 (35%) Strongly Agree Agree Slightly Agree Neither Agree nor Disagre e Slightly Disagree Disagree Strongl y Disagre e Individuals from my workplace use offensive gestures that are sexual in nature.* 29 (7%) 16 (4%) 24 (6%) 119 (28%) 13 (3%) 96 (23%) 129 (30%) Individuals from my workplace have been offered rewards or special treatment in return for engaging in sexual behavior.* 16 (4%) 20 (5%) 5 (1%) 97 (23%) 10 (2%) 69 (16%) 209 (49%) 4% 3% 2% 4% 26% Total Strongl y Agree 37% 24% 9% 68% * Note. The items marked with the asterisk (*) indicates the question is negatively worded; therefore agreement with this item indicates an unfavorable response Table 2.13 Sexual Assault Prevention Climate Question Strongly Disagree Disagree Slightly Disagree My immediate supervisor models respectful behavior. 12 (3%) 6 (1%) 6 (1%) ADMIN#: 1808630 Neither Agree nor Disagre e Slightly Agree Agree 72 (17%) 32 (8%) 155 (36%) Defense Equal Opportunity Management Institute Strongl y Agree 143 (34%) 2! 0 My immediate supervisor promotes responsible alcohol use. 10 (2%) 9 (2%) 4 (1%) 84 (20%) 22 (5%) 157 (37%) 140 (33%) My immediate supervisor would correct individuals who refer to coworkers as 'honey', 'babe', 'sweetie', or use other unprofessional language at work. 24 (6%) 12 (3%) 10 (2%) 89 (21%) 22 (5%) 142 (33%) 127 (30%) My immediate supervisor would stop individuals who are talking about sexual topics at work. 11 (3%) 13 (3%) 13 (3%) 99 (23%) 27 (6%) 140 (33%) 123 (29%) My immediate supervisor would intervene if an individual was receiving sexual attention at work. 9 (2%) 16 (4%) 6 (1%) 85 (20%) 12 (3%) 152 (36%) 146 (34%) My immediate supervisor encourages individuals to help others in risky situations that could result in harmful outcomes. 23 (5%) 24 (6%) 14 (3%) 90 (21%) 29 (7%) 120 (28%) 126 (30%) 3% 3% 2% 6% 34% Total 31% 20% 9% 71% Table 2.14 Sexual Assault Response Climate Question Strongly Disagree Disagree Slightly Disagree If a coworker were to report a sexual assault, my chain of command/supervision would take the report seriously. 5 (1%) 3 (1%) If a coworker were to report a sexual assault, my chain of command/supervision would keep the knowledge of the report limited to those with a need to know. 10 (2%) If a coworker were to report a sexual assault, my chain of command/supervision would discourage military members or employees from spreading rumors and speculation about the allegation. 8 (2%) ADMIN#: 1808630 Neither Agree nor Disagre e Slightly Agree Agree 5 (1%) 64 (15%) 12 (3%) 110 (26%) 227 (53%) 6 (1%) 8 (2%) 76 (18%) 23 (5%) 117 (27%) 186 (44%) 8 (2%) 8 (2%) 89 (21%) 16 (4%) 115 (27%) 182 (43%) Defense Equal Opportunity Management Institute Strongl y Agree 2! 1 If a coworker were to report a sexual assault, my chain of command/supervision would promote healthcare, legal, or other support services to the reporter. 5 (1%) 3 (1%) 5 (1%) 81 (19%) 19 (4%) 130 (31%) 183 (43%) If a coworker were to report a sexual assault, my chain of command/supervision would support the reporter for speaking up. 3 (1%) 4 (1%) 5 (1%) 90 (21%) 17 (4%) 126 (30%) 181 (42%) 1% 1% 1% 4% 28% Total 45% 19% 4% 77% The items for both the Sexual Assault Retaliation and Sexual Harassment Retaliation factors are negatively worded; therefore agreement with these items indicates an unfavorable response. Because all of the questions on this scale are negatively worded, the total disagreement responses to the items are color coded. Following the color-coding convention as in the rest of this report, this color coding reflects the percentage of favorability on the questions/ scales. Table 2.15 Sexual Assault Retaliation Climate Question Strongly Disagree Disagree Slightly Disagre e Neither Agree nor Disagree Slightly Agree Agree Strongl y Agree In my work group, reporters of sexual assault would be excluded from social interactions or conversations. 101 (24%) 84 (20%) 19 (4%) 144 (34%) 17 (4%) 36 (8%) 25 (6%) In my work group, reporters of sexual assault would be subjected to insulting or disrespectful remarks or jokes. 124 (29%) 95 (22%) 13 (3%) 135 (32%) 17 (4%) 22 (5%) 20 (5%) In my work group, reporters of sexual assault would be blamed for causing problems. 127 (30%) 99 (23%) 14 (3%) 132 (31%) 11 (3%) 20 (5%) 23 (5%) In my work group, reporters of sexual assault would be denied career opportunities. 140 (33%) 97 (23%) 15 (4%) 129 (30%) 12 (3%) 12 (3%) 21 (5%) In my work group, reporters of sexual assault would be disciplined or given other corrective action. 135 (32%) 83 (19%) 16 (4%) 129 (30%) 13 (3%) 24 (6%) 26 (6%) In my work group, reporters of sexual assault would be discouraged from moving forward with the report. 139 (33%) 95 (22%) 20 (5%) 126 (30%) 13 (3%) 12 (3%) 21 (5%) 30% 22% 4% 3% 5% Total 31% 55% ADMIN#: 1808630 5% Defense Equal Opportunity Management Institute 13% 2! 2 Table 2.16 Sexual Harassment Retaliation Climate Question Strongly Disagree Disagree Slightly Disagre e Neither Agree nor Disagree Slightly Agree Agree Strongl y Agree In my work group, military members or employees who file a sexual harassment complaint would be excluded from social interactions or conversations. 128 (30%) 95 (22%) 26 (6%) 131 (31%) 11 (3%) 20 (5%) 15 (4%) In my work group, military members or employees who file a sexual harassment complaint would be subjected to insulting or disrespectful remarks or jokes. 141 (33%) 96 (23%) 18 (4%) 125 (29%) 14 (3%) 17 (4%) 15 (4%) In my work group, military members or employees who file a sexual harassment complaint would be blamed for causing problems. 140 (33%) 103 (24%) 14 (3%) 127 (30%) 12 (3%) 19 (4%) 11 (3%) In my work group, military members or employees who file a sexual harassment complaint would be denied career opportunities. 148 (35%) 100 (23%) 18 (4%) 121 (28%) 12 (3%) 12 (3%) 15 (4%) In my work group, military members or employees who file a sexual harassment complaint would be disciplined or given other corrective action. 139 (33%) 97 (23%) 16 (4%) 126 (30%) 17 (4%) 13 (3%) 18 (4%) In my work group, military members or employees who file a sexual harassment complaint would be discouraged from moving forward with the complaint. 141 (33%) 102 (24%) 17 (4%) 128 (30%) 13 (3%) 13 (3%) 12 (3%) 33% 23% 4% 3% 4% Total 30% 60% ADMIN#: 1808630 3% Defense Equal Opportunity Management Institute 10% 2! 3 Bystander Intervention Experience in Past 12 Months Respondents were asked if they have observed a situation they believed was, or could have led to a sexual assault within the past 12 months. Respondents’ responses to this observation question are displayed in Figure 5. Figure 5. Respondents who Observed a High Risk Situation In the past 12 months, I observed a situation that I believe was, or could have led to, a sexual assault. No Yes 417 (97.9%) 0% 9 (2.1%) 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% If respondents answered “yes” to the observation of a high risk situation question, they were prompted to identify the response that most closely resembled their actions. Table 3 displays the responses of those who completed the question across your organization. Table 3. Respondents’ Reported Actions Taken Following High Risk Situation If yes, in response to this situation, select the one response that most closely resembles your actions. Number Percent I stepped in and separated the people involved in the situation. 3 33.3% I asked the person who appeared to be at risk if they needed help. 1 11.1% I confronted the person who appeared to be causing the situation. 0 0.0% I created a distraction to cause one or more of the people to disengage from the situation. 1 11.1% I asked others to step in as a group and diffuse the situation. 2 22.2% I told someone in a position of authority about the situation. 1 11.1% I considered intervening in the situation, but I could not safety take any action. 0 0.0% I decided to not take action. 1 11.1% Total 9 100.0% ADMIN#: 1808630 Defense Equal Opportunity Management Institute 21 Sexual Assault Reporting Knowledge Knowledge of the sexual assault reporting options is assessed using two questions. The first item reads, “All of the following types of people can receive an Unrestricted Report of sexual assault. However, a Restricted (confidential) Report can only be made to certain people. Please identify which of the following types of people can and cannot take a Restricted Report.” The Sexual Assault Response Coordinator, Victim Advocate, and Military Service Healthcare Personnel can take a Restricted Report. “Anyone in my chain of command” and “Criminal investigator and military police officer” are incorrect answers. These persons cannot take a Restricted Report. Figure 6 displays the percentage of members within your organization who correctly and incorrectly identified who can and cannot take a Restricted Report. ADMIN#: 1808630 Defense Equal Opportunity Management Institute 2! 4 The second item reads, “Service members who report they were sexually assaulted are eligible for the service of a military attorney.” The correct answer is “True”. Figure 7 displays the percentage of members in your organization who correctly identified who is eligible for the service of a military attorney. ! Figure 7. Respondents’ Knowledge of Military Attorney Eligibility. Service members who report they were sexually assaulted are eligible for the service of a military attorney. True (Correct) False (Incorrect) 223 (52.6%) 0% 10% ADMIN#: 1808630 Not Sure/Do not know 21 ( 5.0%) 20% 30% 40% 50 % 180 (42.5%) 60% 70% 80% 90% 100% Defense Equal Opportunity Management Institute 22 Unwanted Workplace Experiences Below is the presentation of Yes/No response frequencies to the Unwanted Workplace Experience items. No data are displayed in cases where fewer than five people in a subgroup complete the survey. Table 4. Respondents' Overall Unwanted Workplace Experience Responses While under your current senior leader and within the last 12 months, did someone from your workplace: (Overall) ADMIN#: 1808630 Defense Equal Opportunity Management Institute 2! 5 Yes No Percen t Repeatedly tell sexual "jokes" that made you uncomfortable, angry, or upset? 13 3.1% Percen t 413 96.9 % Embarrass, anger, or upset you by repeatedly suggesting that you do not act like a man/ woman is supposed to? 25 5.9% 401 Make repeated sexual comments about your appearance or body that made you uncomfortable, angry, or upset? 16 3.8% 410 Make repeated attempts to establish an unwanted romantic or sexual relationship with you? 15 3.5% 411 Intentionally touch you in a sexual way when you did not want them to? 11 94.1% 96.2% 96.5% 2.6% 415 97.4% Figure 8. Respondents' Overall Unwanted Workplace Experience Responses by Sex ! ADMIN#: 1808630 ADMIN#: 1808630 Defense Equal Opportunity Management Institute Defense Equal Opportunity Management Institute 23 2! 6 1808630 Defense Equal Opportunity Management Institute 27 Connectedness Connectedness is defined as a frame of mind that reflects an individual's outlook on life and perceptions of belongingness, wellbeing, and social support. Reflects a member's viewpoint that they are relevant, contributing, and have relationships upon which they can confidently depend on in times of need. Burdensomeness and Belongingness are two subfactors that when combined, create an overall Connectedness factor. Figure 9. Percentage of Respondents' Overall Connectedness Connectedness (Overall) Favorable Unfavorable 75.9% 17.8% Table 5. Respondents' Connectedness Responses Burdensomeness Question Strongly Agree Agree My future seems dark to me. (25%) These days, I think I am a burden on Slightly Neither Slightly Agree Agree nor Disagree Disagree 20 (5%) 107 (25%) 17 (4%) 31 (7%) Very true for me True true for Somewhat untrue for 36 (8%) - 15 (4%) 17 (4%) 18 (4%) Somewhat for me me me Strongl y Disagre e Disagree 105 1 2 6 (30%) Not at all true for me Untrue for me 1 9 3 (46%) 50 (12%) 113 (27%) people in my life. Belongingness Not at all Untrue Somewhat Somewhat True true for for me untrue for true for for me me me me These days, I feel like I belong. (38%) These days, I feel that there are of need. 20 (5%) 19 (4%) 14 (3%) 4% 23 (5%) 38 (9%) 5% 52 (12%) - - 93 (22%) 73 (17%) 163 76 (18%) 159 (38%) people I can turn to in times 14% 9% 1 1 8 (28%) 32% - Total* Very true for me 30% 76% 18% * Note. The total may not equal 100% due to the changing from a seven point scale to six point scale. The loss of a response option accounts for the difference in percentage for the factor overall. Table 6. Respondents' Knowledge of ideation of, attempted or death by suicide I know someone in my organization who has thought of, attempted, or died by suicide. Number Percent Thought of 63 14.9% Attempted 23 5.4% Died by Suicide 21 5.0% Thought of, Attempted 16 3.8% ADMIN#: 1808630 Defense Equal Opportunity Management Institute 2! 8 Attempted, Died by Suicide 2 0.5% Thought of, Died by Suicide 7 1.7% 19 4.5% 273 64.4% Thought of, Attempted, Died by Suicide None of the above Note. Results presented below the line are the possible combinations of the items above, as it was a “select all that apply.” The definitions of Hazing and Bullying were obtained directly from the Deputy Secretary of Defense Memorandum, "Hazing and Bullying Prevention and Response in the Armed Forces," dated 23 December 2015. Hazing The figure below displays response frequencies to the Hazing item. Please note that respondents’ option to select more than one type of Hazing behavior accounts for disparities that may appear in the totals shown below. Figure 11. Respondents' Responses to Hazing Individuals in my workplace are pressured to engage in which of the following acts as part of an initiation or admission process (without a proper military or other governmental purpose). (Select all that apply) Physically harmful acts 20 (4.7%) Psychologically harmful acts 21 (4.9%) Illegal or dangerous acts 15 (3.5%) N/A 390 (91.5%) Bullying The figure below displays response frequencies to the Bullying item. Please note that respondents’ option to select more than one type of Bullying behavior accounts for disparities that may appear in the totals shown below. Figure 12. Respondents' Responses to Bullying ADMIN#: 1808630 Defense Equal Opportunity Management Institute 2! 9 Individuals in my workplace who are seen as "different" are targets of: (Select all that apply) Aggression 25 (5.9%) Abusive or malicious pranks 20 (4.7%) Active attempts to damage their reputation 23 (5.4%) Physical harm Psychological harm 11 (2.6%) 27 (6.3%) N/A VI. 368 (86.4%) RECOMMENDATIONS The following section provides interpretation of the DEOCS report and recommended follow-on actions. Based on the data obtained, your organization's DEOCS results may display both organizational strengths and concerns. It is important to not only review Section V, DEOCS Summary of Survey Item Responses, but to contrast that information with Section IV, Climate Factor Subgroup Comparison. Additionally, the Written Comments, may also help to validate some areas of concerns within Sections IV and V; please ensure you review that area to determine if there are comments that address any areas of concern. This section also seeks to provide guidance for identifying additional steps in the climate assessment effort, and prescribe actions to help address organizational concerns. Compare subgroups to determine whether diminished perceptions of climate factors are more prevalent among specific groups, and the sources of those perceptions. Excellent/Adequate Caution/Improvement Needed Seek to identify and reinforce those practices and Examine favorability ratings among specific climate programs currently in place. factors and demographic subgroups to determine whether diminished perceptions are more obvious Reinforce behaviors that create a climate of among some of them. inclusion, supporting and preserving the dignity and worth of all members. After identifying the specific climate factors with low favorability ratings and those demographic Continue to promote and maintain a healthy human subgroups that harbor negative perceptions relations climate. This can be done by ensuring all regarding them, use these findings to plan follow-on members in the unit understand their roles and assessment efforts, including focus groups, responsibilities. interviews, and written record reviews. Conducting focus groups and interviews with Share positive results to enhance members’ members of these subgroups can help determine commitment to the organization and its mission. the source and extent of specific perceptions. Consider utilizing training aids to further provide Develop an action plan to address each specific awareness and knowledge regarding key factors. validated concern, and socialize the plan with ADMIN#: 1808630 Defense Equal Opportunity Management Institute 3! 0 members. Set a timeline for each action item, and provide timely feedback on progress accomplishing them. This will demonstrate your willingness to listen to your subordinates, and take action to improve conditions whenever possible. MAKING CLIMATE ASSESSMENT RESULTS WORK FOR YOUR ORGANIZATION 1. 2. 3. 4. Share the results with members of your organization. Involve key leaders; let members know you are acting on their feedback. If needed, establish an action team to develop and implement a plan for organizational improvement. Conduct another climate assessment in accordance with your Service component directives to determine effectiveness of the corrective actions that were taken to remedy validated perceptions. the We trust these recommendations for interpretation will prove useful. The DEOCS can help commanders improve the readiness within their commands. To make best use of this tool, DEOMI provides tools and products designed to address the mission impacting issues that were identified during the climate assessment process. ASSESSMENT TO SOLUTIONS Assessment to Solutions (www.deocs.net) was created to support leaders and equal opportunity professionals throughout the climate assessment process. Assessment to Solutions provides products that help identify appropriate follow-on climate assessment efforts, aid in the development of an action plan to rectify workplace conditions that negatively impact climate, and training materials that can be incorporated in an action plan. The Assessment to Solutions area parallels the main assessment sections of the DEOCS, which include OE, EO/ EEO/Fair treatment, and SAPR. Each area further addresses each climate factor included in the section, and provides a host of products for each. Access to products can be found at the “Assessment to Solutions” website which is designed to support leaders and equal opportunity professionals. To access the site go to: https://www.deocs.net The DEOCS Support Team is available to assist you and can be contacted at: 321-494-2675/3260/4217 DSN: 854-2675/3260/4217 support@deocs.net ADMIN#: 1808630 Defense Equal Opportunity Management Institute 3! 1 Appendix A: Your Locally Developed Questions 1. Rules, regulations and policies are enforced in this command. Frequency Percent Strongly Disagree 9 2.1 Disagree 8 1.9 80 18.7 155 36.2 176 41.1 Neither Agree nor Disagree Agree Strongly Agree Total 2. 428 100 .0 I have not experienced or witnessed hazing while assigned to this command. Frequency Percent 25 Strongly Disagree 28 Disagree 5.8 6.5 90 21.0 Neither Agree nor Disagree 128 29.9 Agree 157 36.7 Strongly Agree Total 3. 428 100 .0 An atmosphere of respect exists in my work area. Frequency Percent 14 Strongly Disagree 14 Disagree 3.3 3.3 101 23.6 Neither Agree nor Disagree 154 36.0 Agree 145 33.9 Strongly Agree Total 4. 428 100 .0 I am satisfied with the physical surroundings of my work area. Frequency Percent 24 Strongly Disagree 30 Disagree 5.6 7.0 116 27.1 Neither Agree nor Disagree 147 34.3 Agree 111 25.9 ADMIN#: 1808630 Strongly Agree Defense Equal Opportunity Management Institute 3! 2 Total 5. Coworkers challenge discriminatory and sexual harassing behaviors. 428 100.0 Frequency Strongly Disagree 16 3.7 Disagree 19 4.4 Neither Agree nor Disagree 131 Agree 140 32.7 Strongly Agree 122 28.5 Total 6. Percent 30.6 428 100 .0 Favoritism involving job opportunities does not occur in my work area. Frequency Strongly Disagree 23 5.4 Disagree 34 7.9 Neither Agree nor Disagree 117 Agree 133 31.1 Strongly Agree 121 28.3 Total 7. Percent 27.3 428 100 .0 The current level of morale in my command is high. Frequency Strongly Disagree 40 9.3 Disagree 36 8.4 Neither Agree nor Disagree 137 Agree 132 30.8 Strongly Agree 83 19.4 Total 8. Percent 32.0 428 100 .0 My command allows me to participate in or attend special observance programs. Frequency Strongly Disagree 12 2.8 Disagree 14 3.3 Neither Agree nor Disagree 166 Agree 125 29.2 Strongly Agree 111 25.9 ADMIN#: 1808630 Defense Equal Opportunity Management Institute Percent 38.8 3! 3 Total 9. I have good relationships with members of my workgroup. 428 100.0 Frequency Percent 9 Strongly Disagree 14.3.3 107 Disagree 2.1 25.0 Neither Agree nor Disagree 166 38.8 Agree 132 30.8 Strongly Agree Total 428 100 .0 10. The leaders in my command show a real interest in the welfare of families. Frequency Strongly Disagree 15.3.5 Disagree 26 Percent 6.1 111 25.9 Neither Agree nor Disagree 146 34.1 Agree 130 30.4 Strongly Agree Total ADMIN#: 1808630 428 Defense Equal Opportunity Management Institute 100.0
 3! 4 Appendix B: Your Short-Answer Questions NOTE: The answers appear exactly as they were written on the survey: 1. How satisfied are you with the unit's Mentorship Program? Please explain. I'm very pleased with the mentorship program. For the first time in 18yrs of service, I was provided an initial counseling prior to our scheduled meeting and discussed expectations. THE PROGRAM DOES WHAT IT SHOULD DO AND IS USEFUL TO KEEP MARINES ON TRACK WITH WHAT THEY SHOULD BE INTERESTED IN THEIR MARINES. HOWEVER THE PROGRAM CHANGES OFTEN OR HAS UPDATES OFTEN WHICH IS EXTREMLY BURDENSOME WHEN TRYING TO UPDATE JACKETS AND TRACKERS. WETHER A BATTALION REQ, DIVISION REQ, OR HQMC REQ, IT SEEMS AS THOUGH WE HAVE TO ADD SOMETHING, SUBTRACT SOMETHING, OR AMMEND SOMETHING EVERY OTHER MONTH. THIS DOES NOT ALLOW MARINES TO FEEL AS THOUGH THAT HAVE A GOOD HANDLE OF WHAT IS EXPECTED FROM THEM OR FOR THEM TO BECOME PROFICIENT. If executed as designed in the policy letter, I am a huge advocate. Manpower shuffles require a constant review of mentor/mentee assignments, however. What is the Mentorship Program? its very good, we have a lot of great leaders to look up to and they do a great job in mentoring throughout the battalion. I am satisfied On principle it's a very great idea to have a mentorship program established however the vast majority of people don't actually go through it with being real mentors there's no after work experiences with your dream Marines in the vast majority of cases it's just some seniors will try to set a good example but they won't really be mentors that's just not how they really do things I think mostly because they're seniors weren't really mentors to them No comment It’s all good No comment Just arrived, but I can see how it has benefitted the unit. Leaders seem to be approachable and Marines feel comfortable talking with their leaders. I feel we lack at the mentorship program. We are quick to promote instead of teach coach and mentoring a Marine to the standard of leadership. 2-3 year sergeants is leading to the down fall of the infantry based units. Also the mentorship of those SR NCO’s is lacking. Part of sustaining the transformation is overlooked when it comes to the NCO corps. No dine in’s or mess nights are being done. Or sometime of NCO and above gathering. ADMIN#: 1808630 Defense Equal Opportunity Management Institute 3! 5 This will bring ownership to that rank to mold better leaders to mold younger Marines. We must think outside the box with the draw down of no combat experience. Stronger NCO corps stronger jr Marines stronger Bn. ADMIN#: 1808630 Defense Equal Opportunity Management Institute 3! 6 Very i think it is fine. the small unit leaders take owner ship of it I am satisfied because it is leading me to the right path I am very satisfied because they give us lots of knowledge that we didn't know. So far I am satisfied with the leaders that have been put in place and their abilities to mentor and teach the new and younger marines. They seem to genuinely care about the welfare and progress of the marines placed under them. N/A no comments I am not sure how I feel about the mentorship program in general. The concept is great but the execution of assigning someone to "mentor" someone takes away the purpose of the mentorship. I choose my mentors and who I ask advice to. I am not sure how I would feel about sharing information with someone that I don't know. The purpose of our mentorship program (in my opinion) is to give Marines another avenue to address issues that they are not comfortable telling their team leader or squad leader (because maybe they are the ones involved). My mentors always encourage me to be better Unknown Very There are a few good mentors in my workplace, so I am pretty satisfied with it. Satisfied I haven’t used any so I can’t speak on it. I think it’s very helpful for those in need I am satisfied Some do a lot better at it than others do. ADMIN#: 1808630 Defense Equal Opportunity Management Institute 3! 7 I am satisfied to on the level of knowledge that is handed out to us. Very satisfied I am very well supported by my peers. And my leadership is very supportive. I feel that the seniors do a good job of looking out for the juniors and guiding them in the right direction while also setting a good example We need new washers and dryers I am very satisfied Although we are taught well, i feel I do not get the opportunity to real know what is going on with our training Sat Satisfied It’s fuckig retarded, the Marine Corps was not what I expected. I thought the Infantry would be more badass. It’s been really pussified by what my Staff NCO has told me. It has improved in the last 8 months. Its alright. No all kiss ass We don’t have one Good Not sure Very satisfied. I get advice and guidance whenever I need it or when it is required. Pretty well It’s good. And hellpful ADMIN#: 1808630 Defense Equal Opportunity Management Institute 3! 8 My seniors care that I know my job. good. Very satisfied Very satisfied great leaders N/a Very satisfied, it helps make the new marines feel more open and welcome to the new unit. Good satisfied It’s good. MARGINALLY SATISFIED, NEEDS SOME WORK. Raw Satisfied Good Very satisfied. My leaders mentor me on anything I need help with constantly and set a great example Very Rah yes Not at all I shouldn’t have to talk with anyone about my issues besides friends or family Neither sat or unsat ADMIN#: 1808630 Defense Equal Opportunity Management Institute 3! 9 It is good I do not have a mentor. Good Very satisfied, our mentors are working very hard to better themselves as well as us. They are teaching us everything very important detail we need to know in this line of work. Very thankful to have the mentors I have. fucked I have not experienced the mentorship program Haven’t experienced it so no comment Very good Fine Very satisfied. Not very satisfied because you have to be an nco to be a mentor. Our unit doesn’t have a lot of ncos. And some of the Lcpls would be better mentors to new joins than some of the ncos we have. Very. I think that it is sufficient, but also superfluous. Marines need mentorship, but they don't need to be babied and coddled. This is an infantry unit, not the wing -- we cannot go soft. I think it is paramount that we continue to provide a difficult and challenging learning environment for our young Marines that leads to their development into men, rather than hand-holding them into a future as submissive non-thinkers. Not at all I've been in this unit for 4months and I haven't heard anything about it. I am very satisfied with the mentor ship program it has really helped me integrate into the unit and become a better marine N/a 100 Satisfied, close group ADMIN#: 1808630 Defense Equal Opportunity Management Institute 4! 0 Average I am satisfied I am very satisfied with the leaders that have been placed over me. They make sure I am prepared for my job and take the time to help me learn. Na No comment Have yet to see it Very satisfied, I feel that I have a great forup of mentors whithin my unit, they are very knowledgable and continually challenging us to do better. I haven’t been with this unit long enough to make an assessment. N/A Good I feel like I’m about to learn and progress along the way I have not participated in the Mentorship Program. satisifed I am satisfied with the mentorship program, mentoring is being conducted from top to bottom over many topics. What is that? I'M VERY SATISFIED. MY MENTORS HAVE SHOWN ME DIFFERENT KINDS OF LEADERSHIP STYLES. very satisifed I am satisfied with it, I have learned how to be a better marine and how to do my job to the best of my ability with it. ADMIN#: 1808630 Defense Equal Opportunity Management Institute 4! 1 I AM SATISFIED WITH MY UNITS MENTORSHIP PROGRAM BECAUSE IT HELPED ME BECOME THE PERSON I AM TODAY. Na N/A, I have not seen the Mentorship Program in action yet. I can’t speak for anyone else. But I have a good mentor. Good Hasn’t fully developed from what I’ve seen but it will be a useful tool for many Marines I am satisfied because the ones who are leading are directly teaching their future replacements. Very satisfied Havent really seen it put into affect I have not had a serious need to use it yet, but I have appreciated the fact I have someone to go to if I were to need it. I haven’t used it but I feel satisfied that if I needed help with something my mentor would help. n/a Very I am highly satisfied with my unit’s Mentorship Program. I feel I am constantly being molded into a better marine and leader. I’m very satisfied with the mentorship program. Very helpful Very Satisfied Have never needed to use it, friends have had sucess. ADMIN#: 1808630 Defense Equal Opportunity Management Institute 4! 2 rah 2. How would you improve the communication processes in the unit? The communication with the battalion is fairly fluid. It may be worthwhile pursuing an informal, voluntary feedback process (e.g. "Any-mouse" boxes where recommendations can be dropped off at any time). I assume many ideas for unit efficiency reside at the lowest level, and these ideas may not make it all the way up the chain of command. Allow people to say there side of things where rank has no effect in deterring what you really want to say. by telling the SNCOs to stop being so rude when junior Marines are talking to them, maybe the junior Marines would be more willing to talk to an SNCO whos not an A-hole. Allow Junior Marines to hangout with their NCO's I think that the communication is all right but if there was any way that it could be better modified I would say it actually needs to go higher than the company command it has to work better coming from the highest of the higher-ups it's that late notification of like hey I know it's 1500 not your all of your about to get off work but I need 30 dudes for this one thing at 1600 and they have to be in full cammies even though they've all been in civilian attire for the last 20 minutes and now I'll have to change back getting find a ride and drive over to this place to work for 10 minutes on a inspection or cleaning a range because this other company didn't clean it enough and now it's somehow our responsibility things like that need to stop because it destroys moral No comment No improvement needed No comment Invole the SNCOs more. Hold them accountable for the good and the bad. Quarterly briefs should be done to show every Marine the Bn outlook for training and deployments. This offers the BC and SgtMaj an opportunity to stand in front of Mariens in a relaxed setting to brief and ask and answer questions from Marines. Have team leaders spread word as soon as they find thing out about the plan of the day and to keep everyone in the loop. i think it is going good the way it is ADMIN#: 1808630 Defense Equal Opportunity Management Institute 4! 3 I wouldn't its already good I would improve it by going through the chain of command. I've only been here for about a week so I haven't been able to observe that much, but as much as I have seen of the communication process in my chain of command has been very professional and I wouldn't change anything. N/A no comments We are working on an electronic read board to share information with the Marines. I am not savvy with social media but if we are able to put up training events in a closed group that complies with OPSEC requirements, we are going to do it. Communication is key and I believe my unit has great communication. Make it a priority with leaders Letting marines lower than the rank of SGT know the word until the day of. getting information passed down through the chain as fast as possible so that everyone is on the same page Satisfied It’s already really good. Everyone needs to communicate more from peer to peer Everything is well communicated now. Word needs to get passed better/faster I wouldn’t By getting the washers and dryer’s Maybe more time to get to know our peers and seniors better Have our seniors explain to us a little more how the training is supposed to work as a whole and give the opportunity to search for training opportunities. ADMIN#: 1808630 Defense Equal Opportunity Management Institute 4! 4 Na I wouldn’t New Boot LT need to listen to their Platoon Sgt, Squad Leaders, and Team Leaders instead of trying to babysit and put their hands into everything. You can’t get proper training done when new Lt thinks they know everything. Word needs to be passed more accurately and in a timely manner. Make one It’s perfect no need for improvement Pass opportunities for schools and course directly to squad leaders The only thing I could think of is training with other platoons and companies more often. I do not know I believe it’s good already I wouldn’t. Ours is too notch Posting a schedule so we know what and when we are doing something. N/A More formations I don’t feel it needs improvement N/a I think the communication process is good already. No comment I would not New officers should listen to their NCO’s ADMIN#: 1808630 Defense Equal Opportunity Management Institute 4! 5 FIND A MEDIUM THAT ALLOWS EVERYONE ACCESS TO THE SCHEDULE/IMPORTANT NOTES. Make sure everyone actually knows what’s going on between the squats or platoons Just pass word Talk to our squad leaders No answer Set the standard Better communication between members of the squad More information passed to the small unit leaders, as well as clarified information rather then vague answers. ADMIN#: 1808630 Defense Equal Opportunity Management Institute 4! 6 Use cell phones allot more to pass word because almost always word of mouth does not work neither sat or unsat Make leadership more approachable. No The communication is very good. Communication is a huge thing and we communicate everything very well. eat a dick I think the communication processes works fine Actually tell them I’m person so they know what the word is Communication is good within unit Better cohesion Mame a closer relationship with my team Ensure you have everyone in the chain of commands phone number. I won't. N/a Make sure everything is related to higher up Spread word faster I wouldn’t Word needs to make its way down better. I do not know of any ways to improve the communication process. It seems to be working very well as is. ADMIN#: 1808630 Defense Equal Opportunity Management Institute 4! 7 Don’t know No comment It’s more of individual actions than that of command Communication within the unit seems fine N/A More group discussions within our squad and unit. The passing of word by mouth, and by printed documents in a known location has been effective thus far. would not do anything, we communicate well. By actually communicating with people. I WOULD MAKE SURE THAT DECISIONS WERE MADE AND SET ATLEAST TWO DAYS BEFORE AND PASSED AROUND INSTEAD OF MAKING LAST MINUTE DECISIONS. I DONT THINK THE COMMUNICATION PROCESS NEEDS TO BE IMPROVED Marines do not get word until last minute and that needs to change. We’ll get hike information the day before the hike when we should receive it in advance. More word getting passed down Maybe have some form of mass one way communication from the unit like how colleges use “blackboard” that we can access on our phones. N/A I really dont kno everyone has different views Word being passed more consistently, a lot of the time we do not find out info on upcoming events until the last minute. I would imply to my workgroup that communication needs improvment. ADMIN#: 1808630 Defense Equal Opportunity Management Institute 4! 8 More communication as to what the plan for the day is. Its not fun to be sitting around at work with nothing to do and not know why you are sitting there. Not every Marine has an active role in day to day work, but every Marine deserves to know why they are at work. n/a NCOs must take responsibility for passage of information. I feel the junior NCOs have been given such a short leash that Cpl’s feel more like glorified LCpls. Have the MCOs engage with the junior marines and SNCOs stand in the conversation and show face to allow the junior marines know they listen and are here to help the unit. In depth formation. N/a N/ A rah 3. What changes does this unit need to improve morale? Cleanup our space (external barracks cleanliness). NCO's and SNCO's stop treating people of lesser grade like crap. if we get fans or A/C in the barracks the Marines would be a lot more happier, guaranteed none No comment No changes needed No comment The overall state of the barracks should be better. To many maintenance issues that’s have been neglected for a long time. Listen to it’s Sergeants, have meeting with them. They have to balance between the younger Marines and Sr leadership. We say they are the backbone but we don’t ever talk about what werrr carrying on our back. ADMIN#: 1808630 Defense Equal Opportunity Management Institute 4! 9 Communication more realistic training. PB ops, IIT, CMP shoots. no changes No changes at all are needed to improve morale. I do not know what changes would need to be made to improve morale, as the morale in this unit seems to be high already. no comments No changes are need for this unit. Quality of life and communication Better chow hall that shit sucks. Passing knowledge and information that anyone gets from higher Better washer and dryers More respect from the top down. Make sure everyone is motivated and excited to train More pride in the unit individually. Build better cohesion New washers and dryers. Fix the barracks. It does t Washers and dryers all of ours are broken Improvement of the facilities. A better chow hall staff like in main side with sodexo ADMIN#: 1808630 Defense Equal Opportunity Management Institute 5! 0 As of right now there are no changes I can think of that are really needed to increase morale None I don’t know Keep Lts out of our job. BETTER LIVING CONDITIONS no comment No favouritism. Less hazing for simple mistakes Everything None A lot less micromanagement Morale is high. I’m not sure I have not been here long enough Morale is always high and uplifting I’m not sure. N/A Less tedious tasks Treatment of New Marines needs to improve I don’t feel it needs change N/a ADMIN#: 1808630 Defense Equal Opportunity Management Institute 5! 1 Letting off marines earlier in order to allow more time with family here in the states so when we leave for deployment the families have still seen a lot of there significant others/ fathers. communication Train with a clear and defined purpose. INCREASE OUR PERSONNEL READINESS. More time to train as a team and squad Not have us do hikes and company PTs every week We have good moral None No more team building exercises. More interactive events within unit. The unit can improve moral by not knocking some one down, and when the moral gets boosted don't try and knock it back to the same level. Release ya from work way earlier instead of having us standby in our rooms all day doing nothing pass word later through a txt if it’s something that critical. neither sat or unsat Junior Marines need to be treated as adults. None ADMIN#: 1808630 Defense Equal Opportunity Management Institute 5! 2 At this time I can’t think of any. sex Listen and try to understand what the problem is instead of doing what ever they feel like because they are a lance Corporal Morale is high within uni Nothing None Better actions done by leadership that would actually be if it the marines. None. 1) Adequately award those who deserve to be awarded. How does Sergeant Olson only get a NAM for all that he did over the last four months? We all perceived that almost as an insult to him from higher since he poured his heart and soul into the Battalion, but only got a NAM. We were told when the new BC came on deck to write awards and expect their approval as long as they are with cause -- certainly his was cause enough for a Navy Comm. That tanked our unit's morale, because Marines who deserve recognition are not receiving the right recognition. He got a NAM two days after a shit-bag Sergeant in our Company got a NAM. It was a disgrace. 2) 1stSgt needs to learn his place in the company -- he's an advisor to the CO, not the CO. He thinks that he gets to make all of the personnel decisions in the company in a bubble, which is completely false. His job is simply to advise the commander, and his lack of tactical knowledge amplifies the fact that the final decision never rests with him. AC in the barracks. This unit needs to stop the ever changing command N/a We returned back from a seven month 15th MEU deployment in February, and since we have had a small break in block leave from the end of February to the Middle of March. Other than that I feel like we have done a lot of training, the unit could do well with a break. It's almost been non stop and we don't have to deploy for a while. So we should take the time we can, knock out admin items that pile up and focus on getting physically fit and mentally ready for the deployment because we will be getting a lot of new Marines that have never deployed before. And when the time is closer to the next deployment use that to train. I get it, we are Marines and if we aren't training the enemy is and we have to constantly better ourselves. But if we continue this trend by the time we deploy we will have been training non stop for over 2 and a half years by my guesstimate. Yes that is probably off. But you have to give time for Marines to recuperate and for the ones with families, enjoy their family. More teamwork activities and stop trying to change 0311 ways ADMIN#: 1808630 Defense Equal Opportunity Management Institute 5! 3 Communication Respect None Morale in my unit is high and I don’t think many changes need to take place. No comment A commonly address thought is that of cuffing sleeves and tucking blouses in. As well as being able to have pride in the unit as well as accomplishments made by marines expressed through skivy shirts from schools and for the unit being able to be warn I haven’t been with the unit long enough to make an assessment stop hiking every other week let maintenance get up None everything is good Rewards for exceptional performance, leaders taking greater interest in the welfare and proficiency of their subordinates. more time off Not keep people at work til 2200 every night. It puts a strain on marriages. THIS UNIT'S MORALE IS GREAT. It doesn't TO IMPROVE MORALE I WOULD SAY DOING SOME KIND OF UNIT ACTIVITY OR "FUN DAY" MORE OFTEN WOULD HELP IMPROVE MORALE. Na Better barrack quality and more variety of food at the chow hall, and more sporting events. Less hikes ADMIN#: 1808630 Defense Equal Opportunity Management Institute 5! 4 More competitions. N/A Unit cohesion More group bonding. Shorter work days. Many Marines find themselves sitting at work until mid to late afternoon hours and don't play an active role in the work thats going on. n/a Marines and Sailors enlisting today often feel the need to know what is going on or what part they play. Much of the disgruntled feelings stem from being left in the dark until that last possible second, by then we feel blindsided rather than informed or motivated. Nothing The morale is high in the unit. Whatever we are doing now works. More frequent family days or unit get togethers. N/A N/A More liberty. rah 4. Do you feel that the unit's disciplinary policies are fair? Please explain. The battalion's disciplinary policies are fair and just. Yes. most definetly yes ADMIN#: 1808630 Defense Equal Opportunity Management Institute 5! 5 I think that for certain hazing accusations that the punishments are too severe forcing someone to shave their head because they neglected to get a haircut is not the same as literally like forcing them to the ground and shaving their head for them it's not the same thing and it shouldn't be punished the same way I would say that we also treat certain things that could be considered hazing to lightly and then to severely in totally random settings for instance if a person is made to do like push-ups for dropping their rifle that's not hazing it's just a basic thing that you've done since bootcamp it teaches you not to drop your rifle which is an important piece of gear that could save your life No comment No I don’t No comment ADMIN#: 1808630 Defense Equal Opportunity Management Institute 5! 6 Yes. Leaders are fair and make solid decisions based on the info they have and rely on the input of senior enlisted advisors. Yes Yes everyone is treated equally yes. its pretty straight forward yes I feel that the unit's disciplinary policies are fair because they're telling us what is right and wrong. Again, I haven't been here for very long so i haven't seen anyone have to get punished for anything. no comments Yes Yes everyone gets treated fairly and as they should. Yes Yes. Yes, it doesn't include hazing and promotes better behavior in the future. Yes They are, if you mess up you go through the process of the ucmj Yes I do you shouldn’t disrespect people for no reason Yes they are fair Yes I do, every thing is dealt with according to how severe the action committed was Yes they are ADMIN#: 1808630 Defense Equal Opportunity Management Institute 5! 7 We need new washers and dryers Yes I believe they are. Yes, discipline is always used accordingly. Yes They are fair because they are always trying to fix the mistake not just doing it as an excuse to entertain themselves No. Yes, the policies are all in adherence to the marine corps order. However, some polices are a little strict compared to the order and it deters morale. No. Snm was told if they completeld the hike that they would be allowed to go to DM course and was denied Yes Yes Yes. Nothing seems extreme everything makes sense and has a reason behind it. Yes so far Yes they are, right and just Yes, we go by and the book on punishments. N/A Yeah people are disciplined well Yes I do N/a Yes and they are clearly spelled out and explained so everyone knows what not to do. ADMIN#: 1808630 Defense Equal Opportunity Management Institute 5! 8 yes they do Sometimes. NO. THE HAZING POLICY PREVENTS ANY EFFECTIVE REMEDIATION/PUNISHMENT. Ya Yes, everyone gets treated the same with a punishment they’ve done Yes Our policies are fair and just Yes, because yes. People should get NJPD for stupid actions I don’t think so because higher ranks don’t look at the whole picture as just one mistake they see it as the Marine being forever and always fucked up neither sat or unsat No, it is a way over the top at times. No dicks Half and half Very fair and just Yes Yes. We are treated fairly in any case. Yes. ADMIN#: 1808630 Defense Equal Opportunity Management Institute 5! 9 Yes. Absolutely not. Why on God's green earth was LCpl Hood written up for hazing all the way to Regiment for an incident in which he didn't even mandate or command the Marine involved to do anything and the Marine involved claimed that there was no wrong doing? This seemed more than anything like 1stSgt having a vendetta against Hood and the tactical go-to guys rather than just enforcement of a standard. Yes they are fair N/a No there’s a lot of favoritism for most people Yes they are fair Yes Yes everyone is treated equally I have not been here long and so I haven’t seen the need for anyone to be disciplined yet. No comment No, I believe that having a standard payment for failure to complete a task should be allowed even if that payment isn’t directly coordinated with said task, all within reason of course I feel that everyone is disciplined to the same degree depending on what the scenario may be. I haven’t been with the unit long enough to witness disciplinary actions. n/a Yes because it keeps us in line and makes us a better person Yes. Marines who do the wrong thing are dealt with funky but fairly. yes, people are given chances and if they continue to abuse those then they are pushed to higher for proper paperwork or disciplinary action. Commanders are fair in their policies, and always take into consideration the circumstances of Marines. ADMIN#: 1808630 Defense Equal Opportunity Management Institute 6! 0 What disciplinary policies? YES yes I do. they are fair YES, BECAUSE I HAVE SEEN FAIR/SIMILAR TREATMENT AMONG PEOPLE WHO HAVE MADE THE SAME OR SOMEWHAT SIMILAR MISTAKES. Na I have not been here long enough to tell. Yes Yes, the punishment fits the problem and isn’t exceedingly harsh. N/A I would believe so i havent really witnessed to many Yes, I have not witnessed anything that would make me feel otherwise. Yes becuase the correct actions are taken for the severity of the offense. Yes. Our unit does a great job at emplacing and enforcing discipline across the board. n/a Great Yes I feel they are fair. I haven’t seen an instance where marines where treated unfairly. I feel that the policies in place are fairly being enforced. It’s all in black and white The unit’s disciplinary actions are fair Most policies that are unfair are above individual command discretion, e.g. 1st Mar Div, HQMC. ADMIN#: 1808630 Defense Equal Opportunity Management Institute 6! 1 rah What do you know about this unit that leadership does not know, but should? 5. N/A N/A LCpl's and below all have to do work they didn't ask for and that there NCO's and SNCO's don't want to do. that the barracks rooms get really hot and we need fans. they do not know about our suffering. N/A No comment Nothing No comment Nothing at this time. See first comment box. Leadership is tossed around to fill areas horrible plan. Nothing Not sure. I do not believe I know anything about this unit that the leadership does not already know. no comments I believe the unit knows everything they should. Small unit leaders setting shitty examples of character, a terrible chowhall, broken washers Nothing. Yes ADMIN#: 1808630 Defense Equal Opportunity Management Institute 6! 2 N/a Nothing No comment I don’t All of the washers and dryers are broken Nothing. That we need new washers and dryer’s and a better Townhall and the parents to not lose power in the fire alarms and the water. And there’s cockroaches in the barracks and SNM FRIDGE DOESNT WORK There is nothing I know the the unit leadership doesn't already know Nothing Nothing That School train Marines are better fitted to train their Junior Marines the way they want too instead of unnecessary training that comes from new Boot LTs. I comment No one likes them No one likes them and will not follow their commands with immediate obedience. EX: being promised we would have a day off due to being in the field through the weekend and then not having a day off and sent to the field again. Nothing Nothing Nothing. Not at the time. ADMIN#: 1808630 Defense Equal Opportunity Management Institute 6! 3 Nothing’ They are aware of my complaints N/A Nothing Hazing takes place but Marines are to scared to tell because they fear no one will believe them or nothing will happen and it will get worse for them or the rest of the Marines will push him away Nothing at the moment N/a We are the best in the battalion. Hq company needs to clean up all of the flowers in their area so I stop having to clean them off my floor since they are too lazy to maintain their areas of responsibility NOTHING. Nothing Nothing The leaders in this unit are amazing and far better than any leaders I have seen. I believe they deserve special recognition for their dedication to their unit. N/A New to unit, only been here for a little bit. Everyone actually hates the POG leadership we have now. We train on stuff that won’t help our immediate jobs. We constantly are getting talked to about stuff that does not pertain to our jobs. We have no A/C or heater in the barracks and are constantly angry/miserable because of it neither sat or unsat Moral is very low and junior Marines hate coming to work. ADMIN#: 1808630 Defense Equal Opportunity Management Institute 6! 4 1808630 Defense Equal Opportunity Management Institute 65 hazing, underage drinking, drugs, cocaine, sex I don’t know Nothing Nothing everything is fine None We like to keep things simple but have purpose. Nothing. Why are NCO's requesting orders out of the company? The simple answer, which I've gotten from them firsthand, is that nobody in their right mind wants to stick around this command environment. The Battalion seems to care more about hazing than training, and the Company seems to care more about admin than tactics. Our priorities are out of whack, and this Battalion is in a downward spiral -- that is what I'm hearing from the NCO's who are jumping ship. Nothing. Nothing, I’ve reported anything that’s happened that they should know about N/a Nothing N/a Nothing Nothing I do not believe that I know anything that the leadership does not already know. No comment It seems that leadership has overreaching expectations for marines without proper time or instructional freedom in order develope their visions of their marines ADMIN#: 1808630 Defense Equal Opportunity Management Institute 6! 6 I’m still leaning much about this unit myself n/a None I have no particular information to offer, I myself have much to learn nothing That platoon leadership doesn't look out for their marines, which I believe they should. I THINK THAT THE UNIT DOESNT KNOW THE INDIVIDUALS INTERNAL ISSUES AS WELL AS THEY SHOULD. THOSE INDIVIDUALS SHOULD BE COMFORTABLE ABOUT SPEAKING OUT ABOUT ANY ISSUES THEY HAVE TO PEERS AND IMMEDIATE LEADERS. Nothing. MY WORKGROUP SHARES ANY KIND OF IMFORMATION THAT THE UNIT LEADERSHIP SHOULD KNOW ABOUT TO PREVENT ANYTHING FROM ESCALATING ANY FURTHER. Na Nothing that I can think of at the moment I don’t know The amount of seniors that are contemplating leaving before the next deployment leaving us with a lack of experienced leadership. N/A Nothing I can not think of anything. Nothing. n/a ADMIN#: 1808630 Defense Equal Opportunity Management Institute 6! 7 Awesome There isn’t anything. My unit leadership makes it a point to know me on a personal level and don’t go as far as to get into my personal life if I wish them not too. I feel like everything is transparent and there isn’t anything being hidden, We’re all on the same page N/A rah Appendix C: Written Comments from Your Organization NOTE: The answers appear exactly as they were written on the survey: Organizational Effectiveness Section Comments Since joining the battalion on 29 June, the chain of command takes the time to provide initial counseling and conduct a plan in order to meet future goals. In addition, the battalion is great at providing information for short, mid, and long term exercises. Last, the majority of the battalion staff are new to the unit and we continue to improve towards a common goal. We are an effective unit, but we are not as efficient as we should be. Much planning/execution is ad hoc or last minute (often due to last minute tasking from HHQ). I believe we should be self-critical in reviewing and updating all internal processes continually in order to maximize efficiency (which will have a direct impact on morale and family readiness). Most Marines here enjoy the command climate and feel there are good leaders in place to ensure we are treated fairly I feel as though I am wasting my time. Can we please get some fans or A/C for the barracks, it gets really hot and uncomfortable at night and it makes it hard to sleep. Other than that the Battalion is great. I feel over all the organization does its best to do what they can. The organization is rebuilding As I see it the current problem with our efficiency is not based in our ability to perform but rather in a lack of motivation and reason to perform a task or an objective that is sufficient towards pushing people that they will want to push themselves harder in order to reach that goal. for instance if we're in the field and the goal is to reach some kind of an objective or something her clear this range faster and more efficiently than any company ADMIN#: 1808630 Defense Equal Opportunity Management Institute 6! 8 before us did if their only motivation for getting it done fast is, hey you're going to be done sooner, that's not sufficient motivation to give people w they need to be motivated by other things because a lot of these Junior guys and even a lot of the seniors are not as motivated as they could be and I think it would go a long way to try to help motivate people and I'm not talking about like company run or something like that No comment Doing great None work tempo is to high to keep a constant maintenance tempo. ADMIN#: 1808630 Defense Equal Opportunity Management Institute 6! 9 Our organization is being ill effected by the improper manning of billets. From sr leader on down its being rank rank rank then playing catch up when something happens. Weapons company should be a high priority for leadership with experience. A young staff sergeant with no CAAT experience should not run a platoon. Being alone and I afraid throughout fieldops and deployments this is more suited for a Gunny or seasoned staff with CAAT experience. Now I have stated the problem I will come with a solution. Talk to the NCO’s of CAAT and weapons company to understand our whole dynamic of our unit before giving us a quick fix. In the long run this will pay dividends. There is no doctrine for CAAT but it has a system that works. Without the input of the Marines this system breaks down. This also plays into other company’s leadership needs to understand how to use CAAT with more integration of CAAT NCO in BN planning and Compnay planning for future operations. This unit has been the best unit I have been to in my short military career. N/A Effective enough to deploy and get the job done. no comment It is easier for me to agree with these statements because I am higher up in the chain of command than a PFC or LCpl. I am able to get information that I need because of my position. I work to ensure my Marines are informed as well as I am but I know there are several filters between the Battalion Commander and the PFC. The fire alarm constantly goes off in the barracks. The chow hall food can be better. The laundry room needs new washers and dryers immediately. Power shortage and shower water often does not get hot. Pride and enthusiasm is at an all time low I feel nibfulfillment with my military career. Motivation and pride in our job among my peers has been quite lack luster, and we don't get much hope from our leaders For that improving a whole lot. However it is definitely improving compared to the pat and even tho progress has been slow it is still at least improving. Well New washers better chowhall When everybody is on the same page, work is great. There isn’t a single problem within the unit. But as soon as one person gets the wrong word, everyone gets screwed up. We definitely need new washers and dryers we only have 2 that work for all of us. Better how at chowhall Fire alarms go off a lot ADMIN#: 1808630 Defense Equal Opportunity Management Institute 7! 0 Power shortage and no water heat Our washers and dryers are always broken. The chow hall is abhorrent. The barracks' fire alarms randomly go off in the middle of the night. All my seniors do there best to provide us the best knowledge which is passed down to them by there respective seniors too. Washers and dryers are broken. Fire alarms go off randomly. We need new washer and dryers Better food in the chow hall Fire alarms going off all the time Hot water Water pressure 620424 needs new washers and dryers, most don’t work at all. washer and dryer sucks, fire alarm always goes off, water goes cold for days. chow hall has crappy food. Most of the washers and dryers are broken. The washers and Dryers need to be fixed because many people have to wait everyday to put in laundry. The chow hall in area 62 has awful food and is the worst on base. The fire alarm goes off randomly and needs to be fixed. Better washers and dryers, shower water gets colder , fire alarm goes off in the middle of the night , water pressure and chow Hall food Some washers are broken sometimes making washing clothes inconvenient. Dryers are good. Fire alarm hasn’t been a problem. Fire alarm hasn’t gone off unnecessarily. Chow hall is good, so far facilities have been useful and haven’t been an issue. Marines need to be awarded for their outstanding performance We need to fix the washers and dryers as well as the chow hall food. Need working washers and Dryers All our facilities work. The washing machines and dryers mostly work but there are a few that don't. Fire alarms work and the chow hall is very good. Water also works fine in my room We need new washers and dryers the fire alarm randomly goes off the chow hall food can be better. We need water pressure ADMIN#: 1808630 Defense Equal Opportunity Management Institute 7! 1 The washers and dryers are in desperate need of fixing Chow hall needs better cooks and attitude Barracks need hot water fixing and the fire alarm goes off for no reason at times Chow halls in other areas of this base are far better than ours. Only 2 clothes washers work for all of us The chow hall food is a bit of great quality The fridges is our rooms don’t work very well Nothing this place is so amazing. This survey wasted my precious time in my beloved Corps. HAVING DUTIES STANDING IN COMPANIES NOT OF THEIR OWN IS NOT WORKING. COUPLE OCCASIONS WHERE WE'VE HAD NEW JOINS NOT TAKEN CARE OF DURING THE WEEKEND BECAUSE THE DUTY IS UNFAMILIAR WITH THE PERSONNEL AT THE BARRACKS. AS WELL AS NCOs ON DUTY THE SAME RANK AS AN NCO BEING TOLD TO DO SOMETHING BY THE DUTY, ON UNCOMMON OCCASIONS, WILL NOT COOPERATE. I think we are effective in some aspects of training but fall off the wagon in other aspects when it comes to passing word down and planning ahead of time The chow hall, laundry room, living conditions, and common areas need complete upgrades. People are two faced that's annoying treat you like shit in front of higher ups and kiss ass as well Our organization is very effective when it comes to completing the mission or task at hand. Word does not get passed to the APL(myself), questions/opportunities to go to course do not get passed to send the marines that wish to go or should go to the course are not passed to squad leaders or team leaders. Too much micromanagement. Everyone that I work around puts out, from what I see everybody wants to push each other to make one another better. If someone slacks off there’s always someone there picking them up. i feel like when a marine does something wrong i don't think paperwork will fix the problem i feel like putting a little bit more pain into their body so they can understand that they shouldn't mess up again We are well organized but communication could be better. Organization and leaders, leading by example, getting tasks done and completing the mission. ADMIN#: 1808630 Defense Equal Opportunity Management Institute 7! 2 a a new Marine am Ircamd mm!) undemm In mc<< up 1 haw deal mm me consequenees hut hem; fluted quip!) beeme 1' mm deplmd .: .m a growl man and would be Ircalcd as mu make ml, am m} mil am Ircamd as Khan a man Morale .: \cr} Impnnam me Mannc and mu mum morale 1g Ion ADMIM lsusfiju Dc'cmc Equal Oppnnunm [namme Cat snack potato ham clocks with a Jimmy slam fest Over working marines is not a good thing for the long haul. Be more considerate when it comes to training don’t over train your marines in one shot with going to the field then a hike take it slow work your way up so you don’t break your marines and have to go on light duty. I have seen this happen first hand in my platoon. To have word passed down more efficiently through the leadership in the platoon If My organization is very effective Leadership needs to stop micro managing small unit leaders and allow them to lead how they see fit It’s effective people who may have issues whether work or personal related don't have the proper outlets for their problems. I do not believe that the command element (Co/1stSgt) in my Company is preparing our unit for deployment, and their insatiable desire to prioritize administrative readiness over tactical readiness is the the biggest reason why we are so criminally underprepared to execute tactical tasks. Nothing I believe we need more work done on the barracks themselves. It is difficult to be well rested and prepared for the next day's work and activities when we are not comfortable being in the room we are provided. I believe fixing the AC that is supposed to be in the rooms will help this. Equality, being treated like a man before anything else is needed, everyone really needs to humble themselves and it would make for a better product !! RESPECT N/a Ever since I came here I have been welcomed and taught like everyone else No comment chow hall sucks ADMIN#: 1808630 Defense Equal Opportunity Management Institute 7! 4 There seems to be a detachment from the planning for training from the standpoint of the junior marines as to what they’re capable of and what they need to improve and what events and tasks they are given, to fix this, having more voice from small unit leaders as to what training their men/women need and collaborating on what events or instruction works/focus points to be held throughout the train process of said marines I think this new Command is putting procedures in place to enhance the ability for leadership to ensure all Marines and Sailors are taken care of. In my short time with the last command I do believe that mid-level leadership was lacking (Care for Marines and Mission). Nothing but good things from my current leaders at the Co and Bn level. They have looked after my family and I in times of need. The command is striving to improve everyday and values any opinion that can help it achieve that goal, no matter the rank that it originates from. There is an emphasis on mentoring and a focus on performance. My organization is literally the worst at listening to the Marines problems or concerns unless it effects their vision of the day to day activities or their own goals, i.e. the way it effects them. The platoon staff doesn't care about the problems that arise from the Marines to the point where Marines are either dropping their pack, and or just not staying in the Marine Corps and getting out. The field op was pretty good just the fire watch was very unorganized. Let’s try to have a group that is meant fair fire watch only next time. I BELIEVE THAT MY FELLOW MARINES AND I DO AN EXCEPTIONAL JOB WHEN GIVIN ANY TASKS AND CAN COMPLETE ANY MISSION GIVEN TO US WITH, AT MOST, MINOR BUMPS OR MISTAKES. Na I feel like we try to accomplish too much with too little. It’s great to get the valuable training with all the new joins coming in, I just feel like sometimes the schedule is too packed for not only how early into the work up we are in, but the lackluster amount of Marines we have. For me personally, it’s just adding unnecessary stress, and causing me to be more exhausted than I’ve ever been on a week to week basis. This may not be great information to go off of but this is just from my perspective, if nothing changes, I carry out the plan or the day. If changes occur, I carry out the plan of the day. Semper Fidelis My command does a good job The passing of word is slow. Sometimes we have no idea what we’re going to be doing whether it be a week away or by the end of our work up. I do not have any word on this part. Theres always room for improvement however. I feel this organization that i am apart is always prepared and us being so strongly prepared and aware of what can out of this with us not being ready.. would really effect our outcomes in the time of war ADMIN#: 1808630 Defense Equal Opportunity Management Institute 7! 5 Manning is down and the corpsman are being over worked. n/a Perfect N/a no comment I work in a healthy environment, I am content with my leadership. Give credit where it is due and to the actual individual. When an individual’s Plt Sgt recieves an award he already rates for the direct actions of a Marine who works underhim, but not for, creates a terrible command climate. End of tour awards are handed out while leadership in fake billets get recognized for simply being the “Reporting Senior” to a Marine who’s own work 100% attributed to not only the company’s success, but also the FitRep of the senior who put actual counseling and proper evaluation of his Marine’s below that to make him look better, despite those under being Careerists too. no Equal Opportunity/Equal Employment Opportunity (EO/EEO)/Fair Treatment Section Comments I do believe the integration of the battalion (WRT female integration into the infantry) will become an issue in the future when we have female 03xx's check into the unit. Of most concern is that we currently have no female NCOs within the battalion who can provide dedicated mentorship to entry level new join female 03xx's. Commanders and OICs will need some "IO talking points" to ensure we all speak with one voice WRT gender integration. we need A/C or fan in the barracks, thank you. Everyone is treated fairly In response to female Marines being allowed entry into the Infantry I just had a couple things to address I understand that it on principle it is a good idea to make sure that everyone is included to the best of their abilities however I would say that just because there are females that can perform better than the worst males does not mean that we should just let anyone who is good enough in it's not about being good enough it's about being the best and I think that in response to this we should tighten up our physical standards on everyone not just to try to keep females out but to strengthen all of us as a whole to ensure that there are no weak links in the chain so to speak No comment None ADMIN#: 1808630 Defense Equal Opportunity Management Institute 7! 6 When this bn receives its female grunts for integration it will be a shock effect. The only way we could normalize it is by seeing them as a regular 03xx to combat the stigma. The bn probably has its dark secrets but no EO or unfair treatment is happening in the open. I don't experience that in my chain of command I've only been at my current unit for a week, but in my time here so far I haven't seen any discrimination of any kind at all and feel that the leadership is very fair. I have no comments to add. N/A We are Marines if words or comments "hurts" your "feelings" then you shouldn't be a Marine and deserve to be discharged from the Marine Corps. We are required to have thick skin IOT to be warfighters if you don't have it the Marine Corps will be a rude awakening. no comment We are made up of 99% males in this organization with different levels of education but the majority of young individuals between the ages of 18 and 22 with a high school education. I would be naïve to say that Marines make jokes or comments that are inappropriate in most workplaces. It is an alpha male society and if you are seen as weak the Marines definitely recognize it. Experienced squad leaders is what we are lacking to mitigate potential issues. ADMIN#: 1808630 Defense Equal Opportunity Management Institute 7! 7 I feel like everyone is treated fairly in my group, No one treats eahother fairly There really isn't a problem in the workplace in terms of making someone feel uncomfortable due to sex, sexual orientation, racial comments, etc. nor do I see it being a problem in the future for us. Yes I’m treated fairly well When we first got to the fleet, we were treated fairly enough to earn our current billets. We have been treated fairly. Better Washers and Dryers I am treated fairly and equally to my peers by our senior leaders. They imposed fair treatment for everyone. None Leadership is very careful to make sure they do not insult or offend anybody in the platoon. We need new washer and dryers, they burn and stain our clothes Working Washers and Dryers Treatment is fair and in no way baised in any unequal opportunities It's all good Again, this has wasted more of my precious time in this beloved Corps. In the name of our generous Saint Mattis and and savior Chesty Puller. I believe marines are treated fairly in my unit. No because I'm a lower rank even tho I'm better then the nco My organization is very fair and follows rules given to us by higher ups and are no threat sexually or mentally or physically. ADMIN#: 1808630 Defense Equal Opportunity Management Institute 7! 8 Everyone is treated fairly. Everyone has the same opportunity to work for what they want. We need new washers and dryers! We are all treated very fairly Great The opportunities are equal in the military but the standards are not. The very idea that we are taking a survey on fair treatment as a combat arms unit is absolutely rediculous. If you joined the infantry to be treated like a special butterfly get out our job is about the unit not ourselves. No comment Its all fair and good no thanks Glooda pligga Snell grex I’m treated fair The constant focus on hazing has to stop -- it absolutely has to stop. We are less combat effective because of just this increased focus on hazing. It's making us worse. N/a I haven’t been here for very long, but in the time that I have everybody has been treated equal. No comment I feel that I am treated fairly and equally as all of my peers are in every aspect of training/work. I believe we are heading in the right direction with the inclusion of females inside of the battalion but I do think we can make some improvements. While everyone is aware that females are here often times when a large group is addressed they are called "Gentleman" at events such as formations. When there are no females present this makes complete sense but I have noted on a few occasions when there are females present and Marines are still all referred to as Gentlemen. I think the leadership needs to make a deliberate effort to catch this small occurrence before it becomes an issue. As a Battalion in my opinion it is absolutely vital that all Marines feel included to ensure that this integration does not impede our ability to accomplish our assigned missions. IN MY WORKPLACE, I HAVENT EXPERIENCED ANY KIND OF NEGATIVE TREATMENT TO ANY OF MY WORKGROUP. ADMIN#: 1808630 Defense Equal Opportunity Management Institute 7! 9 Na My workplace is awesome N/A I believe everyone around me is treated equally n/a Great N/ a no comment N/A rah
 ADMIN#: 1808630 Defense Equal Opportunity Management Institute 8! 0 Sexual Assault Prevention and Response Section Comments No comment. can we please get fans or A/C in the barracks it is very hot The only thing that I have to stay on this topic is that the women are given much too much credibility when the severity of punishment for the men who are accused of committing such a thing is so severe that not only does even being found innocent still greatly affect how you'll be viewed in the future as you were accused of such a thing and so I feel like before there can be a formal accusation there needs to be enough evidence besides just a complaint otherwise you risk ruining a Marines life based on an accusation of someone that could be totally full of s*** No comment None have not dealt with it I have no comments to add. N/A We don't really have females so the situation doesn't really arise no comments I have never been a victim and I don’t believe I would encounter in I’m my military career Sexual assault hasn't been a problem in the workplace nor do I think it will become a problem in the future even with females being apart of the workplace. Don’t rape women None The leadership is very careful to assure there are no sexual assault related incidents. We need new washers and dryer’s they keep burning our clothes and staining them ADMIN#: 1808630 Defense Equal Opportunity Management Institute 8! 1 No comment. I have not been here for very long. I have not been here to experience someone I work with go through these things. However preventable actions are being taken. I feel my chain of command would take that very seriously As of right now this is not an issue in the Infantry. However it will become one with females in the unit. No comments no thanks No N/a No comment N/A Na Good workplace N/A All sexual assault ahould be taken seriously n/a Good training N/a no vomment Enough with the sexual harassment stuff!!!! I'm tired of the constant questioning and training we are not all sex craved rapists I find it offensive that I am constantly asked in surveys and made to perform trainings on this. Punish offenders and leave the rest of us alone!!! ADMIN#: 1808630 Defense Equal Opportunity Management Institute 8! 2 N/A rah General Written Comments None. I feel like my time is being wasted when I can be doing so much more. can we please get fans or A/C in the barracks it is very hot No comment None have not dealt with it N/A no comments Not good to rape women or men if you like that We need new washers and dryers only 2 work Better chow at chowhall Fire alarms always go off Power shortage and water heater goes bad Need more washers and dryers in the brix None We only have a few washes that work and they keep burning our clothes and staining them we need new washers and dryer’s and a better chow hall and the power to stop going out in our parents and fix the fire Please, for the love of god stop wasting our time and your time and money with these stupid surveys. I literally got pulled out of the backyard doing Grunt shit to do this POG ass shit. Sincerely, A Grunt that was birth from Saint Mattis himself ADMIN#: 1808630 Defense Equal Opportunity Management Institute 8! 3 No comment We need new washers and dryers! ADMIN#: 1808630 Defense Equal Opportunity Management Institute 8! 4 I believe I am extreamly lucky to have joined this unit. I have had nothing to complain about as I am treated well and fairly. I feel I am rapidly improving my skills while not being overwhelmed with the rate. I would like to recognize some of my seniors that have gone above and beyond for me personally to make sure I am given the opportunity to improve here: Lt. Caldwel, Cpl. Anderson, and Lcpl. Schroeder. These people have made me feel apart of the team and helped me in my career an impressive amount, and I feel they deserve recognition for their actions. no thanks For me, I think this questionnaire can definably be condensed. To many questions that I think can be answered by just a few General questions that provide a commentary. No N/a No comment N/A Na Good workplace N/A n/a No comment N/a no comment B/A rah ADMIN#: 1808630 Defense Equal Opportunity Management Institute 8! 5