{"id":27123,"date":"2015-01-11T15:10:51","date_gmt":"2015-01-11T15:10:51","guid":{"rendered":"https:\/\/one.sightlinemg.com\/marinecorpstimes\/uncategorized\/2015\/01\/11\/cmc-s-survey-reveals-room-for-improvement-at-marine-units\/"},"modified":"2026-08-08T20:58:51","modified_gmt":"2026-08-08T20:58:51","slug":"cmc-s-survey-reveals-room-for-improvement-at-marine-units","status":"publish","type":"post","link":"https:\/\/one.sightlinemg.com\/marinecorpstimes\/education-transition\/2015\/01\/11\/cmc-s-survey-reveals-room-for-improvement-at-marine-units\/","title":{"rendered":"CMC’s survey reveals room for improvement at Marine units"},"content":{"rendered":"\n

Marines across the Corps strongly feel that trust and internal cohesion is a problem within units and that money and supplies are not well managed, according to new data pulled from a service-wide commandant of the Marine Corps command climate survey.<\/span><\/p>\n\n\n\n

The good news: Marines also said leaders have made it clear that sexual assault is unacceptable within units, and that their unit provided a retaliation-free environment for those who report misconduct.<\/p>\n\n\n\n

The data, which includes the top five statements Marines most agreed and disagreed with in the 30-question climate survey between July 2013 and May 2014, was published in the Corps’ recent report to the president on sexual assault prevention and response.<\/p>\n\n\n\n

It provides the first glimpse of the outcome and effectiveness of the survey, which was instituted by then-commandant Gen. Jim Amos in 2013 to root out toxic command climates and provide greater 360-degree <\/span>accountability for commanding officers. The move followed the high-profile reliefs of six different COs across the Corps. In early analysis, officials said the survey has produced positive command changes and generated some very honest feedback.<\/p>\n\n\n\n

It’s not all bad news. Marines agreed most strongly with statements indicating leaders have d <\/span>made it clear that sexual assault was unacceptable within units, and that their unit provided a retaliation-free environment for those who report misconduct.<\/p>\n\n\n\n

The format of the survey, which includes three open-ended questions, allows Marines to name names and get specific, said Col. Scott Erdelatz, director of Marine Corps University’s Lejeune Leadership Institute in Quantico, Virginia, which oversees the survey.<\/p>\n\n\n\n

According to policies implemented with the survey’s creation, new unit commanders at the lieutenant colonel and colonel levels have 30 days from taking command to institute the survey, which is then administered annually during their tenure. Results of the survey \u2014 good or bad \u2014 must then be debriefed with a dedicated panel of retired officers and shared with the commanding officer’s senior commander within 14 days. How to use the data is left to the discretion of the CO and his or her superior, though allegations of criminal activity, suicidal attempt, or bodily harm are immediately flagged and sent to the command.<\/p>\n\n\n\n

Erdelatz said he’s not aware of any instance of the survey results leading to the relief of a commanding officer to date, but said the information they provide has the potential to lead to an investigation that could result in such measures.<\/p>\n\n\n\n

Here’s a look at some of the questions Marines answered in the survey:<\/p>\n\n\n\n

The Survey <\/span>(breakout box)<\/span><\/i><\/b><\/p>\n\n\n\n

Between July 2013 and May 2014, Marines agreed most with the following five statements pertaining to command climate: <\/i><\/p>\n\n\n\n

  1. dir=”ltr” style=”list-style-type: decimal;”>

    Leaders\/supervisors in my unit have made it clear that sexual assault is criminally unacceptable behavior. <\/i><\/p><\/li>

  2. dir=”ltr” style=”list-style-type: decimal;”>

    Leaders\/supervisors in my unit have set a command climate wherein sexual harassment is not tolerated. <\/i><\/p><\/li>

  3. dir=”ltr” style=”list-style-type: decimal;”>

    My unit provides a safe environment against sexual assault. <\/i><\/p><\/li>

  4. dir=”ltr” style=”list-style-type: decimal;”>

    My unit would take appropriate action in the case of a hazing allegation. <\/i><\/p><\/li>

  5. dir=”ltr” style=”list-style-type: decimal;”>

    My unit provides a retaliation-free environment for those who report misconduct (e.g., sexual assault, sexual harassment, hazing, or fraud\/waste\/abuse). <\/i><\/p><\/li><\/ol>\n\n\n\n

    Marines disagreed most with the following five statements: <\/i><\/p>\n\n\n\n

    1. dir=”ltr” style=”list-style-type: decimal;”>

      Alcohol abuse is a problem in my unit.* <\/i><\/p><\/li>

    2. dir=”ltr” style=”list-style-type: decimal;”>

      My unit is characterized by a high degree of trust and internal cohesion. <\/i><\/p><\/li>

    3. dir=”ltr” style=”list-style-type: decimal;”>

      Leaders\/supervisors in my unit set aside regular time for coaching and counseling. <\/i><\/p><\/li>

    4. dir=”ltr” style=”list-style-type: decimal;”>

      Money, supplies and equipment in my unit are well-managed and there is a high degree of accountability. <\/i><\/p><\/li>

    5. dir=”ltr” style=”list-style-type: decimal;”>

      Leaders\/supervisors in my unit know the professional and personal goals of their Marines and sailors. <\/i><\/p><\/li><\/ol>\n\n\n\n

      *Marine officials suggested the phrasing of this statement confused people. It has since been changed and is no longer one of the most-disagreed with statements. <\/i><\/p>\n\n\n\n

      Source: Marine Corps CMC Command Climate Survey <\/i><\/p>\n\n\n\n

      So far, To date, <\/span>more than 221,000 Marines and other unit personnel have taken the survey, and more than 300,000 write-in comments have been generated by respondents, Erdelatz said. <\/p>\n\n\n\n

      Though the survey is intended for use by individual units, Erdelatz said he and other officials are looking at the overarching data generated for the recent SAPR report.<\/p>\n\n\n\n

      “What it says is commanders are doing a good job of communicating that sexual assault and sexual harassment is unacceptable behavior. I think that’s a good news story,” he said. “Also one of the top five [responses] is that commanders are establishing an environment where m<\/span>Marines feel protected, words to that effect.”<\/span><\/p>\n\n\n\n

      The negative feedback is being used by the Lejeune Leadership Institute to better train COs in areas that showed room for improvement, such as peer mentoring ship <\/span>and unit trust and cohesion.<\/span><\/p>\n\n\n\n

      “That’s a macro trend that concerns me, because trust is critical to an effective organization, an effective unit,” he said. “And in the Marine Corps, trust is critical to having the kind of chain of command-decentralized execution we talk about in our warfighting philosophy.”<\/span><\/p>\n\n\n\n

      Marines’ widespread perception that money and supplies are managed poorly within units may be a function of a wartime mindset in which equipment maintenance and efficiency takes a backseat to mission accomplishment, Erdelatz said.<\/p>\n\n\n\n

      “It can foster kind of a rental car mentality … so I know the Marine Corps is working hard to reinforce good accountability, but it’s probably going to take a lot of work,” he said.<\/p>\n\n\n\n

      Marine Corps Installations and Logistics command officials are also paying attention to those concerns, he said.<\/p>\n\n\n\n

      An unexpected outcome of the survey was the more than 200 commanders who provided voluntary feedback about how the process had <\/span>helped them make changes at their units, said <\/span>Erdelatz said.<\/p>\n\n\n\n

      “The command took this survey back in August and several issues were identified: discrimination, sexual and racial harassment, huffing, poor leadership, etc.,” wrote one commander in a comment reviewed by Marine Corps Times. “The command focused resources at these problems over the next six months. The results of the recent survey indicated that most of the problems, the most severe\/damaging problems, were no longer an issue.”<\/p>\n\n\n\n

      Another commander said his or her the <\/span>unit had <\/span>started conducting regular barracks inspections and walkthroughs as a way to counter discipline issues in garrison as a result of survey feedback.<\/p>\n\n\n\n

      Corps-wide, the survey findings may also inform instruction in the Marine Corps Leadership Development Program, a new mentoring program pending approval by Marine <\/span>Commandant Gen. Joseph Dunford.<\/p>\n\n\n\n

      But Erdelatz said the most helpful data may be year-over-year comparisons of command climate within specific units as use of the survey continues, as well as a feature that allows commanders to compare the welfare of their unit with other comparable units in the Marine Corps.<\/p>\n\n\n\n

      “I think it’s worth saying that the greatest lessons are the ones in the details,” he said.<\/p>\n","protected":false},"excerpt":{"rendered":"

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