Considerations

Survey	Item	Considerations
D&D	1	Our leaders do a good job communicating policies/procedures regarding drinking and driving. Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked. I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often. Eliminate alcohol at unit functions. It sends a mixed message on Drinking and Driving program efforts. Establish, communicate (make visible), and enforce performance standards in your command. As the CO, I talk about DUI awareness more. After the survey I shared some key statistics with our unit, openly clarified a policy change that occurred over the course of several DUIs...and had our DUI Marines share some of their stories. I honestly believe that DUIs occur mostly because many are unsure about how bad (intoxicated) they are...and we can't stop talking about how the decision to not drive under the influence must occur before the drinking. I reissued all new Arrive Alive cards and held a formation for every Marine to hold up and show - to include myself. The message was that is non-attribution to use and enables me to help the Marine vice being forced into a purely reactive situation if something bad happens. We are trying to create a sense of family where every Marine looks out for the safety of their brother. Advise all personnel to have a plan (e.g., designated driver, taxi numbers, bus schedule, etc.) before a night on the town. Do not use scare tactics. Educate your personnel on the hazards and ORM. Maintain relevant hazard reports, notices, etc. in ready rooms and lounges to increase awareness/discussion. Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads. Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety NCO. Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel. Communication is key across all pay grades. Ensure it happens. Effective communication requires feedback. Ensure feedback mechanisms are in place and used. Ensure your unit has a vibrant indoctrination program and a welcome aboard program. Ensure your unit has an effective sponsorship program. Incorporate mentorship at every level. Ensure your unit safety council/committee programs are effective. Officers and SNCOs set the standard for alcohol use. Review the list/matrix of relevant Issue Papers on this website.
D&D	2	My supervisor is a role model based upon our command's Drinking and Driving Program. Officers and SNCOs set the standard for alcohol use. Eliminate alcohol at unit functions. It sends a mixed message on Drinking and Driving program efforts. Be aware of improper perceptions by your personnel. Routinely encourage your subordinate leaders to work with your Safety Officer/NCO. Establish, communicate (make visible), and enforce performance standards in your command. Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so. Ensure your unit Human Factors Councils (HFCs) and Force Preservation Councils (FPCs) are effective at identifying (and possibly) providing intervention strategies for at-risk personnel. Incorporate mentorship at every level. Review personnel jackets for drug/alcohol histories. Encourage NCOs to take ownership of D&D initiatives and recognize accordingly. Their influence/mentorship among subordinates may reduce DUI incidents. Review the list/matrix of relevant Issue Papers on this website.
D&D	3	My supervisor is genuinely concerned about my safety when it comes to drinking and driving. Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization. Advise all personnel to have a plan (e.g., designated driver, taxi numbers, bus schedule, etc.) before a night on the town. Have NCOs discuss survey results within their work centers to obtain additional clarification of issues and suggestions for interventions. Get Safety Standdowns out of the classroom/auditorium. Supervisor facilitated activities, hands-on training, small group discussions, etc. may be more beneficial. Personnel often want to be more involved and/or become mentors. These personnel are a “solution” to a myriad of problems and should be sought out, encouraged, and recognized for their support. Be aware of improper perceptions by your personnel. Routinely encourage your subordinate leaders to work with your Safety Officer and Safety NCO. Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so. Ensure your unit Human Factors Councils (HFCs) and Force Preservation Councils (FPCs) are effective at identifying (and possibly) providing intervention strategies for at-risk personnel. Establish, communicate (make visible), and enforce performance standards in your command. An "in-house tipsy taxi program", comprised of volunteer drivers from within the unit, provides an alternative transportation option to reduce DUIs. Review personnel jackets for drug/alcohol histories. Involve the officers and SNCOs on appropriate issues. Encourage NCOs to take ownership of D&D initiatives and recognize accordingly. Their influence/mentorship among subordinates may reduce DUI incidents. Review the list/matrix of relevant Issue Papers on this website.
D&D	4	Those who are highly regarded by supervisors in my command will receive a lighter punishment for drinking and driving. Hold non-performers accountable and council/punish those who demonstrate unsatisfactory performance. When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails. Punish the individual, not the command, for DUI offences. Establish, communicate (make visible), and enforce performance standards in your command. Be aware of improper perceptions by your personnel. Officers and SNCOs set the standard for alcohol use. Review personnel jackets for drug/alcohol histories. Review the list/matrix of relevant Issue Papers on this website.
D&D	5	Disciplinary action (e.g., NJP, court martial, etc.) Hold non-performers accountable and council/punish those who demonstrate unsatisfactory performance. When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails. Punish the individual, not the command, for DUI offences. Establish, communicate (make visible), and enforce performance standards in your command. Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen. Monitor aggressive personnel who think rules aren't necessary. Review personnel jackets for drug/alcohol histories. Be aware of improper perceptions by your personnel. Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so. Ensure your unit Human Factors Councils (HFCs) and Force Preservation Councils (FPCs) are effective at identifying (and possibly) providing intervention strategies for at-risk personnel. Review the list/matrix of relevant Issue Papers on this website.
D&D	6	Loss of promotion potential Establish, communicate (make visible), and enforce performance standards in your command. When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails. Leaders set the example. Direct more command attention at those who do right than those who do wrong. Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen. Review the list/matrix of relevant Issue Papers on this website.
D&D	7	Loss of security clearance Be aware of improper perceptions by your personnel. Establish, communicate (make visible), and enforce performance standards in your command. Hold non-performers accountable and council/punish those who demonstrate unsatisfactory performance. When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails. Involve the officers and SNCOs on appropriate issues. Review the list/matrix of relevant Issue Papers on this website.
D&D	8	Loss of on-base driving privileges Be aware of improper perceptions by your personnel. Establish, communicate (make visible), and enforce performance standards in your command. Hold non-performers accountable and council/punish those who demonstrate unsatisfactory performance. When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails. Involve the officers and SNCOs on appropriate issues. Review the list/matrix of relevant Issue Papers on this website.
D&D	9	Reward-based programs Offer incentives for DUI incident reduction (e.g., time off for three months without a DUI incident). Direct more command attention at those who do right than those who do wrong. Punish the individual, not the command, for DUI offences. Ensure your unit has an effective safety awards program. Ensure your unit safety council/committee programs are effective. Encourage personnel to want to be designated drivers through awards/incentives. Review the list/matrix of relevant Issue Papers on this website.
D&D	10	"Arrive-alive" program I reissued all new Arrive Alive cards and held a formation for every Marine to hold up and show - to include myself. The message was that is non-attribution to use and enables me to help the Marine vice being forced into a purely reactive situation if something bad happens. We are trying to create a sense of family where every Marine looks out for the safety of their brother. Advise all personnel to have a plan (e.g., designated driver, taxi numbers, bus schedule, etc.) before a night on the town. An "in-house tipsy taxi program", comprised of volunteer drivers from within the unit, provides an alternative transportation option to reduce DUIs. We implemented a program for free rides with a duty vehicle. Too many Marines are at risk of drinking and driving. Review the Wisconsin Department of Transportation's Blood/Breath Alcohol Concentration (BAC) Calculator at http://www.dot.wisconsin.gov/safety/motorist/drunkdriving/calculator.htm Review the National Highway Traffic Safety Administration impaired driver resources at http://www.nhtsa.gov/Impaired Ensure your unit Human Factors Councils (HFCs) and Force Preservation Councils (FPCs) are effective at identifying (and possibly) providing intervention strategies for at-risk personnel. Integrate the ORM process into identifying/managing high risk personnel. Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making. Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so. Ensure your unit safety council/committee programs are effective. Review the list/matrix of relevant Issue Papers on this website.
D&D	11	Taxi program We implemented a program for free rides with a duty vehicle. Too many Marines are at risk of drinking and driving. Advise all personnel to have a plan (e.g., designated driver, taxi numbers, bus schedule, etc.) before a night on the town. I reissued all new Arrive Alive cards and held a formation for every Marine to hold up and show - to include myself. The message was that is non-attribution to use and enables me to help the Marine vice being forced into a purely reactive situation if something bad happens. We are trying to create a sense of family where every Marine looks out for the safety of their brother. An "in-house tipsy taxi program", comprised of volunteer drivers from within the unit, provides an alternative transportation option to reduce DUIs. Review the National Highway Traffic Safety Administration Designated Driver resources at https://www.nhtsa.gov/campaign/drive-sober Ensure your unit has a vibrant indoctrination program and a welcome aboard program. Ensure your unit has an effective sponsorship program. Ensure your unit safety council/committee programs are effective. Involve the officers and SNCOs on appropriate issues. Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making. Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so. Review the list/matrix of relevant Issue Papers on this website.
D&D	12	Mentoring program Personnel often want to be more involved and/or become mentors. These personnel are a “solution” to a myriad of problems and should be sought out, encouraged, and recognized for their support. Incorporate mentorship at every level. Ensure your unit has an effective sponsorship program. Beware of mismanagement due to insufficient mid-grade enlisted leadership. Ensure your junior officers are leading at their level. Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety NCO. Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so. Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family. Ensure your unit has a vibrant indoctrination program and a welcome aboard program. Ensure your unit safety council/committee programs are effective. Involve the officers and SNCOs on appropriate issues. Encourage NCOs to take ownership of D&D initiatives and recognize accordingly. Their influence/mentorship among subordinates may reduce DUI incidents. Review the list/matrix of relevant Issue Papers on this website.
D&D	13	Presentations from safety experts Plan Safety Standdowns well in advance to address key issues and heighten awareness. Maintain an updated list of speakers and topics to ensure “short notice” standdowns (e.g., following a mishap or other recent incident) are professional and worthwhile. Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels. Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication. “Check in the box” safety training damages a unit’s safety climate and culture. Conduct all training, surveys, etc. with a realistic goal to provide/obtain useful information or impart a skill. Don’t beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts. Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads. Ensure your unit safety council/committee programs are effective. IReview the list/matrix of relevant Issue Papers on this website.
D&D	14	Safety Standdowns Conduct a Safety Standdown focused on unit survey results, mishap/hazard reports, incident reports, recent “near misses,” etc. , and utilize audience participation (via large or small group) to further clarify hazards, identify trends, and develop workable solutions. The group’s synergy will help to identify previously overlooked factors, and the group-developed interventions will have greater acceptance/compliance. Plan Safety Standdowns well in advance to address key issues and heighten awareness. Maintain an updated list of speakers and topics to ensure “short notice” standdowns (e.g., following a mishap or other recent incident) are professional and worthwhile. Get Safety Standdowns out of the classroom/auditorium. Supervisor facilitated activities, hands-on training, small group discussions, etc. may be more beneficial. Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels. “Check in the box” safety training damages a unit’s safety climate and culture. Conduct all training, surveys, etc. with a realistic goal to provide/obtain useful information or impart a skill. Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads. Ensure your unit safety council/committee programs are effective. Review the list/matrix of relevant Issue Papers on this website.
D&D	15	Availability of alternative, non-alcoholic events/activities Eliminate alcohol at unit functions. It sends a mixed message on Drinking and Driving program efforts. Similar to port call efforts, work with the base special services to offer tours, classes, special events, etc., along with transportation, so junior personnel have a variety of low-cost, non-alcohol related activities. Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family. Ensure your unit safety council/committee programs are effective. Officers and SNCOs set the standard for alcohol use. Review the list/matrix of relevant Issue Papers on this website.
D&D	16	The maximum number of alcoholic drinks that I would drink and still feel safe driving a POV/PMV is Review the Wisconsin Department of Transportation's Blood/Breath Alcohol Concentration (BAC) Calculator at http://www.dot.wisconsin.gov/safety/motorist/drunkdriving/calculator.htm Advise all personnel to have a plan (e.g., designated driver, taxi numbers, bus schedule, etc.) before a night on the town. Review the list/matrix of relevant Issue Papers on this website.
D&D	17	Peers/Friends/Family Be aware of improper perceptions by your personnel. Personnel often want to be more involved and/or become mentors. These personnel are a “solution” to a myriad of problems and should be sought out, encouraged, and recognized for their support. Incorporate mentorship at every level. Ensure your unit has an effective sponsorship program. Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety NCO. Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so. Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family. Ensure your unit Human Factors Councils (HFCs) and Force Preservation Councils (FPCs) are effective at identifying (and possibly) providing intervention strategies for at-risk personnel. Review the list/matrix of relevant Issue Papers on this website.
D&D	18	Designated driver Advise all personnel to have a plan (e.g., designated driver, taxi numbers, bus schedule, etc.) before a night on the town. An "in-house tipsy taxi program", comprised of volunteer drivers from within the unit, provides an alternative transportation option to reduce DUIs. I reissued all new Arrive Alive cards and held a formation for every Marine to hold up and show - to include myself. The message was that is non-attribution to use and enables me to help the Marine vice being forced into a purely reactive situation if something bad happens. We are trying to create a sense of family where every Marine looks out for the safety of their brother. We implemented a program for free rides with a duty vehicle. Too many Marines are at risk of drinking and driving. Be aware of improper perceptions by your personnel. Review the Wisconsin Department of Transportation's Blood/Breath Alcohol Concentration (BAC) Calculator at http://www.dot.wisconsin.gov/safety/motorist/drunkdriving/calculator.htm Review the National Highway Traffic Safety Administration impaired driver resources at http://www.nhtsa.gov/Impaired Ensure your unit Human Factors Councils (HFCs) and Force Preservation Councils (FPCs) are effective at identifying (and possibly) providing intervention strategies for at-risk personnel. Integrate the ORM process into identifying/managing high risk personnel. Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making. Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so. Ensure your unit safety council/committee programs are effective. Encourage personnel to want to be designated drivers through awards/incentives. Review the list/matrix of relevant Issue Papers on this website.
D&D	19	Possibility of accident/injury/death Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization. I reissued all new Arrive Alive cards and held a formation for every Marine to hold up and show - to include myself. The message was that is non-attribution to use and enables me to help the Marine vice being forced into a purely reactive situation if something bad happens. We are trying to create a sense of family where every Marine looks out for the safety of their brother. We implemented a program for free rides with a duty vehicle. Too many Marines are at risk of drinking and driving. Review the Wisconsin Department of Transportation's Blood/Breath Alcohol Concentration (BAC) Calculator at http://www.dot.wisconsin.gov/safety/motorist/drunkdriving/calculator.htm Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads. Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making. Ensure your unit Human Factors Councils (HFCs) and Force Preservation Councils (FPCs) are effective at identifying (and possibly) providing intervention strategies for at-risk personnel. Ensure your unit safety council/committee programs are effective. Review the list/matrix of relevant Issue Papers on this website.
D&D	20	Possibility of jail time for DUI/reckless driving/manslaughter Offer incentives for DUI incident reduction (e.g., time off for three months without a DUI incident). Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization. Advise all personnel to have a plan (e.g., designated driver, taxi numbers, bus schedule, etc.) before a night on the town. An "in-house tipsy taxi program", comprised of volunteer drivers from within the unit, provides an alternative transportation option to reduce DUIs. I reissued all new Arrive Alive cards and held a formation for every Marine to hold up and show - to include myself. The message was that is non-attribution to use and enables me to help the Marine vice being forced into a purely reactive situation if something bad happens. We are trying to create a sense of family where every Marine looks out for the safety of their brother. We implemented a program for free rides with a duty vehicle. Too many Marines are at risk of drinking and driving. Review the Wisconsin Department of Transportation's Blood/Breath Alcohol Concentration (BAC) Calculator at http://www.dot.wisconsin.gov/safety/motorist/drunkdriving/calculator.htm Ensure your unit Human Factors Councils (HFCs) and Force Preservation Councils (FPCs) are effective at identifying (and possibly) providing intervention strategies for at-risk personnel. Review the list/matrix of relevant Issue Papers on this website.
D&D	21	Loss of drivers license Advise all personnel to have a plan (e.g., designated driver, taxi numbers, bus schedule, etc.) before a night on the town. Review your states DUI penalties and/or review table from FindLaw.com at http://dui.findlaw.com/dui/dui-overview/dui_penalties.html Ensure your unit Human Factors Councils (HFCs) and Force Preservation Councils (FPCs) are effective at identifying (and possibly) providing intervention strategies for at-risk personnel. Review personnel jackets for drug/alcohol histories. Review the list/matrix of relevant Issue Papers on this website.
D&D	22	Increase in my motor vehicle insurance rates Review About.com article on How Does a Drunk Driving Conviction Affect Your Insurance at http://alcoholism.about.com/od/dui/a/dui_insurance.htm Review CarInsuranceRates.com article on Life After DUI – The Auto Insurance Implications at http://www.carinsurancerates.com/news/52-life-after-dui-the-auto-insurance-implications.html Review the list/matrix of relevant Issue Papers on this website.
D&D	23	Respect from others Be aware of improper perceptions by your personnel. Personnel often want to be more involved and/or become mentors. These personnel are a “solution” to a myriad of problems and should be sought out, encouraged, and recognized for their support. Incorporate mentorship at every level. Ensure your unit has an effective sponsorship program. Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety NCO. Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so. Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family. Ensure your unit Human Factors Councils (HFCs) and Force Preservation Councils (FPCs) are effective at identifying (and possibly) providing intervention strategies for at-risk personnel. Officers and SNCOs set the standard for alcohol use. Review the list/matrix of relevant Issue Papers on this website.
D&D	24	Self-esteem/Self-respect Be aware of improper perceptions by your personnel. Incorporate mentorship at every level. Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety NCO. Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so. Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family. Ensure your unit Human Factors Councils (HFCs) and Force Preservation Councils (FPCs) are effective at identifying (and possibly) providing intervention strategies for at-risk personnel. Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation). Involve the officers and SNCOs on appropriate issues. Review the list/matrix of relevant Issue Papers on this website.
D&D	25	Peer pressure Officers and SNCOs set the standard for alcohol use. Eliminate alcohol at unit functions. It sends a mixed message on Drinking and Driving program efforts. Be aware of improper perceptions by your personnel. Personnel often want to be more involved and/or become mentors. These personnel are a “solution” to a myriad of problems and should be sought out, encouraged, and recognized for their support. Incorporate mentorship at every level. Routinely encourage your subordinate leaders to work with your Safety Officer/ASO and Safety NCO. Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so. Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family. Ensure your unit Human Factors Councils (HFCs) and Force Preservation Councils (FPCs) are effective at identifying (and possibly) providing intervention strategies for at-risk personnel. Integrate the ORM process into identifying/managing high risk personnel. Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making. Review personnel jackets for drug/alcohol histories. Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation). Involve the officers and SNCOs on appropriate issues. Review the list/matrix of relevant Issue Papers on this website.
D&D	26	Don't want to sleep in the vehicle We implemented a program for free rides with a duty vehicle. Too many Marines are at risk of drinking and driving. Advise all personnel to have a plan (e.g., designated driver, taxi numbers, bus schedule, etc.) before a night on the town. I reissued all new Arrive Alive cards and held a formation for every Marine to hold up and show - to include myself. The message was that is non-attribution to use and enables me to help the Marine vice being forced into a purely reactive situation if something bad happens. We are trying to create a sense of family where every Marine looks out for the safety of their brother. An "in-house tipsy taxi program", comprised of volunteer drivers from within the unit, provides an alternative transportation option to reduce DUIs. Review the National Highway Traffic Safety Administration Designated Driver resources at https://www.nhtsa.gov/campaign/drive-sober Ensure your unit has an effective sponsorship program. Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making. Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so. Beware of and monitor fatigue levels of your personnel. Review the list/matrix of relevant Issue Papers on this website.
D&D	27	Don't want to leave your car parked where it is We implemented a program for free rides with a duty vehicle. Too many Marines are at risk of drinking and driving. Advise all personnel to have a plan (e.g., designated driver, taxi numbers, bus schedule, etc.) before a night on the town. I reissued all new Arrive Alive cards and held a formation for every Marine to hold up and show - to include myself. The message was that is non-attribution to use and enables me to help the Marine vice being forced into a purely reactive situation if something bad happens. We are trying to create a sense of family where every Marine looks out for the safety of their brother. An "in-house tipsy taxi program", comprised of volunteer drivers from within the unit, provides an alternative transportation option to reduce DUIs. Review the National Highway Traffic Safety Administration Designated Driver resources at https://www.nhtsa.gov/campaign/drive-sober Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making. Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so. Ensure your unit Human Factors Councils (HFCs) and Force Preservation Councils (FPCs) are effective at identifying (and possibly) providing intervention strategies for at-risk personnel. Integrate the ORM process into identifying/managing high risk personnel. Review the list/matrix of relevant Issue Papers on this website.
D&D	28	Don't want to spend money for a taxi An "in-house tipsy taxi program", comprised of volunteer drivers from within the unit, provides an alternative transportation option to reduce DUIs. I reissued all new Arrive Alive cards and held a formation for every Marine to hold up and show - to include myself. The message was that is non-attribution to use and enables me to help the Marine vice being forced into a purely reactive situation if something bad happens. We are trying to create a sense of family where every Marine looks out for the safety of their brother. We implemented a program for free rides with a duty vehicle. Too many Marines are at risk of drinking and driving. Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making. Review the National Highway Traffic Safety Administration Designated Driver resources at https://www.nhtsa.gov/campaign/drive-sober Integrate the ORM process into identifying/managing high risk personnel. Review the list/matrix of relevant Issue Papers on this website.
D&D	29	Too difficult to call for a taxi An "in-house tipsy taxi program", comprised of volunteer drivers from within the unit, provides an alternative transportation option to reduce DUIs. I reissued all new Arrive Alive cards and held a formation for every Marine to hold up and show - to include myself. The message was that is non-attribution to use and enables me to help the Marine vice being forced into a purely reactive situation if something bad happens. We are trying to create a sense of family where every Marine looks out for the safety of their brother. We implemented a program for free rides with a duty vehicle. Too many Marines are at risk of drinking and driving. Be aware of improper perceptions by your personnel. Ensure your unit has an effective sponsorship program. Incorporate mentorship at every level. Review the National Highway Traffic Safety Administration Designated Driver resources at https://www.nhtsa.gov/campaign/drive-sober Involve the officers and SNCOs on appropriate issues. Review the list/matrix of relevant Issue Papers on this website.
D&D	30	Lack of anonymity if you call a taxi as part of a program An "in-house tipsy taxi program", comprised of volunteer drivers from within the unit, provides an alternative transportation option to reduce DUIs. I reissued all new Arrive Alive cards and held a formation for every Marine to hold up and show - to include myself. The message was that is non-attribution to use and enables me to help the Marine vice being forced into a purely reactive situation if something bad happens. We are trying to create a sense of family where every Marine looks out for the safety of their brother. We implemented a program for free rides with a duty vehicle. Too many Marines are at risk of drinking and driving. Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family. Ensure your unit safety council/committee programs are effective. Review the National Highway Traffic Safety Administration Designated Driver resources at https://www.nhtsa.gov/campaign/drive-sober Involve the officers and SNCOs on appropriate issues. Review the list/matrix of relevant Issue Papers on this website.
D&D	31	Don't want to bother a friend for a ride An "in-house tipsy taxi program", comprised of volunteer drivers from within the unit, provides an alternative transportation option to reduce DUIs. I reissued all new Arrive Alive cards and held a formation for every Marine to hold up and show - to include myself. The message was that is non-attribution to use and enables me to help the Marine vice being forced into a purely reactive situation if something bad happens. We are trying to create a sense of family where every Marine looks out for the safety of their brother. We implemented a program for free rides with a duty vehicle. Too many Marines are at risk of drinking and driving. Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family. Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making. Ensure your unit has an effective sponsorship program. Ensure your unit Human Factors Councils (HFCs) and Force Preservation Councils (FPCs) are effective at identifying (and possibly) providing intervention strategies for at-risk personnel. Review the National Highway Traffic Safety Administration Designated Driver resources at https://www.nhtsa.gov/campaign/drive-sober Involve the officers and SNCOs on appropriate issues. Review the list/matrix of relevant Issue Papers on this website.
D&D	32	Don't want to risk being late for work, etc. the next morning Be aware of improper perceptions by your personnel. Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making. Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so. Ensure your unit Human Factors Councils (HFCs) and Force Preservation Councils (FPCs) are effective at identifying (and possibly) providing intervention strategies for at-risk personnel. Establish, communicate (make visible), and enforce performance standards in your command. Integrate the ORM process into identifying/managing high risk personnel. Review personnel jackets for drug/alcohol histories. Involve the officers and SNCOs on appropriate issues. Review the list/matrix of relevant Issue Papers on this website.
D&D	33	You consumed food or coffee to offset the effects of alcohol Review the Wisconsin Department of Transportation's Blood/Breath Alcohol Concentration (BAC) Calculator at http://www.dot.wisconsin.gov/safety/motorist/drunkdriving/calculator.htm Be aware of improper perceptions by your personnel. Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads. Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making. Food and coffee do not remove the effects of alcohol . . . you just become a more alert drunk. Have medical, law enforcement, or safety reps clear the confusion. Review the list/matrix of relevant Issue Papers on this website.
D&D	34	You had less to drink than other potential drivers in your group Review the Wisconsin Department of Transportation's Blood/Breath Alcohol Concentration (BAC) Calculator at http://www.dot.wisconsin.gov/safety/motorist/drunkdriving/calculator.htm I reissued all new Arrive Alive cards and held a formation for every Marine to hold up and show - to include myself. The message was that is non-attribution to use and enables me to help the Marine vice being forced into a purely reactive situation if something bad happens. We are trying to create a sense of family where every Marine looks out for the safety of their brother. We implemented a program for free rides with a duty vehicle. Too many Marines are at risk of drinking and driving. Be aware of improper perceptions by your personnel. Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making. Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so. Integrate the ORM process into identifying/managing high risk personnel. Ensure your unit Human Factors Councils (HFCs) and Force Preservation Councils (FPCs) are effective at identifying (and possibly) providing intervention strategies for at-risk personnel. Review the National Highway Traffic Safety Administration Designated Driver resources at https://www.nhtsa.gov/campaign/drive-sober An "in-house tipsy taxi program", comprised of volunteer drivers from within the unit, provides an alternative transportation option to reduce DUIs. Review the list/matrix of relevant Issue Papers on this website.