GCASS - Intervention Strategies

Considerations

GCA

SOPs and safety rules are clearly defined in my unit.

Don’t wait for the perfect SOP, instead go with an 80% solution and modify it from there. Your time as CO is too short to wait for the perfect SOP.
Review the list/matrix of relevant Issue Papers on this website.
Develop, write, review, and enforce SOPs instead of relying on everyone simply "knowing what to do."
Establish, communicate (make visible), and enforce performance standards in your unit.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we''ve always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
COs /Supervisors at all levels must periodically reinforce emphasis on procedures.
Conduct unit-wide reviews of SOPS and publish/enforce changes effectively.

GCA

SOPs and safety rules are enforced in my unit.

Develop, write, review, and enforce SOPs instead of relying on everyone simply ''knowing what to do.''
COs /Supervisors at all levels must periodically reinforce emphasis on procedures.
Ensure unit personnel understand SOPs and actively incorporate them during daily operations.
The CO should enforce a "by the book" philosophy.
Establish, communicate (make visible), and enforce performance standards in your command.
Hold non-performers accountable and counsel those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we''ve always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Check to see if your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Monitor aggressive personnel who think rules aren't necessary.
Monitor supervisors who think it's okay to cut corners.
Review the list/matrix of relevant Issue Papers on this website.
Conduct unit-wide reviews of SOPS and publish/enforce changes effectively.

GCA

Personnel must possess the appropriate experience/skills to earn qualifications in my unit.

Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when “doing more with less.”
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
The Regiment recently returned from Afghanistan and we've had a pretty large turn over. The survey truly made me aware of the significant amount of experience that we lost, and the concern that some of our Marines have with being tasked beyond their experience level.
Monitor turnover in personnel; conduct 6 month forecast/track personnel moves.
Develop a weekly qualification tracker to maximize training and eliminate "gun decking."
Establish, communicate (make visible), and enforce performance standards in your unit.
Set the bar extremely high. Personnel only reach as high as the unit stated goals.
Officers/Senior NCO leadership personally monitors training sessions to ensure quality.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Review the list/matrix of relevant Issue Papers on this website.

GCA

Effective communication exists within my unit.

Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
CO sets aside a "dialogue period" with personnel and discusses pertinent issues, such as: training requirements, the latest rumors, etc.
I have scheduled CO's Calls for each pay grade in order to emphasize and enhance communication flow.
Regular meetings with all unit NCOs to get their perspective on things. It is [an] important balance to not circumvent the COC but if done properly, I think it can be done in a way that provides valuable information.
Establish a quarterly or monthly NCO meeting in the CO's office. Task each Company Commander to provide you with an NCO to fill this requirement. Do not let any SNCO's or Officers in the meeting other than the CO him/herself. Ask the NCO's what's on their minds; what's working and what isn't.
COs/Department leaders can conduct a quarterly breakfast with the SNCOs to open up lines of communication between each other.
In order to open the lines of communication I have ensured that we hold formation at least once every 2 weeks and hold an E-7 through O-5 meeting every Monday. I use this time to let everyone know "the big picture" and to ensure that the entire chain of command knows what we are doing and why.
I have engaged the Officer/SNCO leadership and shared the information in the survey. We have discussed command culture, communication, and standardization required to sustain long term production. The leaders of the unit are now speaking with one voice.
Having an open door policy on safety related issues has greatly improved communication within the unit.
Attend more meetings and show by example how leadership needs to provide opportunities for juniors to voice their concerns/comments. Leaders sometimes need to "pull" information from juniors, and some command leaders have not yet developed the skill to "pull" information.
We adjusted our day/night crew schedules to permit more of an overlap to get better pass downs.
Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
All large organizations have communication challenges. Find solutions for the bottlenecks and shortfalls.
CO concludes formations by asking personnel if anyone has heard any rumors, vice the more standard, "Does anyone have any questions for me?" . . . . Gets better results.
Communication is key across all pay grades. Ensure it happens.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, formations, publications, etc.). Too often, vehicles to communicate are overlooked.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Do not allow poor communication due to too much reliance on one-way emails.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Provide a "state of the unit" address. It will help you find out where you are and communicate it to your subordinates.
Offer a monthly "Retribution Free" discussion period for personnel to allow discussions with leadership and peers about situations where they feel pressure to cut corners, or discuss anything else on their minds.
Discuss survey results and interventions with personnel to develop optimal solutions and increase survey process "buy in."
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Ensure intervention options are clearly communicated.
At the end of every week, the Commanding Officer produces a document titled “The Weekly Word”, which gets emailed out to every single Marine and Sailor in the Squadron via the operations cell. This product highlights all the squadrons Major Muscle movements, with times, locations, and coordinating instructions for the upcoming week and even forecasts out the following three weeks as well. This document is widely visible, posted on every sections read-board, in the barracks, restrooms etc. This document also details the Commanding Officers weekly priorities thus enabling every section, staff member and individual Marines and Sailor alike the ability to formulate their own concept of support to meet the mission.
Establish a tiger team to look at how to improve communication across the organization.
Hold "Town Hall" meetings (Officers/SNCOs, NCOs, and junior Marines) to address positive and negative survey results to allow the Marines to become part of the solution to weak areas.
Brief survey specifics at an All Hands Call and discuss root causes and possible solutions. Then conduct a detailed review with an Assessments Working Group to generate a comprehensive long-term plan of resolution.
Incorporate SNCO and Enlisted meetings with Senior Enlisted in order to improve communication.
Review the list/matrix of relevant Issue Papers on this website.
Involve command in proper messaging, extinguishing disinformation, and explaining the "whys".
Publish a monthly operations calendar to ensure all hands understand expected goals and events.
Hold Monday training for all personnel to discuss Plan of the Week and upcoming events. Triad walkthroughs for verification.
Assign specific personnel to ensure TAD personnel are informed of upcoming command events.
Provide a weekly Dashboard of priorities, 90-day outlook, long-term projects, and upcoming taskers.
Post a Plan of the Week to include major events
Ensure leadership at all levels considers the unintended consequences of cutting corners by telling personnel to get something "done now."

GCA

My unit keeps me well informed regarding important safety information.

Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication.
We have now assigned and advertised the names of safety reps at the company and shop floor level. We have an active safety council that meets regularly to address safety issues.
At the request of the Staff NCOs and reinforced by the survey, we are now doing more of safety brief at the SNCO and NCO level, vice all hands briefs, to increase the small unit leaders responsibility and involvement.
Ensure there are Safety NCOs/Reps for each company who attend regular meetings hosted by the Bn Safety Officer.
Maintain relevant hazard reports, notices, etc. in common use areas to increase awareness/discussion.
Ensure the chain of command is engaged.
Encouraging safety reps to use every morning meeting and evening pass down to address trends and "stay on message."
Involve the officers and SNCOs on appropriate issues.
Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices.
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety NCO.
Ensure your unit has a safety climate that encourages reporting safety issues.
Ensure your unit Safety Officer and Safety NCO are visible members of your command. Periodically introduce/identify them at formations, etc.
Provide a status and feedback mechanism on all safety-related reports (Anymouse, surveys, etc.).
Expand the safety program focus to all areas, not just to those of high visibility.
Weekly safety briefs: Rotate supervisory personnel as presenters to offer their own "spin" on safety. This prevents stale repetition, reinforces the basics to the presenter and listeners, and further instills an all-hands safety culture.
Regularly publicize (through multiple venues) the names of the command safety representatives.
Hold "Town Hall" meetings (Officers/SNCOs, NCOs, and junior Marines) to address positive and negative survey results to allow the Marines to become part of the solution to weak areas.
Brief survey specifics at an All Hands Call and discuss root causes and possible solutions. Then conduct a detailed review with an Assessments Working Group to generate a comprehensive long-term plan of resolution.
Review the list/matrix of relevant Issue Papers on this website.

GCA

Our unit safety representatives effectively promote safety.

Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication.
Encouraging safety reps to use every morning meeting and evening pass down to address trends and "stay on message." Getting out and visiting the extremely diverse work centers and production divisions.
Ensure there are Safety NCOs/Reps for each company who attend regular meetings hosted by the Bn Safety Officer.
We have now assigned and advertised the names of safety reps at the company and shop floor level. We have an active safety council that meets regularly to address safety issues.
Don’t be the “Safety Guy.” Motivate and inspire peers towards safer habits through example and timely information, not inspections and policing of individual actions.
Use real life, practical examples of ORM for training, vice repetitive overviews of the seven skills and ORM steps. The goal is safe operations, not memorization.
Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels.
Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices.
Don’t beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
Reach out to counterparts in similar units for lessons learned and common concerns.
There is nothing new under the sun. Seek assistance from those who are familiar with similar situations (e.g., higher headquarters, peers, CMC Safety Division, base services, etc.) instead of wasting time and effort creating "new" solutions.
Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations.
Routinely encourage your subordinate leaders to work with your Safety Officer /NCO.
Ensure your unit Safety Officer and Safety NCO are visible members of your command. Periodically introduce/identify them at formations, etc.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, formations, publications, etc.). Too often, vehicles to communicate are overlooked.
Ensure your unit has a safety climate that encourages reporting safety issues.
Use safety surveys to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Expand the safety program focus to all areas, not just to those of high visibility.
Regularly publicize (through multiple venues) the names of the command safety representatives.
Review the list/matrix of relevant Issue Papers on this website.
Safety Dept visibility - Survey results often reveal that safety personnel are not known or visible. Use formations, command board photos, and other communication means to resolve.

GCA

My unit provides adequate recognition for exceptional safety acts.

Ensure your unit has an effective safety awards program.
Direct more command attention at those who do right than those who do wrong.
We have invigorated our internal Safety Award process and we are much more attuned to giving individuals time off from work when we can afford it.
Reinvigorated the safety award process to "catch personnel in the act of using solid ORM.
Publish a Safety Gram with recognition for personnel accomplishments and/or acts.
Submit a hometown news release and/or letter to family for significant safety acts.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Recognize a Safety–Pro of the Month with a parking spot as a reward.
Ensure safety recognition programs (e.g., safety pro, individual/group actions/etc.) are utilized and advertised.
Recognize government civilian and contract employee safety achievements, if warranted.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Ensure your unit has a safety climate that encourages reporting safety issues.
Personnel should expect recognition for reporting safety concerns (Safety Pro, etc.), not fear repercussions.
Award CO’s parking spot for a week to a Marine that performs a significant safety act.
The CO praises even the most junior enlisted member for stopping an action if it is deemed unsafe, even if he/she is incorrect.
Review the list/matrix of relevant Issue Papers on this website.
Establish a unit-level Maintenance Marine or Risk Manager of the Quarter program to emphasize proper maintenance and a just reporting culture.
Implement a "BZ" whiteboard in a common area in which anyone can give recognition to other personnel.
Implement an online method (e.g., via QR Code) in which anyone can give recognition to other personnel.

GCA

Unit members, from the top down, incorporate risk management into daily activities.

Integrate the ORM process into planning and executing operations.
Assign, educate, and employ ORM instructors in your unit.
We now have a safety officer who is integrated into the ops planning and ORM process.
Train personnel to properly use ORM for their high-risk activities.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Request ORM training from higher headquarters.
Use real life, practical examples of ORM for training, vice repetitive overviews of the seven skills and ORM steps. The goal is safe operations, not memorization.
We reinvigorated the safety award process to "catch personnel in the act of using solid ORM.
Do not push personnel beyond their own perception of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks.
Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Are ORM Worksheets in your command being "gamed" by personnel to keep go/no-go decisions at their level?
Review the list/matrix of relevant Issue Papers on this website.
Aggressivel monitor weather conditions to ensure personnel are not at risk at work or during travel.
Ensure Officers and SNCOs address safety, sleep plans, and improve communication to inculcate a culture of risk assessment and mitigation.

GCA

My unit makes good use of special staff (e.g., legal, chaplain, medical, etc.) to assist high-risk personnel.

Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Review personnel jackets for drug/alcohol histories.
Ensure your unit Human Factors Councils and Force Preservation Councils (FPCs) are effective at identifying (and possibly) providing intervention strategies for at-risk personnel.
I now have each officer focus their efforts on mentoring and the Force Preservation Program.
Integrate the ORM process into identifying/managing high risk personnel.
Monitor aggressive personnel who think rules aren't necessary.
Involve the officers and senior NCOs on appropriate issues.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Review the list/matrix of relevant Issue Papers on this website.
Increase awareness on suicide prevention through fliers, standowns, Chaplain briefings at formations, etc.

GCA

My unit's privately owned vehicle (POV) / private motor vehicle (PMV) program is working well to reduce POV/PMV incidents.

Review the National Highway Traffic Safety Administration Traffic Safety resources at http://www.nhtsa.gov.
Review the National Highway Traffic Safety Administration AADD and Designated Driver resources at https://www.nhtsa.gov/campaign/drive-sober.
We conducted a free safety vehicle inspection throughout 2 days to enable our folks to get their car(s) inspected, before driving extended distances.
Implement additional rest and driving restriction measures, especially during periods of inclement weather and extended work days.
We revamped the pre-holiday vehicle inspection checklist and personal ORM plans.
Encourage personnel to live near their place of work. Long work days combined with excessive commutes leads to fatigued workers and drivers.
Ensure your unit safety council/committee programs are effective.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, formations, publications, etc.). Too often, vehicles to communicate are overlooked.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Despite laws/regulations, personnel continue to use cell phones. Emphasize the benefits of calling before driving, using a hands-free device, or asking passengers take important calls.
Do not text and drive. Hazards are too easily missed, vehicle control is hindered, and reaction time is severely impaired.
COs/Safety Officers should conduct periodic seatbelt and cell phone checks of personnel arriving/departing unit parking areas to emphasize commands' commitment to standards and safety of personnel.
Promptly notify personnel of impending hazardous weather conditions to reduce commuting mishaps.
Adjust base working hours to avoid highest levels of local commuter traffic.
Review the CMC Safety Division PMV Safety Program Resources at http://www.safety.marines.mil/Branches/Ground/PMV.aspx.
Review the list/matrix of relevant Issue Papers on this website.

GCA

My unit's motorcycle safety program is working well to reduce motorcycle incidents.

Have all riders write Next of Kin notification letters. Aside from a stark reminder to riders of the risk involved, it gives the CO something else to tell surviving family members other than that the parent was current in his/her training.
Review the list/matrix of relevant Issue Papers on this website.
Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org.
Review the National Highway Traffic Safety Administration motorcycle resources at http://www.nhtsa.gov/Safety/Motorcycles.
We are spending more time getting to know the riding habits of our riders through very interactive senior rider and motorcycle mentors.
We have a dedicated motorcycle safety officer who is a motorcycle rider. This collateral duty is separate from the formal ground safety officer to allow him to be a true SME on the subject.
I have mandated a mentorship program for riders in my command.
I have a written order on our motorcycle club membership and who must be in it. We have recently conducted PPE training and its use off base and repercussions of getting caught without it. The base has agreed to conduct a one day sport bike class training day just for my unit so that I can get the rest of my sport bike riders trained.
We are now screening our Marines better as they check in to ensure they are attending the basic riders and sports bike course as required.
We have included our ATVs and Dirt bikes into our motorcycle club and have also upgraded our documentation of training.
We have scheduled rides on the company TEEP to ensure more active and transparent participation in the program.
Reevaluated our relationship with the Group HQs who provides the riding program that my riders participate in (this is due to the very low number of riders in my unit). We ensured that all paperwork, TTPs and training was taking place.
Personnel often want to be more involved and/or become mentors. These personnel are a "solution" to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Learn your motorcyclists' habits, concerns, and equipment shortfalls through active mentorship.
Integrate the ORM process into identifying/managing high risk personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Communication/Marketing of base motorcycle programs is essential. Many motorcyclists are unaware of courses, mentorship programs, regulations, etc.
Encourage prospective motorcyclists to take the base courses BEFORE purchasing a motorcycle. They will be a safer rider from the moment they leave the showroom (or they may even forego the purchase altogether based upon their course experience).
All motorcyclists are NOT the same. Older, more experienced touring motorcycle riders have significantly different habits and risks than young, inexperienced sport bike or dirt bike riders. Tailor motorcycle training and safety programs accordingly.
Work with base safety to improve courses and offer your most experienced riders as mentors/instructors.
Base motorcycle courses are often insufficiently held or overbooked. Allow your riders to attend when they obtain a quota.
Schedule course quotas for your personnel and/or arrange a special class with the base to ensure all of your riders are trained.
Assist "motorcycle-only" owners in finding car pools/alternative transportation during inclement weather.
Have an actual motorcycle rider (preferably senior) be in charge of the program.
Carefully plan group rides to prevent excessive separations at traffic lights. Trailing riders often speed to catch up with group, greatly increasing their risk.
Group rides, though beneficial for morale, may increase the risk of injury/accident to motorcyclists riding in close proximity to each other. Use ORM to evaluate the benefits and risks associated with the skill level of your riders.
To reduce collisions during group rides, ride in pairs a minute or two apart. Pairing the least and most experienced riders together further promotes mentorship while providing the safest environment to build skills.
Purchase a unit first aid kit that can be carried in a motorcycle saddle bag during group rides.
Ensure riders have recent first aid training.
Have unit or base safety rep follow behind group rides with duty truck to act as a safety observer, carry a first aid kit, and assist motorcyclists with any equipment failures.
Have motorcyclists share incident and accident stories during training and club meetings. This form of "ready room" discussion promotes mentorship, camaraderie, and risk management to avoid similar events.
Concentrate your motorcycle safety program efforts on new and inexperienced riders who have never had accidents because they are more likely to take risks.
Programs that are supportive of motorcyclists (e.g., clubs, track days, group rides, specialized courses) will bring your motorcyclists "out of hiding" and improve operator safety.
Expert stunt shows, etc. are a mixed blessing. Without a strong message, they may encourage rather than discourage risk-taking behavior.
Have a guest speaker with a bad motorcycle accident story, preferably one in which PPE saved their life.
Encourage Navy Exchange/PX/local stores to offer high quality/low cost PPE.
Invite contractors and government civilians to attend unit motorcycle activities.
Add a training segment for unit automobile drivers on motorcycle visibility, separation distances, and safely sharing the road.
Review the CMC Safety Division Motorcycle Safety Program Resources at http://www.safety.marines.mil/Branches/Ground/MotorycleTraining.aspx.
Periodically invite the Motorcycle Program manager to staff meetings to brief who has completed all the necessary training and who has not.
Reinvigorate the Motorcycle program by assigning strong leaders and updating current rider data.
Smaller units/organizations with limited riders can participate with higher/adjacent/base motorcycle programs.
COs should attend Motorcycle Program meetings to emphasize its importance, even if COs are not riders.
Ensure all unit riders have current license and adequate insurance at Motorcycle Program meetings and/or group rides.
Assign a Motorcycle Program Coordinator who can uphold standards and expectations for safety, training, and mentorship.

GCA

My unit's drinking and driving policies are working well to reduce DUI events.

Offer incentives for DUI incident reduction (e.g., time off for three months without a DUI incident). Incentives/time off for consecutive days without DUIs/ARIs increases the likelihood that peers/supervisors will be more assertive in controlling the issue.
Punish the individual, not the command, for DUI offences.
Review the list/matrix of relevant Issue Papers on this website.
As the CO, I talk about DUI awareness more. After the survey I shared some key statistics with our unit, openly clarified a policy change that occurred over the course of several DUIs...and had our DUI Marines share some of their stories. I honestly believe that DUIs occur mostly because many are unsure about how bad (intoxicated) they are...and we can't stop talking about how the decision to not drive under the influence must occur before the drinking.
Began a peer alcohol awareness group to target at risk Marines.
I utilized my NCOs to generate ideas to combat DUIs from the data they used from the drinking and driving survey. Their presentation was so well thought out, I had them brief HQ on their suggestions.
I reissued all new Arrive Alive cards and held a formation for every Marine to hold up and show - to include myself. The message was that is non-attribution to use and enables me to help the Marine vice being forced into a purely reactive situation if something bad happens. We are trying to create a sense of family where every Marine looks out for the safety of their brother.
Are your personnel aware that Arrive Alive and similar programs are non-punitive?
Volunteer designated driver programs are highly effective. Incentives (e.g., a monthly lottery-style drawing for a day off/parking spot of those who drove the previous month) may encourage greater participation.
We implemented a program for free rides with a duty vehicle. Too many Marines are at risk of drinking and driving.
Similar to port call efforts, work with the base special services to offer tours, classes, special events, etc., along with transportation, so junior personnel have a variety of low-cost, non-alcohol related activities.
Advise all personnel to have a plan (e.g., designated driver, taxi numbers, bus schedule, etc.) before a night on the town.
This unit has not had a DUI in almost a year. We stress that it is ok to drink if you are of age but you shall have a plan (i.e. DD, taxi, arrive alive, or any member of the squadron).
Food and coffee do not remove the effects of alcohol . . . you just become a more alert drunk. Have medical, law enforcement, or safety reps clear the confusion.
Eliminate alcohol at unit functions. It sends a mixed message on Drinking and Driving program efforts.
Offer incentives for DUI incident reduction (e.g., time off for three months without a DUI incident).
Incentives/time off for consecutive days without DUIs/ARIs increases the likelihood that peers/supervisors will be more assertive in controlling problem drinkers, getting them needed help, and volunteering as designated drivers.
Punish the individual, not the command, for DUI offences.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, formations, publications, etc.). Too often, vehicles to communicate are overlooked.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Establish, communicate (make visible), and enforce performance standards in your command.
Officers and SNCOs set the standard for alcohol use at home and deployed.
Work with base security to allow/escort taxis, etc. inside the gate, possibly even to barracks areas.
Focus alcohol-free command functions on camaraderie and taking care of each other. Alcohol sends a mixed message.
Incentivize alcohol-free milestones (e.g. time off, etc.)

GCA

My unit's off-duty and recreational activity safety program is working well to reduce injuries.

Do not use scare tactics. Educate your personnel on the hazards and ORM.
Train personnel to properly use ORM for their high-risk activities.
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Are interventions/programs available to address OD&R safety concerns (e.g., swimming lessons, volunteer mentor/instructors, non-alcohol events, first aid training, tool/equipment safety training, small arms/hunting safety, etc.)?
Page 13 entries, Line of Duty briefs, etc. are not just for motorcycle riders. Personnel who conduct any high risk activity should be aware of the consequences of their actions.
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
Encourage alcohol-free activities.
Similar to port call efforts, work with the base special services to offer tours, classes, special events, etc., along with transportation, so junior personnel have a variety of low-cost, non-alcohol related activities.
Continue to place flyers, bulletins, notices, etc. concerning OD&R activities on bulletin boards and information racks for easy access near lounges or other gathering spots. Emails and Web pages are too often ignored or ineffective.
Review the list/matrix of relevant Issue Papers on this website.

GCA

My unit's Substance Abuse Control Program is working well to address the risks of drug and alcohol abuse.

The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
Leadership should be aware of individuals' off duty life.
Ensure that drug screening dates are not predictable.
Self-reporting does not work if the only outcome is repercussions.
If the unit has gone years without a drug incident, ensure the unit is testing like it should.
If drug/alcohol abuse is suspected, add appropriate probing survey items to online surveys.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Review personnel jackets for drug/alcohol histories.
Incorporate mentorship at every level.
Discuss alcohol/drug use during one-on-one mentoring/counseling sessions.
Integrate the ORM process into identifying/managing high risk personnel.
Reach out to counterparts in similar units for lessons learned and common concerns.
Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Establish, communicate (make visible), and enforce performance standards in your command.
Ensure the legal ramifications of alcohol abuse are understood; then focus on physical, mental, and emotional effects of alcohol.
Have NCO-led, small group discussions to address the concerns over substance abuse. The desired outcome is a list of bottom-up recommendations that will more effectively address the issue.
Review the list/matrix of relevant Issue Papers on this website.
Work with base security to allow/escort taxis, etc. inside the gate, possibly even to barracks areas.
Focus alcohold-free command functions on camaraderie and taking care of each other. Alcohol sends a mixed message.
Incentivize alcohol-free milestones (e.g. time off, etc.)
Conduct more aggressive drug testing with regular, unannouced barracks health and comfort inspections.

GCA

Members of my unit work well together.

Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Assign teams/tasks across organizational boundaries to reduce rivalries and build camaraderie.
Communication is key across all pay grades. Ensure it happens.
Leaders set the example.
Outstanding command leadership teams are "brilliant on the basics."
Direct more command attention at those who do right than those who do wrong.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Involve the officers and senior NCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

GCA

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

Are personnel “cutting corners” due to misperception/miscommunication from supervisors?
Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Offer a monthly "Retribution Free" discussion period for personnel to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Monitor supervisors who think it's okay to cut corners.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Beware of and monitor fatigue levels of your personnel.
Monitor and be aware of perceived mission creep.
Establish, communicate (make visible), and enforce performance standards in your command.
Involve the officers and senior NCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.
Ensure leadership at all levels considers the unintended consequences of cutting corners by telling personnel to get something "done now."
Impress on all personnel the "costs of cutting corners" and accountability.

GCA

My unit employs a fatigue management plan (i.e., work-rest policy) to ensure personnel have sufficient rest to perform their work safely.

Beware of and monitor fatigue levels of your personnel.
Implemented new rules on shift work [and] going to duty in order to avoid excessively tired folks driving home.
We had a significant trend in fatigue in the execution of duties. This has made us re-evaluate how we assign duties and conduct qualifications.
We are now tracking days off for each Marine in the unit to ensure that each person receives adequate time away from work.
Directed more proactive time off policies. I told maintenance leaders to treat the maintainers as if they had to pay them hourly. Don't keep them around if they're not making you any money.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Ensure personnel and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
Although we often “do more with less,” always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Educate your personnel to recognize fatigue "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.)
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
We've implemented a better rest policy to ensure Marines who stand duty or are required [to] work all night aren't driving or handling heavy equipment the next day.
Change night crew manning to increase supervision and reduce workload.
Implementing additional rest and driving restriction measures, especially during periods of inclement weather and extended work days.
Encourage personnel to live near their place of work. Long work days combined with excessive commutes leads to fatigued workers and drivers.
Avoid recalls/holdovers of night check personnel for non-mission critical tasks (e.g., awards ceremonies, inspections, musters, etc.) to avoid driving fatigued.
Ensure scheduling provides adequate time for rest and adjustments in circadian rhythms.
For mission-critical events, always schedule a standby crew to eliminate fatigue/crew rest issues associated with the inevitable operational or equipment delays.
Ensure all personnel understand the crew rest requirements and command policy on any waivers.
I was able to see that there was a real problem with our OOD policy. Specifically, we needed to do a better job at incorporating a rest policy.
If high OPTEMPO impacts weekends, etc., allow work centers/ departments to provide time off to a limited number of personnel throughout the week to reduce fatigue, ensure sustainability, and demonstrate recognition for their hard work.
We no longer schedule any early morning PT session on the day a 96 liberty period starts. What was supposed to be a motivational start to a relaxing weekend, actually led to Marines departing for planned long drives with less sleep than normal.
We changed reporting times to drill (from 0400 to 0600) to allow more sleep. We also allowed more time for sleep in the field.
Create an incidental driver program to help relieve the work requirements of designated motor transportation operators.
Commuting/road travel highlighted as an area of concern? Evaluate policies on rest and travel, ensuring accommodation available for extended and/or late-night events.
Review the list/matrix of relevant Issue Papers on this website.
Seek additional means to reduce fatigue, including Duty Recovery.
Monitor/encourage personnnel on balancing workload in high OPTEMPO environment.

GCA

Training is conducted as scheduled.

Hard schedule training.
Leadership should establish headquarters priorities (at all levels) and live by them.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Ensure that scheduled training is provided per the weekly training schedule, or rescheduled immediately if events require a slide.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Stick to the schedule as much as possible. Rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Invest the time (in training) now. It'll cost you, but less than later.
Review the list/matrix of relevant Issue Papers on this website.
Conduct training to optimize hands on evolutions during the week, vice last event before Friday liberty.

GCA

Individuals in my unit are comfortable reporting safety violations, unsafe behaviors, or hazardous conditions.

Ensure your unit has a safety climate that encourages reporting safety issues.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Self-reporting does not work if the only outcome is repercussions.
Personnel should expect recognition for reporting safety concerns (Safety Pro, etc.), not fear repercussions.
Direct more command attention at those who do right than those who do wrong.
Publish a Safety Gram with recognition for personnel accomplishments/acts.
If survey results are a "bad surprise", suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Be aware of improper perceptions by your personnel.
Ensure your unit Safety Officer/ NCO are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Officer/ NCO.
A strong "Anymouse" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Offer a monthly "Retribution Free" discussion period for personnel to allow discussions with leadership and peers about situations where they feel pressure to cut corners, or discuss anything else on their minds.
Ensure your unit has an effective safety awards program.
Provide a status and feedback mechanism for all safety-related reports (e.g., Anymouse, surveys, concerns raised directly to Safety Department/Safety Council/Safety Committee, etc.).
Regularly publicize (through multiple venues) the names of the command safety representatives.
Review the list/matrix of relevant Issue Papers on this website.
Encourage future safety reporting by thanking personnel for open and honest survey feedback that helps identifiy issues and trends.

GCA

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

Empower ALL personnel to halt unsafe activities until hazards/risks are addressed.
Ensure your unit has a safety climate that encourages reporting safety issues.
Direct more command attention at those who do right than those who do wrong.
The CO praises even the most junior enlisted member for stopping an action if it is deemed unsafe, even if he's wrong.
We will reinforce the concept of "every Marine is a safety officer" as there were a few in the unit that did not feel they could stop an unsafe event. This is unusual in an artillery unit, and the concept will be briefed and included in orders, frag O's, formations, and commander's intent.
Ensure your unit has an effective safety awards program.
Reinvigorated the safety award process to "catch personnel in the act of using solid ORM.
Involve the officers and senior NCOs on appropriate issues.
Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices.
Integrate the ORM process into planning and executing operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety PO/NCO.
Review the list/matrix of relevant Issue Papers on this website.

GCA

Morale in my unit is high.

Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Stick to the schedule as much as possible. Rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Climate survey results revealed that unit morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Unit leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
Ask your personnel (e.g., CO’s calls, etc.) how THEY think morale could be improved. Their suggestions will likely be the most effective for improving THEIR morale.
Tailor morale boosting efforts to consider potential group differences. For example, senior officers may suggest a golf tournament. It is unlikely that younger personnel would ever suggest that . . . they would probably prefer a paint ball tournament.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Institute morale building incentives like "shop/platoon/company of the month."
Awards, recognition, etc. are limited only by imagination. Even a simple pat on the back, thank you, or call out can significantly boost an individual or group’s morale.
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Beware of and monitor fatigue levels of your personnel.
COs who prioritize the betterment of their command over the betterment of their careers have the most "operationally excellent" units.
Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Focus on what you are doing correctly.
Show me a unit with a strong Sponsor Program, and I'll show you a unit that is "Operationally Excellent."
Incorporate mentorship at every level.
We've incorporated feedback from the survey into NCO mentor training, linking their efforts with the larger command effort of creating the conditions that enable the success of each Marine and Sailor.
Share all relevant information. Playing “I’ve got a secret” hurts productivity and morale.
Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Involve the officers and senior NCOs on appropriate issues.
Ensuring adequate Wi-Fi access in the barracks is a great morale booster.
Review the list/matrix of relevant Issue Papers on this website.
Explaining "why" alleviates many concerns that reduce morale.
Ensure Marines understand the importance of the unit's mission and their own purpose and role in achieving it.
Actively engage Marines in morale enhancing events outside of working hours to get Marines out of the barracks on weekends.

GCA

My unit has enough experienced personnel to perform its current tasks.

Although we often “do more with less,” always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Many hardships are outside your unit’s control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of military occupational specialties (MOSs).
Use safety climate surveys to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Ensure work shifts are adequately manned for workloads (e.g., night check often has more demands with less people than day shift).
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Be aware of collateral mission creep.
Monitor turnover in personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish unit priorities (at all levels) and live by them.
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Create an incidental driver program to help relieve the work requirements of designated motor transportation operators.
Review the list/matrix of relevant Issue Papers on this website.

GCA

My unit has adequate resources (e.g., tools, equipment, publications, etc.) to perform its current tasks.

Many hardships are outside your unit’s control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
We identified several shops that did not have adequate tools to do their job. We implemented a way for supervisors to identify tool deficiencies and were able to use end of the FY money to get them the correct tools.
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Beware of an environment where "work-arounds" are "the way we do things here."
Integrate the ORM process into planning and executing operations.
Involve the officers and senior NCOs on appropriate issues.
Implement a push-logistics model for supplying companies/departments with necessary consumable supplies based upon average usage rates.
Seek out the agencies responsible for providing support, equipment, and consumables to have sufficient replacements on hand prior to needing them.
Review the list/matrix of relevant Issue Papers on this website.
Use survey results on identified hazards to lobby for resources.
Assess and procure seasonal equipment and supplies early in order to take advantage of restrictive timelines.
Procure sufficient PPE (e.g., earplugs, gloves, goggles) to prevent workarounds when not available.
Utilize station personnel and hygienists to assess spaces are safe and in proper working order.

GCA

Leaders/Supervisors in my unit set a good example by following standards.

COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Establish, communicate (make visible), and enforce performance standards in your command.
Outstanding command leadership teams are "brilliant on the basics."
Hold non-performers accountable and counsel those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
The SgtMaj and I have implemented policies to improve accountability of leaders and individuals, and renew focus on our mission and the part individuals play in the big picture.
Check to see if your junior officers are leading at their level.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Personnel often want to be more involved and/or become mentors. These personnel are a "solution" to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Direct more command attention at those who do right than those who do wrong.
Monitor supervisors who think it's okay to cut corners.
Review the list/matrix of relevant Issue Papers on this website.
Leader stds - Increase oversight and mentoring of subordinate leaders to ensure basic leadership standards are upheld.

GCA

Leaders/Supervisors routinely monitor operations in my unit.

Leadership by Walking Around remains the #1 leadership tool as seen through the eyes of junior personnel. Is your command's leadership/supervisors staring at their computer screens or getting "out and about"?
Leaders set the example.
Direct more command attention at those who do right than those who do wrong.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Beware of an environment where "work-arounds" are "the way we do things here.
Monitor supervisors who think it's okay to cut corners.
Hold non-performers accountable and counsel those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
The SgtMaj and I have implemented policies to improve accountability of leaders and individuals, and renew focus on our mission and the part individuals play in the big picture.
Involve the officers and senior NCOs on appropriate issues.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Every tactical or troop training evolution the unit will conduct (from the squad up to the company level) will have an NCO specifically identified as a Safety Observer.
Review the list/matrix of relevant Issue Papers on this website.

GCA

Leaders/Supervisors in my unit are actively engaged in the safety program.

A more aggressive marketing and education effort may be necessary to ensure all supervisors are aware of the various safety programs (e.g., motorcycle, OD&R, etc.) and their role in supporting those efforts.
The command has implemented a quarterly NCO breakfast program to discuss safety issues and ways to improve overall safety awareness.
Outstanding command leadership teams are "brilliant on the basics."
Are personnel “cutting corners” due to misperception/miscommunication from supervisors
Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations.
Compare survey results. Continue interventions that work, modify those which are ineffective.
The [survey] results provide a starting point. As the "New CO" I have a blank canvas to build, correct and guide the Bn forward. Instead of starting from scratch, I use the input from the "squeaky wheels" and make adjustments from their feedback.
Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices.
We have now assigned and advertised the names of safety reps at the company and shop floor level. We have an active safety council that meets regularly to address safety issues.
We now try, to the maximum extent possible, to recognize individual Marines for either recognizing and correcting unsafe activities or setting an example of high safety standards.
Bolster safety councils by having more ranks represented.
Implement a grass roots safety campaign to give junior Marines the opportunity to shape the safety messages vice the usual safety "stand-arounds."
Get Safety Standdowns out of the classroom/auditorium. Supervisor facilitated activities, hands-on training, small group discussions, etc. may be more beneficial.
There is nothing new under the sun. Seek assistance from those who are familiar with similar situations (e.g., higher headquarters, peers, CMC Safety Division, base services, etc.) instead of wasting time and effort creating "new" solutions.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Have NCOs discuss survey results within their work centers to obtain additional clarification of issues and suggestions for interventions.
Ensure intervention options are clearly communicated.
Maximize safety program "buy-in" by quickly responding to individuals' concerns/ suggestions/ recommendations and by using group-developed solutions (e.g., by work center or "tiger team").
Leaders set the example.
Leadership by Walking Around remains the #1 leadership tool as seen through the eyes of junior personnel. Is your command's leadership/supervisors staring at their computer screens or getting "out and about"?
Offer a monthly "Retribution Free" discussion period for personnel to allow discussions with leadership and peers about situations where they feel pressure to cut corners, or discuss anything else on their minds.
Ensure your unit has an effective "anymouse" program.
Ensure your unit has an effective safety awards program.
Unit routinely conducts officer safety council and enlisted safety committee meetings (in accordance with applicable directives) to review SOPs and operating procedures.
Work with base/HQ to address safety issues outside unit control (e.g., crosswalks, speeding, cell phones while driving, lighting, etc.
Review PPE requirements for tasks and spot check compliance.
Ensure pre-liberty safety briefs are not too repetitive / stale.
Survey respondents often reveal their desire to be instructors, mentors, and/or be more active in various safety-related programs/activities . . . use/empower them.
I was able to share the results with the Marines in groups based on ranks. This promoted discussion on the command's weak spots and allowed for significant discussion on how to improve the command climate.
After receiving the [survey]results, we held a staff meeting and went over the overall results and the highlighted comments, both positive and negative. We were able to emphasize the positive comments, but focus on the negative comments to see what we could do better.
Convened 3 Operational Planning Teams (Sgt, Cpl, and LCpl) to get better pulse and feedback. Insight from the OPTs confirmed some of the survey results but, more importantly, led to clearer identification of root causes. Implementing some of the spot-on recommendations from the OPTs, with a follow-up survey in the next 6 weeks to see if results improve.
“Tiger Teams” of NCOs can assist in developing interventions while simultaneously developing “buy in” to unit safety program efforts.
Based on input from the survey, the command focused on educating the senior leaders on safety first, then midgrade leaders and then down to every Marine.
Every tactical or troop training evolution the unit will conduct (from the squad up to the company level) will have an NCO specifically identified as a Safety Observer.
Weekly safety briefs: Rotate supervisory personnel as presenters to offer their own "spin" on safety. This prevents stale repetition, reinforces the basics to the presenter and listeners, and further instills an all-hands safety culture.
Periodically invite the Motorcycle Program manager to staff meetings to brief who has completed all the necessary training and who has not.
Regularly publicize (through multiple venues) the names of the command safety representatives.
Hold "Town Hall" meetings (Officers/SNCOs, NCOs, and junior Marines) to address positive and negative survey results to allow the Marines to become part of the solution to weak areas.
Brief survey specifics at an All Hands Call and discuss root causes and possible solutions. Then conduct a detailed review with an Assessments Working Group to generate a comprehensive long-term plan of resolution.
Review the list/matrix of relevant Issue Papers on this website.
Leadership engaged - Categorizing/Qualifying "bottom 5" survey results allows leadership to address and get ahead of potential problems.
Ensure Officers and SNCOs address safety, sleep plans, and improve communication to inculcate a culture of risk assessment and mitigation.

GCA

Leaders/Supervisors know who the high-risk members are in my unit.

Review personnel jackets for drug/alcohol histories.
Are Force Preservation Council used effectively?
Ensure your unit Human Factors Councils and Force Preservation Councils (FPCs) are effective at identifying (and possibly) providing intervention strategies for at-risk Marines.
Instituted Warrior Resiliency Program where Marines are able to discuss problems with each other - has proven to be therapeutic.
Monitor aggressive personnel who think rules aren't necessary.
Be aware of improper perceptions by your personnel.
Beware of and monitor fatigue levels of your personnel.
Integrate the ORM process into identifying/managing high risk personnel.
Establish, communicate (make visible), and enforce performance standards in your command.
Incorporate mentorship at every level.
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety NCO.
Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Review the list/matrix of relevant Issue Papers on this website.

GCA

Leaders/Supervisors in my unit care about my quality of life.

Review the list/matrix of relevant Issue Papers on this website.
Survey results show that unit morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Unit leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Ensure personnel and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
Personnel often want to be more involved and/or become mentors. These personnel are a "solution" to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Be aware of improper perceptions by your personnel.
Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Involve the officers and senior NCOs on appropriate issues.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Request station personnel and environmental hygienist’s assistance to inspect and ensure spaces are in good working order.
Often the current condition of the BEQs/BOQs and the command's involvement in fixing those conditions have the utmost impact on personnel's quality of life.
Ensure BEQs/BOQs are inspected regularly and any issues are readily corrected (e.g., mold, pests, damaged washers/dryers, plumbing, lighting, etc.)
Create an innovation working group to address physical issues within the housing and workspace infrastructure to improve quality of life.
Get involved, along with base personnel, to address facility issues (e.g., hot water, broken locks/doors, broken washers/dryers, HVAC, etc.) and get a weekly brief on the progress.
Monitor/encourage personnnel on balancing workload in high OPTEMPO environment.
Mitigate "burnout" through the use of Special Liberty, etc. after high OPTEMPO periods.
Change watch hour rotatations and implement more flexible work options (when/where applicable).
Actively engage Marines in morale enhancing events outside of working hours to get Marines out of the barracks on weekends.
Hold a Barracks Beautifcation Day to clean common areas and support other self-help projects.

HHQ

SOPs and safety rules are clearly defined in my headquarters.

Establish, communicate (make visible), and enforce performance standards in your headquarters.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
COs /Supervisors at all levels must periodically reinforce emphasis on procedures.
Review the list/matrix of relevant Issue Papers on this website.

HHQ

SOPs and safety rules are enforced in my headquarters.

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

HHQ

Personnel must possess the appropriate experience/skills to earn qualifications in my headquarters.

Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when “doing more with less.”
Conduct a complete review of each qualification to ensure there are no immediate headquarters shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Develop a weekly qualification tracker to maximize training and eliminate "gun decking."
Establish, communicate (make visible), and enforce performance standards in your headquarters.
Set the bar extremely high. Personnel only reach as high as the headquarters' stated goals.
Officers/Senior NCO leadership personally monitors training sessions to ensure quality.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Monitor turnover in personnel; conduct 6 month forecast/track personnel moves.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Review the list/matrix of relevant Issue Papers on this website.

HHQ

Effective communication exists within my headquarters.

Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
CO sets aside a "dialogue period" with personnel and discusses pertinent issues, such as: training requirements, the latest rumors, etc.
More frequent CO's Calls to ensure the CO is personally getting the word to the troops.
I have scheduled CO's Calls for each pay grade in order to emphasize and enhance communication flow.
I have engaged the Officer/SNCO leadership and shared the information in the survey. We have discussed command culture, communication, and standardization required to sustain long term production. The leaders of the headquarters are now speaking with one voice.
Having an open door policy on safety related issues has greatly improved communication within the headquarters.
Attend more meetings and show by example how leadership needs to provide opportunities for juniors to voice their concerns/comments. Leaders sometimes need to "pull" information from juniors, and some command leaders have not yet developed the skill to "pull" information.
COs/Department leaders can conduct a quarterly breakfast with the SNCOs to open up lines of communication between each other.
Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
All large organizations have communication challenges. Find solutions for the bottlenecks and shortfalls.
CO concludes formations by asking personnel if anyone has heard any rumors, vice the more standard, "Does anyone have any questions for me?" . . . . Gets better results.
Communication is key across all pay grades. Ensure it happens.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, formations, publications, etc.). Too often, vehicles to communicate are overlooked.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Do not allow poor communication due to too much reliance on one-way emails.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Provide a "state of the headquarters" address. It will help you find out where you are and communicate it to your subordinates.
Offer a monthly "Retribution Free" discussion period for personnel to allow discussions with leadership and peers about situations where they feel pressure to cut corners, or discuss anything else on their minds.
Discuss survey results and interventions with personnel to develop optimal solutions and increase survey process "buy in."
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Ensure intervention options are clearly communicated.
Establish a tiger team to look at how to improve communication across the organization.
Hold "Town Hall" meetings (Officers/SNCOs, NCOs, and junior Marines) to address positive and negative survey results to allow the Marines to become part of the solution to weak areas.
Brief survey specifics at an All Hands Call and discuss root causes and possible solutions. Then conduct a detailed review with an Assessments Working Group to generate a comprehensive long-term plan of resolution.
Incorporate SNCO and Enlisted meetings with Senior Enlisted in order to improve communication.
Review the list/matrix of relevant Issue Papers on this website.

HHQ

Effective communication flow exists with external commands.

Plan ahead and share plans/timelines with counterparts to improve productivity and morale.
Reach out to counterparts in other commands for lessons learned and common concerns.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Do not allow poor communication due to too much reliance on one-way emails.
Ensure your headquarters solicits and values honest feedback.
Establish a tiger team to look at how to improve communication across the organization.
Review the list/matrix of relevant Issue Papers on this website. Review the list/matrix of relevant Issue Papers on this website.

HHQ

My department provides adequate oversight of similar departments in subordinate commands.

Plan ahead and share plans/timelines with counterparts to improve productivity and morale.
Reach out to counterparts in similar organizations for lessons learned and common concerns.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Establish, communicate (make visible), and enforce performance standards in your command.
Leadership should establish organizational priorities (at all levels) and live by them.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Involve the officers and senior NCOs on appropriate issues.
Communication is key across all pay grades. Ensure it happens.
Do not allow poor communication due to too much reliance on one-way emails.
Review the list/matrix of relevant Issue Papers on this website. Review the list/matrix of relevant Issue Papers on this website.

HHQ

My headquarters keeps me well informed regarding important safety information.

Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication.
We have now assigned and advertised the names of safety reps at the company and shop floor level. We have an active safety council that meets regularly to address safety issues.
Maintain relevant hazard reports, notices, etc. in common use areas to increase awareness/discussion.
Ensure the chain of command is engaged.
Encouraging safety reps to use every morning meeting and evening pass down to address trends and "stay on message."
Involve the officers and SNCOs on appropriate issues.
I now have each officer to focus their efforts on mentoring and Force Preservation Program.
Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices.
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety NCO.
Ensure your headquarters has a safety climate that encourages reporting safety issues.
Ensure your headquarters' Safety Officer and Safety NCO are visible members of your command.
Regularly publicize (through multiple venues) the names of the command safety representatives.
Hold "Town Hall" meetings (Officers/SNCOs, NCOs, and junior Marines) to address positive and negative survey results to allow the Marines to become part of the solution to weak areas.
Brief survey specifics at an All Hands Call and discuss root causes and possible solutions. Then conduct a detailed review with an Assessments Working Group to generate a comprehensive long-term plan of resolution.
Review the list/matrix of relevant Issue Papers on this website.

HHQ

Our headquarters safety representatives effectively promote safety.

Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication.
Encouraging safety reps to use every morning meeting and evening pass down to address trends and "stay on message." Getting out and visiting the extremely diverse work centers and production divisions.
We have now assigned and advertised the names of safety reps at the company and shop floor level. We have an active safety council that meets regularly to address safety issues.
Don’t be the “Safety Guy.” Motivate and inspire peers towards safer habits through example and timely information, not inspections and policing of individual actions.
Use real life, practical examples of CRM and ORM for training, vice repetitive overviews of the seven skills and ORM steps. The goal is safe operations, not memorization.
Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels.
Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices.
I now have each officer to focus their efforts on mentoring and Force Preservation Program.
Don’t beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
Reach out to counterparts in similar organizations for lessons learned and common concerns.
There is nothing new under the sun. Seek assistance from those who are familiar with similar situations (e.g., higher headquarters, peers, CMC Safety Division, base services, etc.) instead of wasting time and effort creating "new" solutions.
Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations.
Routinely encourage your subordinate leaders to work with your Safety Officer /NCO.
Ensure your headquarters Safety Officer and Safety NCO are visible members of your command.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, formations, publications, etc.). Too often, vehicles to communicate are overlooked.
Ensure your headquarters has a safety climate that encourages reporting safety issues.
Use safety surveys to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our headquarters.
Regularly publicize (through multiple venues) the names of the command safety representatives.
Review the list/matrix of relevant Issue Papers on this website.

HHQ

My headquarters provides adequate recognition for exceptional safety acts.

Ensure your headquarters has an effective safety awards program.
Direct more command attention at those who do right than those who do wrong.
We have invigorated our internal Safety Award process and we are much more attuned to giving individuals time off from work when we can afford it.
Reinvigorated the safety award process to "catch personnel in the act of using solid ORM.
Publish a Safety Gram with recognition for personnel accomplishments/acts.
Submit a hometown news release and/or letter to family for significant safety acts.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Recognize a Safety–Pro of the Month with a parking spot as a reward.
Ensure safety recognition programs (e.g., safety pro, individual/group actions/etc.) are utilized and advertised.
Recognize government civilian and contract employee safety achievements, if warranted.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Ensure your headquarters has a safety climate that encourages reporting safety issues.
Review the list/matrix of relevant Issue Papers on this website.

HHQ

Headquarters members, from the top down, incorporate risk management into daily activities.

Integrate the ORM process into planning and executing operations.
Assign, educate, and employ ORM instructors in your headquarters.
Train personnel to properly use ORM for their high-risk activities.
Ensure headquarters members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Use real life, practical examples of CRM and ORM for training, vice repetitive overviews of the seven skills and ORM steps. The goal is safe operations, not memorization.
We reinvigorated the safety award process to "catch personnel in the act of using solid ORM and CRM.
We did some small group discussions on how to keep safety briefs impactful and have relooked headquarters processes to ensure the entire audience receives the benefit of ORM training.
Do not push personnel beyond their own perception of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks.
Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Are ORM Worksheets in your command being "gamed" by personnel to keep go/no-go decisions at their level?
Review the list/matrix of relevant Issue Papers on this website.

HHQ

My headquarters makes good use of special staff (e.g., legal, chaplain, medical, etc.) to assist high-risk personnel.

Use special staff (e.g., chaplain, medical, etc.) to monitor your headquarters' "health" (e.g., morale and motivation).
Review personnel jackets for drug/alcohol histories.
Ensure your headquarters 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.
Monitor aggressive personnel who think rules aren't necessary.
Ensure your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Ensure your headquarters Safety Officer and Safety NCO are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety NCO.
Review the list/matrix of relevant Issue Papers on this website.

HHQ

My headquarters' privately owned vehicle (POV) / private motor vehicle (PMV) program is working well to reduce POV/PMV incidents.

Review the CMC Safety Division PMV Safety Program Resources at https://www.safety.marines.mil/Branches/Ground/PMV/
Review the National Highway Traffic Safety Administration Traffic Safety resources at http://www.nhtsa.gov/
Review the National Highway Traffic Safety Administration AADD and Designated Driver resources at https://www.nhtsa.gov/campaign/drive-sober
We conducted a free safety vehicle inspection throughout 2 days to enable our folks to get their car(s) inspected, before driving extended distances.
Implement additional rest and driving restriction measures, especially during periods of inclement weather and extended work days.
We revamped the pre-holiday vehicle inspection checklist and personal ORM plans.
Encourage personnel to live near their place of work. Long work days combined with excessive commutes leads to fatigued workers and drivers.
Incorporate mentorship at every level.
Ensure your headquarters safety council/committee programs are effective.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, formations, publications, etc.). Too often, vehicles to communicate are overlooked.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Ensure headquarters members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Despite laws/regulations, personnel continue to use cell phones. Emphasize the benefits of calling before driving, using a hands-free device, or asking passengers take important calls.
Do not text and drive. Hazards are too easily missed, vehicle control is hindered, and reaction time is severely impaired.
COs/Safety Officers should conduct periodic seatbelt and cell phone checks of personnel arriving/departing headquarters parking areas to emphasize commands' commitment to standards and safety of personnel.
Promptly notify personnel of impending hazardous weather conditions to reduce commuting mishaps.
Adjust base working hours to avoid highest levels of local commuter traffic.
Review the list/matrix of relevant Issue Papers on this website.

HHQ

My headquarters' motorcycle safety program is working well to reduce motorcycle incidents.

Review the Army Combat Readiness/Safety Center Motorcycle Mentorship Program information on https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles/MOTORCYCLE/tabid/365/Default.aspx
Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org/
Review the National Highway Traffic Safety Administration motorcycle resources at http://www.nhtsa.gov/Safety/Motorcycles
We are spending more time getting to know the riding habits of our riders through very interactive senior rider and motorcycle mentors.
We have a dedicated motorcycle safety officer who is a motorcycle rider. This collateral duty is separate from the formal ground safety officer to allow him to be a true SME on the subject.
I have mandated a mentorship program for riders in my command.
I have a written order on our motorcycle club membership and who must be in it. We have recently conducted PPE training and its use off base and repercussions of getting caught without it. The base has agreed to conduct a one day sport bike class training day just for my headquarters so that I can get the rest of my sport bike riders trained.
We are now screening our Marines better as they check in to ensure they are attending the basic riders and sports bike course as required.
We have better included our ATVs and Dirt bikes into our motorcycle club and have also upgraded our documentation of training.
We have scheduled rides on the company TEEP to ensure more active and transparent participation in the program.
Compare our riding program with other headquarters’ riding programs.
Personnel often want to be more involved and/or become mentors. These personnel are a "solution" to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Learn your motorcyclists' habits, concerns, and equipment shortfalls through active mentorship.
Integrate the ORM process into identifying/managing high risk personnel.
Ensure headquarters members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Communication/Marketing of base motorcycle programs is essential. Many motorcyclists are unaware of courses, mentorship programs, regulations, etc.
Encourage prospective motorcyclists to take the base courses BEFORE purchasing a motorcycle. They will be a safer rider from the moment they leave the showroom (or they may even forego the purchase altogether based upon their course experience).
All motorcyclists are NOT the same. Older, more experienced touring motorcycle riders have significantly different habits and risks than young, inexperienced sport bike or dirt bike riders. Tailor motorcycle training and safety programs accordingly.
Work with base safety to improve courses and offer your most experienced riders as mentors/instructors.
Base motorcycle courses are often insufficiently held or overbooked. Allow your riders to attend when they obtain a quota.
Schedule course quotas for your personnel and/or arrange a special class with the base to ensure all of your riders are trained.
Assist "motorcycle-only" owners in finding car pools/alternative transportation during inclement weather.
Less threats for those who haven't taken the basic rider's course, more positive influence to take them on their own.
Have an actual motorcycle rider (preferably senior) be in charge of the program.
Carefully plan group rides to prevent excessive separations at traffic lights. Trailing riders often speed to catch up with group, greatly increasing their risk.
Group rides, though beneficial for morale, may increase the risk of injury/accident to motorcyclists riding in close proximity to each other. Use ORM to evaluate the benefits and risks associated with the skill level of your riders.
Have headquarters or base safety rep follow behind group rides with duty truck to act as a safety observer, carry a first aid kit, and assist motorcyclists with any equipment failures.
Have motorcyclists share incident and accident stories during training and club meetings. This form of "ready room" discussion promotes mentorship, camaraderie, and risk management to avoid similar events.
Concentrate your motorcycle safety program efforts on new and inexperienced riders who have never had accidents because they are more likely to take risks.
Purchase a headquarters first aid kit that can be carried in a motorcycle saddle bag during group rides.
Programs that are supportive of motorcyclists (e.g., clubs, track days, group rides, specialized courses) will bring your motorcyclists "out of hiding" and improve operator safety.
Expert stunt shows, etc. are a mixed blessing. Without a strong message, they may encourage rather than discourage risk-taking behavior.
Have a guest speaker with a bad motorcycle accident story, preferably one in which PPE saved their life.
Encourage Navy Exchange/PX/local stores to offer high quality/low cost PPE.
Ensure riders have recent first aid training.
Invite contractors and government civilians to attend headquarters motorcycle activities.
Add a training segment for headquarters automobile drivers on motorcycle visibility, separation distances, and safely sharing the road.
Periodically invite the Motorcycle Program manager to staff meetings to brief who has completed all the necessary training and who has not.
Review the list/matrix of relevant Issue Papers on this website.

HHQ

My headquarters' drinking and driving policies are working well to reduce DUI events.

As the CO, I talk about DUI awareness more. After the survey I shared some key statistics with our unit, openly clarified a policy change that occurred over the course of several DUIs...and had our DUI Marines share some of their stories. I honestly believe that DUIs occur mostly because many are unsure about how bad (intoxicated) they are...and we can't stop talking about how the decision to not drive under the influence must occur before the drinking.
Began a peer alcohol awareness group to target at risk Marines.
I 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.
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.
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety NCO.
Advise all personnel to have a plan (e.g., designated driver, taxi numbers, bus schedule, etc.) before a night on the town.
Food and coffee do not remove the effects of alcohol . . . you just become a more alert drunk. Have medical, law enforcement, or safety reps clear the confusion.
Eliminate alcohol at headquarters functions. It sends a mixed message on Drinking and Driving program efforts.
Offer incentives for DUI incident reduction (e.g., time off for three months without a DUI incident).
Punish the individual, not the command, for DUI offences.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, formations, publications, etc.). Too often, vehicles to communicate are overlooked.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Incorporate mentorship at every level.
Ensure your headquarters safety council/committee programs are effective.
Establish, communicate (make visible), and enforce performance standards in your command.
Officers and SNCOs set the standard for alcohol use at home and deployed.
Establish a volunteer designated driver program, they are often more effective that Arrive Alive and other options.
Review the list/matrix of relevant Issue Papers on this website.

HHQ

My headquarters' off duty and recreational activity safety program is working well to reduce injuries.

Do not use scare tactics. Educate your personnel on the hazards and ORM.
Train personnel to properly use ORM for their high-risk activities.
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Page 13 entries, Line of Duty briefs, etc. are not just for motorcycle riders. Personnel who conduct any high risk activity should be aware of the consequences of their actions.
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
Encourage alcohol-free activities.
Similar to port call efforts, work with the base special services to offer tours, classes, special events, etc., along with transportation, so junior personnel have a variety of low-cost, non-alcohol related activities.
Continue to place flyers, bulletins, notices, etc. concerning OD&R activities on bulletin boards and information racks for easy access near lounges or other gathering spots. Emails and Web pages are too often ignored or ineffective.
Have field meet PME's by rank (i.e., NCO's, SNCO's, officers) and have personnel participate in the activities with SME's observing and teaching the rights/wrongs.
Review the list/matrix of relevant Issue Papers on this website.

HHQ

My headquarters' Substance Abuse Control Program is working well to address the risks of drug and alcohol abuse.

The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.)
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Review personnel jackets for drug/alcohol histories.
Incorporate mentorship at every level.
Integrate the ORM process into identifying/managing high risk personnel.
Reach out to counterparts in similar units for lessons learned and common concerns.
Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Establish, communicate (make visible), and enforce performance standards in your command.
Review the list/matrix of relevant Issue Papers on this website.

HHQ

Members of my headquarters work well together.

Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Assign teams/tasks across organizational boundaries to reduce rivalries and build camaraderie.
Communication is key across all pay grades. Ensure it happens.
Do not allow poor communication due to too much reliance on one-way emails.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Be aware of improper perceptions by your personnel.
Leaders set the example.
Outstanding command leadership teams are "brilliant on the basics."
Direct more command attention at those who do right than those who do wrong.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Involve the officers and senior NCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

HHQ

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

Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Offer a monthly "Retribution Free" discussion period for personnel to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Monitor supervisors who think it's okay to cut corners.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Beware of and monitor fatigue levels of your personnel.
Monitor and be aware of perceived mission creep.
Establish, communicate (make visible), and enforce performance standards in your command.
Involve the officers and senior NCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

HHQ

My headquarters employs a fatigue management plan (i.e., work-rest policy) to ensure personnel have sufficient rest to perform their work safely.

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

HHQ

Training is conducted as scheduled.

Hard schedule training.
Leadership should establish headquarters priorities (at all levels) and live by them.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Ensure that scheduled training is provided per the weekly training schedule, or rescheduled immediately if events require a slide.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Stick to the schedule as much as possible. Rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Invest the time (in training) now. It'll cost you, but less than later.
Review the list/matrix of relevant Issue Papers on this website.
Conduct training to optimize hands on evolutions during the week, vice last event before Friday liberty.

HHQ

Individuals in my headquarters are comfortable reporting safety violations, unsafe behaviors, or hazardous conditions.

Ensure your headquarters has a safety climate that encourages reporting safety issues.
Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
Direct more command attention at those who do right than those who do wrong.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Publish a Safety Gram with recognition for personnel accomplishments/acts.
If survey results are a "bad surprise", suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Be aware of improper perceptions by your personnel.
Ensure your headquarters Safety Officer/ NCO are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Officer/ NCO.
A strong "Anymouse" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Offer a monthly "Retribution Free" discussion period for personnel to allow discussions with leadership and peers about situations where they feel pressure to cut corners, or discuss anything else on their minds.
Ensure your headquarters has an effective safety awards program.
Regularly publicize (through multiple venues) the names of the command safety representatives.
Review the list/matrix of relevant Issue Papers on this website.

HHQ

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

Empower ALL personnel to halt unsafe activities until hazards/risks are addressed.
Ensure your unit has a safety climate that encourages reporting safety issues.
Direct more command attention at those who do right than those who do wrong.
The CO praises even the most junior enlisted member for stopping an action if it is deemed unsafe, even if he's wrong.
We will reinforce the concept of "every Marine is a safety officer" as there were a few in the unit that did not feel they could stop an unsafe event. This is unusual in an artillery unit, and the concept will be briefed and included in orders, frag O's, formations, and commander's intent.
Ensure your unit has an effective safety awards program.
Reinvigorated the safety award process to "catch personnel in the act of using solid ORM.
Involve the officers and senior NCOs on appropriate issues.
Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices.
Integrate the ORM process into planning and executing operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety PO/NCO.
Review the list/matrix of relevant Issue Papers on this website.

HHQ

Morale in my headquarters is high.

Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Stick to the schedule as much as possible. Rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Survey results show that morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
We've incorporated feedback from the survey into NCO mentor training, linking their efforts with the larger command effort of creating the conditions that enable the success of each Marine and Sailor.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Beware of and monitor fatigue levels of your personnel.
COs who prioritize the betterment of their command over the betterment of their careers have the most "operationally excellent" units.
Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Focus on what you are doing correctly.
Show me a headquarters with a strong Sponsor Program, and I'll show you a headquarters that is "Operationally Excellent."
Incorporate mentorship at every level.
Share all relevant information. Playing “I’ve got a secret” hurts productivity and morale.
Use special staff (e.g., chaplain, medical, etc.) to monitor your headquarters' "health" (e.g., morale and motivation).
Involve the officers and senior NCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

HHQ

My headquarters has enough experienced personnel to perform its current tasks.

Although we often “do more with less,” always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of military occupational specialties (MOSs).
Use safety climate surveys to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our headquarters.
Review the OPTEMPO of your headquarters and its effect on safety and headquarters performance.
Be aware of collateral mission creep.
Monitor turnover in personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish headquarters priorities (at all levels) and live by them.
Conduct a complete review of each qualification to ensure there are no immediate headquarters shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Review the list/matrix of relevant Issue Papers on this website.

HHQ

My headquarters has adequate resources (e.g., tools, equipment, publications, etc.) to perform its current tasks.

Many hardships are outside your headquarters' control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the issues you can change.
We identified several shops that did not have adequate tools to do their job. We implemented a way for supervisors to identify tool deficiencies and were able to use end of the FY money to get them the correct tools.
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Beware of an environment where "work-arounds" are "the way we do things here."
Integrate the ORM process into planning and executing operations.
Ensure headquarters members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Involve the officers and senior NCOs on appropriate issues.
Implement a push-logistics model for supplying companies/departments with necessary consumable supplies based upon average usage rates.
Seek out the agencies responsible for providing support, equipment, and consumables to have sufficient replacements on hand prior to needing them.
Review the list/matrix of relevant Issue Papers on this website.

HHQ

Leaders/Supervisors in my headquarters set a good example by following standards.

COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Establish, communicate (make visible), and enforce performance standards in your command.
Outstanding command leadership teams are "brilliant on the basics."
Hold non-performers accountable and counsel those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Check to see if your junior officers are leading at their level.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Personnel often want to be more involved and/or become mentors. These personnel are a "solution" to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Direct more command attention at those who do right than those who do wrong.
Monitor supervisors who think it's okay to cut corners.
Review the list/matrix of relevant Issue Papers on this website.

HHQ

Leaders/Supervisors routinely monitor operations in my headquarters.

Leadership by Walking Around remains the #1 leadership tool as seen through the eyes of junior personnel. Is your command's leadership/supervisors staring at their computer screens or getting "out and about"?
Leaders set the example.
Direct more command attention at those who do right than those who do wrong.
The SgtMaj and I have implemented policies to improve accountability of leaders and individuals, and renew focus on our mission and the part individuals play in the big picture.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Beware of an environment where "work-arounds" are "the way we do things here.
Monitor supervisors who think it's okay to cut corners.
Hold non-performers accountable and counsel those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Involve the officers and senior NCOs on appropriate issues.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Review the list/matrix of relevant Issue Papers on this website.

HHQ

Leaders/Supervisors in my headquarters are actively engaged in the safety program.

Outstanding command leadership teams are "brilliant on the basics."
Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations.
Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices.
We have now assigned and advertised the names of safety reps at the company and shop floor level. We have an active safety council that meets regularly to address safety issues.
We now try, to the maximum extent possible, to recognize individual Marines for either recognizing and correcting unsafe activities or setting an example of high safety standards.
Bolster safety councils by having more ranks represented.
Implement a grass roots safety campaign to give junior Marines the opportunity to shape the safety messages vice the usual safety "stand-arounds."
Get Safety Standdowns out of the classroom/auditorium. Supervisor facilitated activities, hands-on training, small group discussions, etc. may be more beneficial.
There is nothing new under the sun. Seek assistance from those who are familiar with similar situations (e.g., higher headquarters, peers, CMC Safety Division, base services, etc.) instead of wasting time and effort creating "new" solutions.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Have NCOs discuss survey results within their work centers to obtain additional clarification of issues and suggestions for interventions.
Ensure intervention options are clearly communicated.
Maximize safety program "buy-in" by quickly responding to individuals' concerns/ suggestions/ recommendations and by using group-developed solutions (e.g., by work center or "tiger team").
Leaders set the example.
Leadership by Walking Around remains the #1 leadership tool as seen through the eyes of junior personnel. Is your command's leadership/supervisors staring at their computer screens or getting "out and about"?
Offer a monthly "Retribution Free" discussion period for personnel to allow discussions with leadership and peers about situations where they feel pressure to cut corners, or discuss anything else on their minds.
Ensure your headquarters has an effective "anymouse" program.
Ensure your headquarters has an effective safety awards program.
Unit routinely conducts officer safety council and enlisted safety committee meetings (in accordance with applicable directives) to review SOPs and operating procedures.
Periodically invite the Motorcycle Program manager to staff meetings to brief who has completed all the necessary training and who has not.
Hold "Town Hall" meetings (Officers/SNCOs, NCOs, and junior Marines) to address positive and negative survey results to allow the Marines to become part of the solution to weak areas.
Brief survey specifics at an All Hands Call and discuss root causes and possible solutions. Then conduct a detailed review with an Assessments Working Group to generate a comprehensive long-term plan of resolution.
Review the list/matrix of relevant Issue Papers on this website.

HHQ

Leaders/Supervisors know who the high-risk members are in my headquarters.

Review personnel jackets for drug/alcohol histories.
Ensure your headquarters Human Factors Councils (HFCs) and Force Preservation Councils (FPCs) are effective at identifying (and possibly) providing intervention strategies for at-risk Marines.
Monitor aggressive personnel who think rules aren't necessary.
Be aware of improper perceptions by your personnel.
Beware of and monitor fatigue levels of your personnel.
Integrate the ORM process into identifying/managing high risk personnel.
Establish, communicate (make visible), and enforce performance standards in your command.
Incorporate mentorship at every level.
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety NCO.
Use special staff (e.g., chaplain, medical, etc.) to monitor your headquarters' "health" (e.g., morale and motivation).
Review the list/matrix of relevant Issue Papers on this website.

HHQ

Leaders/Supervisors in my headquarters care about my quality of life.

Safety climate survey results show that morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Ensure personnel and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
Personnel often want to be more involved and/or become mentors. These personnel are a "solution" to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Be aware of improper perceptions by your personnel.
Use special staff (e.g., chaplain, medical, etc.) to monitor your headquarters' "health" (e.g., morale and motivation).
Involve the officers and senior NCOs on appropriate issues.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Request station personnel and environmental hygienist’s assistance to inspect and ensure spaces are in good working order.
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

My command leadership provides me adequate information to identify and reduce risks associated with POVs/PMVs.

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.
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.
Don't be the "Safety Guy." Motivate and inspire peers towards safer habits through example and timely information, not inspections and policing of individual actions.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Don't beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
Reach out to counterparts in similar units for lessons learned and common concerns.
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.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
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.
Ensure intervention options are clearly communicated.
Encourage personnel to live near their place of work. Long work days combined with excessive commutes leads to fatigued workers and drivers.
Despite laws/regulations, personnel continue to use cell phones. Emphasize the benefits of calling before driving, using a hands-free device, or asking passengers take important calls.
Do not text and drive. Hazards are too easily missed, vehicle control is hindered, and reaction time is severely impaired.
Ensure duty vehicles have working seatbelts and are in safe operating condition.
Evaluate the hazards in your travel plans (fatigue, weather, pressing to get to your destination), then use sound risk management principles and discuss mitigation strategies with your commander or supervisor. (Source: Secretary of the Air Force Michael Donley and Air Force Chief of Staff Gen. Norton Schwartz).
COs/Safety Officers should conduct periodic seatbelt and cell phone checks of personnel arriving/departing unit parking areas to emphasize commands' commitment to standards and safety of personnel.
Promptly notify personnel of impending hazardous weather conditions to reduce commuting mishaps.
Adjust base working hours to avoid highest levels of local commuter traffic.
An "in-house tipsy taxi program", comprised of volunteer drivers from within the unit, provides an alternative transportation option to reduce DUIs.
Beware of and monitor fatigue levels of your personnel.
Develop a formal safety training plan that covers the next year and is coordinated with the unit department heads.
Ensure your unit safety council/committee programs are effective.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, formations, publications, etc.). Too often, vehicles to communicate are overlooked.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Integrate the ORM process into identifying/managing high risk personnel.
Establish, communicate (make visible), and enforce performance standards in your command.
Officers and SNCOs set the standard for alcohol use.
Review the National Highway Traffic Safety Administration AADD and Designated Driver resources at https://www.nhtsa.gov/campaign/drive-sober
Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the AAA Foundation for Traffic Safety research reports (and Newsroom presentations) at https://aaafoundation.org/research/
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

My supervisor assists me in identifying and reducing risks associated with POVs/PMVs.

Prior to long cross country drives have SNCOs or NCOs inspect junior Marines' vehicles just to ensure the basics are operable.
Promptly notify personnel of impending hazardous weather conditions to reduce commuting mishaps.
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.
Evaluate the hazards in your travel plans (fatigue, weather, pressing to get to your destination), then use sound risk management principles and discuss mitigation strategies with your commander or supervisor. (Source: Secretary of the Air Force Michael Donley and Air Force Chief of Staff Gen. Norton Schwartz).
Beware of and monitor fatigue levels of your personnel.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, formations, publications, etc.). Too often, vehicles to communicate are overlooked.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Incorporate mentorship at every level.
Take the time to mentor subordinate leaders on ORM processes.
Review the National Highway Traffic Safety Administration AADD and Designated Driver resources at https://www.nhtsa.gov/campaign/drive-sober
Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the AAA Foundation for Traffic Safety research reports (and Newsroom presentations) at https://aaafoundation.org/research/
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

My supervisor is genuinely concerned about my safety when it comes to POVs/PMVs.

Prior to long cross country drives have SNCOs or NCOs inspect junior Marines' vehicles just to ensure the basics are operable.
Ensure your unit has an effective sponsorship program.
Ensure your unit safety council/committee programs are effective.
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.
Take the time to mentor subordinate leaders on ORM processes.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Involve the officers and SNCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

My POV/PMV is currently in good operating condition.

Prior to long cross country drives have SNCOs or NCOs inspect junior Marines' vehicles just to ensure the basics are operable.
Have tools/spare parts for repairs.
Have an emergency kit.
Have a backup plan ($ for rental car, bus, train).
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 Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

I would say something to the driver of a vehicle I was in if he/she was doing something unsafe.

Leaders set the example.
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.
Communication is key across all pay grades. Ensure it happens.
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 subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Incorporate mentorship at every level.
Review the National Highway Traffic Safety Administration AADD and Designated Driver resources at https://www.nhtsa.gov/campaign/drive-sober
Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the list/matrix of relevant Issue Papers on the website.

POV/PMV

I feel pressured by passengers to drive faster and/or bend traffic rules.

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.
Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the AAA Foundation for Traffic Safety research reports (and Newsroom presentations) at https://aaafoundation.org/research/
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

I feel pressured by other drivers on the road to drive faster and/or bend traffic rules.

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.
Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the AAA Foundation for Traffic Safety research reports (and Newsroom presentations) at https://aaafoundation.org/research/
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

My driving times or distances between home and work are excessive.

Encourage personnel to live near their place of work. Long work days combined with excessive commutes leads to fatigued workers and drivers.
Avoid recalls/holdovers of night check personnel for non-mission critical tasks (e.g., awards ceremonies, inspections, musters, etc.) to avoid driving fatigued.
Beware of and monitor fatigue levels of 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 unit has a vibrant indoctrination program and a welcome aboard program.
Ensure your unit has an effective sponsorship program.
Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

Take long drives

Evaluate the hazards in your travel plans (fatigue, weather, pressing to get to your destination), then use sound risk management principles and discuss mitigation strategies with your commander or supervisor. (Source: Secretary of the Air Force Michael Donley and Air Force Chief of Staff Gen. Norton Schwartz).
Beware of and monitor fatigue levels of your personnel.
Educate your personnel to recognize fatigue's "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.)
Educate your personnel to travel with a companion and switch driving tasks when you get sleepy, make frequent rest stops, and use caffeine strategically, but not in lieu of rest.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Incorporate mentorship at every level.
Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

Work long hours

Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Ensure personnel and mission readiness are not weakened by an over-emphasis on collateral duties/tasks
Periodically review collateral duties to ensure fair and equitable distributions of workloads. Don't overburden (punish) the unit's hardest working and most effective personnel while allowing (rewarding) non-performers with lighter workloads.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Ensure work shifts are adequately manned for workloads (e.g., night check often has more demands with less people than day shift).
Encourage personnel to live near their place of work. Long work days combined with excessive commutes leads to fatigued workers and drivers.
For mission-critical events, always schedule standby personnel to eliminate fatigue/rest issues associated with the inevitable operational or equipment delays.
Avoid recalls/holdovers of night check personnel for non-mission critical tasks (e.g., awards ceremonies, inspections, musters, etc.) to avoid driving fatigued.
Beware of and monitor fatigue levels of your personnel.
Educate your personnel to recognize fatigue's "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.)
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.

POV/PMV

Fail to get adequate rest

Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Ensure personnel and mission readiness are not weakened by an over-emphasis on collateral duties/tasks
Periodically review collateral duties to ensure fair and equitable distributions of workloads. Don't overburden (punish) the unit's hardest working and most effective personnel while allowing (rewarding) non-performers with lighter workloads.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Ensure work shifts are adequately manned for workloads (e.g., night check often has more demands with less people than day shift).
Encourage personnel to live near their place of work. Long work days combined with excessive commutes leads to fatigued workers and drivers.
Avoid recalls/holdovers of night check personnel for non-mission critical tasks (e.g., awards ceremonies, inspections, musters, etc.) to avoid driving fatigued.
Beware of and monitor fatigue levels of 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.
Educate your personnel to recognize fatigue's "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.)
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

Over exercise

Beware of and monitor fatigue levels of 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.
Recognize fatigue "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding)
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

Excessive speed

Plan accordingly for potential delays.
Establish, communicate (make visible), and enforce performance standards in your command.
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.
Monitor aggressive personnel who think rules aren't necessary.
Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

Loss of vehicle control

Promptly notify personnel of impending hazardous weather conditions to reduce commuting mishaps.
Do not text and drive. Hazards are too easily missed, vehicle control is hindered, and reaction time is severely impaired.
Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels.
Beware of and monitor fatigue levels of 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 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.
Monitor aggressive personnel who think rules aren't necessary.
Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

Failure to use a seatbelt

Leaders set the example.
Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels.
COs/Safety Officers should conduct periodic seatbelt and cell phone checks of personnel arriving/departing unit parking areas to emphasize commands' commitment to standards and safety of personnel.
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 unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Integrate the ORM process into identifying/managing high risk personnel.
Monitor aggressive personnel who think rules aren't necessary.
Ensure your unit has a vibrant indoctrination program and a welcome aboard program.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, formations, publications, etc.). Too often, vehicles to communicate are overlooked.
Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the list/matrix of relevant Issue Papers on the website.

POV/PMV

Excessive alcohol consumption

Advise all personnel to have a plan (e.g., designated driver, taxi numbers, bus schedule, etc.) before a night on the town.
Food and coffee do not remove the effects of alcohol . . . you just become a more alert drunk. Have medical, law enforcement, or safety reps clear the confusion.
Eliminate alcohol at unit functions. It sends a mixed message on Drinking and Driving program efforts.
Offer incentives for DUI incident reduction (e.g., time off for three months without a DUI incident).
Punish the individual, not the command, for DUI offences.
An "in-house tipsy taxi program", comprised of volunteer drivers from within the unit, provides an alternative transportation option to reduce DUIs.
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.
Establish, communicate (make visible), and enforce performance standards in your command.
Incorporate mentorship at every level.
Integrate the ORM process into identifying/managing high risk personnel.
Monitor aggressive personnel who think rules aren't necessary.
Officers and SNCOs set the standard for alcohol use at home and deployed.
Review personnel jackets for drug/alcohol histories.
Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Review the National Highway Traffic Safety Administration AADD and Designated Driver resources at https://www.nhtsa.gov/campaign/drive-sober
Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the AAA Foundation for Traffic Safety research reports (and Newsroom presentations) at https://aaafoundation.org/research/
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

Failure to yield right of way

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.
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 Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

Tailgating

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.
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 Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

Running a red traffic light

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.
Beware of and monitor fatigue levels of 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.
Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

Accelerating through a yellow traffic light

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.
Beware of and monitor fatigue levels of 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.
Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

Rolling through a stop sign

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.
Beware of and monitor fatigue levels of 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.
Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

Making an illegal U-turn

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 Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

Allowing a passenger in the front seat to not wear a seatbelt

Leaders set the example.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Be aware of improper perceptions by your personnel.
Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

Allowing a passenger in the back seat to not wear a seatbelt

Leaders set the example.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Be aware of improper perceptions by your personnel.
Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

Using a cell phone while driving

Despite laws/regulations, personnel continue to use cell phones. Emphasize the benefits of calling before driving, using a hands-free device, or asking passengers take important calls.
Do not text and drive. Hazards are too easily missed, vehicle control is hindered, and reaction time is severely impaired.
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.
COs/Safety Officers should conduct periodic seatbelt and cell phone checks of personnel arriving/departing unit parking areas to emphasize commands' commitment to standards and safety of personnel.
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 has a vibrant indoctrination program and a welcome aboard program.
Establish, communicate (make visible), and enforce performance standards in your command.
Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the AAA Foundation for Traffic Safety research reports (and Newsroom presentations) at https://aaafoundation.org/research/
Texting while driving video -- https://www.youtube.com/watch?v=rClJW9gnchc
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

Texting or checking e-mail while driving

Despite laws/regulations, personnel continue to use cell phones. Emphasize the benefits of calling before driving, using a hands-free device, or asking passengers take important calls.
Do not text and drive. Hazards are too easily missed, vehicle control is hindered, and reaction time is severely impaired.
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.
COs/Safety Officers should conduct periodic seatbelt and cell phone checks of personnel arriving/departing unit parking areas to emphasize commands' commitment to standards and safety of personnel.
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 has a vibrant indoctrination program and a welcome aboard program.
Establish, communicate (make visible), and enforce performance standards in your command.
Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the AAA Foundation for Traffic Safety research reports (and Newsroom presentations) at https://aaafoundation.org/research/
Texting while driving video -- https://www.youtube.com/watch?v=rClJW9gnchc
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

Wearing ear phones

Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

Driving fatigued

Educate your personnel to recognize fatigue's "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.)
Evaluate the hazards in your travel plans (fatigue, weather, pressing to get to your destination), then use sound risk management principles and discuss mitigation strategies with your commander or supervisor. (Source: Secretary of the Air Force Michael Donley and Air Force Chief of Staff Gen. Norton Schwartz).
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Stick to the schedule as much as possible. Crew rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Ensure scheduling provides adequate time for rest and adjustments in circadian rhythms.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Encourage personnel to live near their place of work. Long work days combined with excessive commutes leads to fatigued workers and drivers.
Avoid recalls/holdovers of night check personnel for non-mission critical tasks (e.g., awards ceremonies, inspections, musters, etc.) to avoid driving fatigued.
Beware of and monitor fatigue levels of 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.
Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the AAA Foundation for Traffic Safety research reports (and Newsroom presentations) at https://aaafoundation.org/research/
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

Driving while distracted (reading a map, eating, loud music, etc.)

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.
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 Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the AAA Foundation for Traffic Safety research reports (and Newsroom presentations) at https://aaafoundation.org/research/
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

Driving while angry/upset/depressed/ill/etc.

Integrate the ORM process into identifying/managing high risk personnel.
Be aware of improper perceptions by your personnel.
Beware of and monitor fatigue levels of 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 has an effective sponsorship program.
Incorporate mentorship at every level.
Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the AAA Foundation for Traffic Safety research reports (and Newsroom presentations) at https://aaafoundation.org/research/
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

Road rage (anger at other drivers)

Integrate the ORM process into identifying/managing high risk personnel.
Beware of and monitor fatigue levels of 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 unit Human Factors Councils (HFCs) and Force Preservation Councils (FPCs) are effective at identifying (and possibly providing intervention strategies for) at-risk personnel.
Monitor aggressive personnel who think rules aren't necessary.
Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Review the National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the AAA Foundation for Traffic Safety research reports (and Newsroom presentations) at https://aaafoundation.org/research/
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

Failure to take road conditions into account

Check for road closures, detours, alternate routes, etc.
Plan accordingly for potential delays.
Evaluate the hazards in your travel plans (fatigue, weather, pressing to get to your destination), then use sound risk management principles and discuss mitigation strategies with your commander or supervisor. (Source: Secretary of the Air Force Michael Donley and Air Force Chief of Staff Gen. Norton Schwartz).
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.
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 Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

Failure to take weather conditions into account

Check for road closures, detours, alternate routes, etc.
Plan accordingly for potential delays.
Promptly notify personnel of impending hazardous weather conditions to reduce commuting mishaps.
Evaluate the hazards in your travel plans (fatigue, weather, pressing to get to your destination), then use sound risk management principles and discuss mitigation strategies with your commander or supervisor. (Source: Secretary of the Air Force Michael Donley and Air Force Chief of Staff Gen. Norton Schwartz).
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.
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 Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

Failure to wear prescription glasses

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.
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 National Highway Traffic Safety Administration Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

Failure to use turn signals (including lane changes)

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.
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 Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the list/matrix of relevant Issue Papers on this website.

POV/PMV

Failure to make adequate rest stops on long trips

Educate your personnel to recognize fatigue's "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.)
Evaluate the hazards in your travel plans (fatigue, weather, pressing to get to your destination), then use sound risk management principles and discuss mitigation strategies with your commander or supervisor. (Source: Secretary of the Air Force Michael Donley and Air Force Chief of Staff Gen. Norton Schwartz).
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 Traffic Safety resources at https://www.nhtsa.gov/road-safety
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the list/matrix of relevant Issue Papers on this website.

MTRCYCL

How often do your unit leaders show support for the motorcycle safety program?

Programs that are supportive of motorcyclists (e.g., clubs, track days, group rides, and specialized courses) will bring your motorcyclists “out of hiding” and improve operator safety.
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.
Have motorcyclists share incident and accident stories during training and club meetings. This form of discussion promotes mentorship, camaraderie, and risk management to avoid similar events.
Concentrate your motorcycle safety program efforts on new and inexperienced riders who have never had accidents because they are more likely to take risks.
Learn your motorcyclists’ habits, concerns, and equipment shortfalls through active mentorship.
Personnel often want to be more involved and/or become mentors. These personnel are a “solution” to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Direct more command attention at those who do right than those who do wrong.
Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels.
All motorcyclists are NOT the same. Older, more experienced touring motorcycle riders have significantly different habits and risks than young, inexperienced sport bike or dirt bike riders. Tailor motorcycle training and safety programs accordingly.
Communication/Marketing of base motorcycle programs is essential. Many motorcyclists are unaware of courses, mentorship programs, regulations, etc.
Work with base safety to improve courses and offer your most experienced riders as mentors/instructors.
Base motorcycle courses are often insufficiently held or overbooked. Allow your riders to attend when they obtain a quota.
Schedule course quotas for your personnel and/or arrange special classes with the base to ensure all of your riders are trained.
Less threats for those who haven't taken the basic rider's course, more positive influence to take them on their own.
Encourage prospective motorcyclists to take the base courses BEFORE purchasing a motorcycle. They will be a safer rider from the moment they leave the showroom (or they may even forego the purchase altogether based upon their course experience).
Have an actual motorcycle rider (preferably senior) be in charge of the program.
Use command sponsored group rides as an opportunity to inspect motorcycles (e.g., lights, tire tread, loose chains).
Group rides, though beneficial for morale, may increase the risk of injury/accident to motorcyclists riding in close proximity to each other. Use ORM to evaluate the benefits and risks associated with the skill level of your riders.
Carefully plan group rides to prevent excessive separations at traffic lights. Trailing riders often speed to catch up with group, greatly increasing their risk.
Have unit or base safety rep follow behind group rides with duty truck to act as a safety observer, carry a first aid kit, and assist motorcyclists with any equipment failures.
Expert stunt shows, etc. are a mixed blessing. Without a strong message, they may encourage rather than discourage risk-taking behavior.
Have a guest speaker with a severe motorcycle accident story, preferably one in which PPE saved their life.
Encourage Navy Exchange/PX/local stores to offer high quality/low cost PPE.
Ensure riders have recent first aid training.
Invite contractors and government civilians to attend unit motorcycle activities.
Add a training segment for unit automobile drivers on motorcycle visibility, separation distances, and safely sharing the road.
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 a vibrant indoctrination program and a welcome aboard program.
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org/

MTRCYCL

How often have your unit leaders assisted you in identifying/reducing risks associated with your motorcycle?

Have all riders write Next of Kin notification letters. Aside from a stark reminder to riders of the risk involved, it gives the CO something else to tell surviving family members other than that the parent was current in his/her training.
Learn your motorcyclists’ habits, concerns, and equipment shortfalls through active mentorship.
Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
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.
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.
Don’t be the “Safety Guy.” Motivate and inspire peers towards safer habits through example and timely information, not inspections and policing of individual actions.
Communication/Marketing of base motorcycle programs is essential. Many motorcyclists are unaware of courses, mentorship programs, regulations, etc.
Base motorcycle courses are often insufficiently held or overbooked. Allow your riders to attend when they obtain a quota.
Schedule course quotas for your personnel and/or arrange special classes with the base to ensure all of your riders are trained.
Less threats for those who haven't taken the basic rider's course, more positive influence to take them on their own.
Encourage prospective motorcyclists to take the base courses BEFORE purchasing a motorcycle. They will be a safer rider from the moment they leave the showroom (or they may even forego the purchase altogether based upon their course experience).
Assist “motorcycle-only” owners in finding car pools/alternative transportation during inclement weather.
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 US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org/

MTRCYCL

How often do you wear your helmet off base when riding your motorcycle?

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.
Have a guest speaker with a severe motorcycle accident story, preferably one in which PPE saved their life.
Have motorcyclists share incident and accident stories during training and club meetings. This form of discussion promotes mentorship, camaraderie, and risk management to avoid similar events.
Learn your motorcyclists’ habits, concerns, and equipment shortfalls through active mentorship.
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.
Incorporate mentorship at every level.
Integrate the ORM process into identifying/managing high risk personnel.
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org/

MTRCYCL

How often do you require passengers on your motorcycle to wear a helmet?

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.
Have a guest speaker with a severe motorcycle accident story, preferably one in which PPE saved their life.
Have motorcyclists share incident and accident stories during training and club meetings. This form of discussion promotes mentorship, camaraderie, and risk management to avoid similar events.
Learn your motorcyclists’ habits, concerns, and equipment shortfalls through active mentorship.
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.
Incorporate mentorship at every level.
Integrate the ORM process into identifying/managing high risk personnel.
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org/

MTRCYCL

How often do you wear other Personal Protective Equipment when riding your motorcycle off base (jacket, riding pants, boots, etc.)?

Have a guest speaker with a severe motorcycle accident story, preferably one in which PPE saved their life.
Learn your motorcyclists’ habits, concerns, and equipment shortfalls through active mentorship.
Encourage Navy Exchange/PX/local stores to offer high quality/low cost PPE.
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.
Have motorcyclists share incident and accident stories during training and club meetings. This form of discussion promotes mentorship, camaraderie, and risk management to avoid similar events.
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.
Incorporate mentorship at every level.
Integrate the ORM process into identifying/managing high risk personnel.
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org/

MTRCYCL

How often do you require passengers on your motorcycle to wear Personal Protective Equipment?

Have a guest speaker with a severe motorcycle accident story, preferably one in which PPE saved their life.
Learn your motorcyclists’ habits, concerns, and equipment shortfalls through active mentorship.
Encourage Navy Exchange/PX/local stores to offer high quality/low cost PPE.
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.
Have motorcyclists share incident and accident stories during training and club meetings. This form of discussion promotes mentorship, camaraderie, and risk management to avoid similar events.
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.
Incorporate mentorship at every level.
Integrate the ORM process into identifying/managing high risk personnel.
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org/

MTRCYCL

How often do you operate your motorcycle in inclement weather (e.g., rain, sleet, snow, fog, etc.)?

Assist “motorcycle-only” owners in finding car pools/alternative transportation during inclement weather.
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.
Have motorcyclists share incident and accident stories during training and club meetings. This form of discussion promotes mentorship, camaraderie, and risk management to avoid similar events.
Beware of and monitor fatigue levels of 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.
Integrate the ORM process into identifying/managing high risk personnel.
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org/

MTRCYCL

How often do you check T-CLOCS (tire pressure, controls, lights, oil, chassis/chain, and stand) before you ride your motorcycle?

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.
Concentrate your motorcycle safety program efforts on new and inexperienced riders who have never had accidents because they are more likely to take risks.
Learn your motorcyclists’ habits, concerns, and equipment shortfalls through active mentorship.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Use command sponsored group rides as an opportunity to inspect motorcycles (e.g., lights, tire tread, loose chains).
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org/

MTRCYCL

How often do you use portable music players when operating your motorcycle?

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.
Have motorcyclists share incident and accident stories during training and club meetings. This form of discussion promotes mentorship, camaraderie, and risk management to avoid similar events.
Learn your motorcyclists’ habits, concerns, and equipment shortfalls through active mentorship.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Integrate the ORM process into identifying/managing high risk personnel.
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org/

MTRCYCL

How often do you use a cell phone when operating your motorcycle?

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.
Have motorcyclists share incident and accident stories during training and club meetings. This form of discussion promotes mentorship, camaraderie, and risk management to avoid similar events.
Learn your motorcyclists’ habits, concerns, and equipment shortfalls through active mentorship.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Integrate the ORM process into identifying/managing high risk personnel.
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org/

MTRCYCL

How often do you drive greater than 10 mph faster than the flow of traffic when operating your motorcycle?

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.
Have motorcyclists share incident and accident stories during training and club meetings. This form of discussion promotes mentorship, camaraderie, and risk management to avoid similar events.
Learn your motorcyclists’ habits, concerns, and equipment shortfalls through active mentorship.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Integrate the ORM process into identifying/managing high risk personnel.
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org/

MTRCYCL

How often does peer pressure influence you to take unnecessary risks when operating your motorcycle (e.g., speeding, a wheelie, no hands, no helmet, etc.)?

Expert stunt shows, etc. are a mixed blessing. Without a strong message, they may encourage rather than discourage risk-taking behavior.
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.
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.
Have motorcyclists share incident and accident stories during training and club meetings. This form of discussion promotes mentorship, camaraderie, and risk management to avoid similar events.
Learn your motorcyclists’ habits, concerns, and equipment shortfalls through active mentorship.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Integrate the ORM process into identifying/managing high risk personnel.
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org/

MTRCYCL

How often do you operate your motorcycle within one hour of consuming alcohol?

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.
Advise all personnel to have a plan (e.g., designated driver, taxi numbers, bus schedule, etc.) before a night on the town.
Food and coffee do not remove the effects of alcohol . . . you just become a more alert drunk. Have medical, law enforcement, or safety reps clear the confusion.
Eliminate alcohol at unit functions. It sends a mixed message on Drinking and Driving program efforts.
Offer incentives for DUI incident reduction (e.g., time off for three months without a DUI incident).
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.
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.
Have motorcyclists share incident and accident stories during training and club meetings. This form of discussion promotes mentorship, camaraderie, and risk management to avoid similar events.
Learn your motorcyclists’ habits, concerns, and equipment shortfalls through active mentorship.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Integrate the ORM process into identifying/managing high risk personnel.
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org/

MTRCYCL

How often do you carry a first aid kit on your motorcycle?

Purchase a unit first aid kit that can be carried in a motorcycle saddle bag during group rides.
Have unit or base safety rep follow behind group rides with duty truck to act as a safety observer, carry a first aid kit, and assist motorcyclists with any equipment failures.
Ensure riders have recent first aid training.
Have a guest speaker with a severe motorcycle accident story, preferably one in which PPE saved their life.
Encourage Navy Exchange/PX/local stores to offer high quality/low cost PPE.
Review the US Army Combat Readiness Center POV & Motorcycle resources at https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles
Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org/

D&D

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

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

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

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

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

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

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

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

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

"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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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.

OD&R

My supervisor assists me in reducing risks associated with off-duty and recreational activities.

Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them.
Do not use scare tactics. Educate your personnel on the hazards and ORM.
Train personnel to properly use ORM for their high-risk activities.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Integrate the ORM process into identifying/managing high risk personnel.
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Personnel often want to be more involved and/or become mentors. These personnel are a “solution” to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety NCO.
Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
Continue to place flyers, bulletins, notices, etc. concerning OD&R activities on bulletin boards and information racks for easy access near lounges or other gathering spots. Emails and Web pages are too often ignored or ineffective.
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.
Don't be the "Safety Guy." Motivate and inspire peers towards safer habits through example and timely information, not inspections and policing of individual actions.
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
Ensure intervention options are clearly communicated.
Review the list/matrix of relevant Issue Papers on this website.

OD&R

My supervisor honestly cares about my safety when I am off duty.

Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them.
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.
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.
Take the time to mentor subordinate leaders on ORM processes.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Beware of and monitor fatigue levels of your personnel.
Review the list/matrix of relevant Issue Papers on this website.

OD&R

My supervisor knows which subordinates are involved in high-risk off-duty and recreational activities.

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 Marines.
Incorporate mentorship at every level.
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety NCO.
Communication is key across all pay grades. Ensure it happens.
Review the list/matrix of relevant Issue Papers on this website.

OD&R

My command's Off-duty and Recreational Activity Program is effective at helping me reduce personal injury.

“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.
Do not use scare tactics. Educate your personnel on the hazards and ORM.
Train personnel to properly use ORM for their high-risk activities.
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Page 13 entries, Line of Duty briefs, etc. are not just for motorcycle riders. Personnel who conduct any high risk activity should be aware of the consequences of their actions.
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
Encourage alcohol-free activities.
Similar to port call efforts, work with the base special services to offer tours, classes, special events, etc., along with transportation, so junior personnel have a variety of low-cost, non-alcohol related activities.
Continue to place flyers, bulletins, notices, etc. concerning OD&R activities on bulletin boards and information racks for easy access near lounges or other gathering spots. Emails and Web pages are too often ignored or ineffective.
Have field meet PME's by rank (i.e., NCO's, SNCO's, officers) and have personnel participate in the activities with SME's observing and teaching the rights/wrongs.
Review the list/matrix of relevant Issue Papers on this website.

OD&R

My command periodically briefs me on off-duty and recreational activity safety risks.

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
Continue to place flyers, bulletins, notices, etc. concerning OD&R activities on bulletin boards and information racks for easy access near lounges or other gathering spots. Emails and Web pages are too often ignored or ineffective.
Don't be the "Safety Guy." Motivate and inspire peers towards safer habits through example and timely information, not inspections and policing of individual actions.
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Review the list/matrix of relevant Issue Papers on this website.

OD&R

Safety personnel in my command assist me in reducing risks associated with off-duty and recreational activities.

Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication.
We have now assigned and advertised the names of safety reps at the company and shop floor level. We have an active safety council that meets regularly to address safety issues.
Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them.
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety NCO.
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
Encourage alcohol-free activities.
Continue to place flyers, bulletins, notices, etc. concerning OD&R activities on bulletin boards and information racks for easy access near lounges or other gathering spots. Emails and Web pages are too often ignored or ineffective.
Have field meet PME's by rank (i.e., NCO's, SNCO's, officers) and have personnel participate in the activities with SME's observing and teaching the rights/wrongs.
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.

OD&R

Safety standdowns are effective at helping me reduce off-duty and recreational activity mishaps/injuries.

Get Safety Standdowns out of the classroom/auditorium. Supervisor facilitated activities, hands-on training, small group discussions, etc. may be more beneficial.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Reach out to counterparts in similar units for lessons learned and common concerns.
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Do not use scare tactics. Educate your personnel on the hazards and ORM.
“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.
Train personnel to properly use ORM for their high-risk activities.
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Review the list/matrix of relevant Issue Papers on this website.

OD&R

Missing work due to an off-duty/recreational activity injury would adversely affect my command's ability to accomplish its mission.

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.
Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them.
Review the list/matrix of relevant Issue Papers on this website.

OD&R

I am comfortable telling peers when they are behaving unsafely (e.g., endangering themselves or others).

Ensure your unit has an effective "anonymous" program.
Communication is key across all pay grades. Ensure it happens.
Incorporate mentorship at every level.
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.
Implement a unit policy letter that encourages the reporting of safety issues.
Integrate the ORM process into identifying/managing high risk personnel.
Use officers and staff NCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

OD&R

Sky-diving

Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
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 list/matrix of relevant Issue Papers on this website.

OD&R

Hang-gliding

Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
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 list/matrix of relevant Issue Papers on this website.

OD&R

Para-sailing

Review the United States Hang Gliding and Paragliding Association, Inc. safety articles at https://www.ushpa.org/page/safety.
Review the Parasail Safety Council information at http://www.parasail.org.
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
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 list/matrix of relevant Issue Papers on this website.

OD&R

Bungee jumping

Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
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 list/matrix of relevant Issue Papers on this website.

OD&R

Rock climbing

Review the rock climbing resources at https://www.climbing.com.
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
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 list/matrix of relevant Issue Papers on this website.

OD&R

Motocross/off-road motorcycles

Review the Army Combat Readiness/Safety Center Motorcycle Mentorship Program information on https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles/MOTORCYCLE/tabid/365/Default.aspx
Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org/
Review the National Highway Traffic Safety Administration motorcycle resources at http://www.nhtsa.gov/Safety/Motorcycles
We are spending more time getting to know the riding habits of our riders through very interactive senior rider and motorcycle mentors.
We have a dedicated motorcycle safety officer who is a motorcycle rider. This collateral duty is separate from the formal ground safety officer to allow him to be a true SME on the subject.
I have mandated a mentorship program for riders in my command.
We have included our ATVs and Dirt bikes into our motorcycle club and have also upgraded our documentation of training.
Reevaluated our relationship with the Group HQs who provides the riding program that my riders participate in (this is due to the very low number of riders in my unit). We ensured that all paperwork, TTPs and training was taking place.
Learn your motorcyclists' habits, concerns, and equipment shortfalls through active mentorship.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Communication/Marketing of base motorcycle programs is essential. Many motorcyclists are unaware of courses, mentorship programs, regulations, etc.
Encourage prospective motorcyclists to take the base courses BEFORE purchasing a motorcycle. They will be a safer rider from the moment they leave the showroom (or they may even forego the purchase altogether based upon their course experience).
All motorcyclists are NOT the same. Older, more experienced touring motorcycle riders have significantly different habits and risks than young, inexperienced sport bike or dirt bike riders. Tailor motorcycle training and safety programs accordingly.
Work with base safety to improve courses and offer your most experienced riders as mentors/instructors.
Base motorcycle courses are often insufficiently held or overbooked. Allow your riders to attend when they obtain a quota.
Schedule course quotas for your personnel and/or arrange a special class with the base to ensure all of your riders are trained.
Less threats for those who haven't taken the basic rider's course, more positive influence to take them on their own.
Have motorcyclists share incident and accident stories during training and club meetings. This form of "ready room" discussion promotes mentorship, camaraderie, and risk management to avoid similar events.
Concentrate your motorcycle safety program efforts on new and inexperienced riders who have never had accidents because they are more likely to take risks.
Programs that are supportive of motorcyclists (e.g., clubs, track days, group rides, specialized courses) will bring your motorcyclists "out of hiding" and improve operator safety.
Expert stunt shows, etc. are a mixed blessing. Without a strong message, they may encourage rather than discourage risk-taking behavior.
Have a guest speaker with a severe motorcycle accident story, preferably one in which PPE saved their life.
Encourage Navy Exchange/PX/local stores to offer high quality/low cost PPE.
Ensure riders have recent first aid training.
Invite contractors and government civilians to attend unit motorcycle activities.
Review the list/matrix of relevant Issue Papers on this website.

OD&R

Motorcycle touring

Review the Army Combat Readiness/Safety Center Motorcycle Mentorship Program information on https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles/MOTORCYCLE/tabid/365/Default.aspx
Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org/
Review the National Highway Traffic Safety Administration motorcycle resources at http://www.nhtsa.gov/Safety/Motorcycles
We are spending more time getting to know the riding habits of our riders through very interactive senior rider and motorcycle mentors.
We have a dedicated motorcycle safety officer who is a motorcycle rider. This collateral duty is separate from the formal ground safety officer to allow him to be a true SME on the subject.
I have mandated a mentorship program for riders in my command.
I have a written order on our motorcycle club membership and who must be in it. We have recently conducted PPE training and its use off base and repercussions of getting caught without it. The base has agreed to conduct a one day sport bike class training day just for my unit so that I can get the rest of my sport bike riders trained.
We are now screening our Marines better as they check in to ensure they are attending the basic riders and sports bike course as required.
We have scheduled rides on the company TEEP to ensure more active and transparent participation in the program.
Reevaluated our relationship with the Group HQs who provides the riding program that my riders participate in (this is due to the very low number of riders in my unit). We ensured that all paperwork, TTPs and training was taking place.
Personnel often want to be more involved and/or become mentors. These personnel are a "solution" to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Learn your motorcyclists' habits, concerns, and equipment shortfalls through active mentorship.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Communication/Marketing of base motorcycle programs is essential. Many motorcyclists are unaware of courses, mentorship programs, regulations, etc.
Encourage prospective motorcyclists to take the base courses BEFORE purchasing a motorcycle. They will be a safer rider from the moment they leave the showroom (or they may even forego the purchase altogether based upon their course experience).
All motorcyclists are NOT the same. Older, more experienced touring motorcycle riders have significantly different habits and risks than young, inexperienced sport bike or dirt bike riders. Tailor motorcycle training and safety programs accordingly.
Work with base safety to improve courses and offer your most experienced riders as mentors/instructors.
Base motorcycle courses are often insufficiently held or overbooked. Allow your riders to attend when they obtain a quota.
Schedule course quotas for your personnel and/or arrange a special class with the base to ensure all of your riders are trained.
Assist "motorcycle-only" owners in finding car pools/alternative transportation during inclement weather.
Less threats for those who haven't taken the basic rider's course, more positive influence to take them on their own.
Carefully plan group rides to prevent excessive separations at traffic lights. Trailing riders often speed to catch up with group, greatly increasing their risk.
Group rides, though beneficial for morale, may increase the risk of injury/accident to motorcyclists riding in close proximity to each other. Use ORM to evaluate the benefits and risks associated with the skill level of your riders.
Have unit or base safety rep follow behind group rides with duty truck to act as a safety observer, carry a first aid kit, and assist motorcyclists with any equipment failures.
Have motorcyclists share incident and accident stories during training and club meetings. This form of "ready room" discussion promotes mentorship, camaraderie, and risk management to avoid similar events.
Concentrate your motorcycle safety program efforts on new and inexperienced riders who have never had accidents because they are more likely to take risks.
Purchase a unit first aid kit that can be carried in a motorcycle saddle bag during group rides.
Programs that are supportive of motorcyclists (e.g., clubs, track days, group rides, specialized courses) will bring your motorcyclists "out of hiding" and improve operator safety.
Have a guest speaker with a severe motorcycle accident story, preferably one in which PPE saved their life.
Encourage Navy Exchange/PX/local stores to offer high quality/low cost PPE.
Ensure riders have recent first aid training.
Invite contractors and government civilians to attend unit motorcycle activities.
Add a training segment for unit automobile drivers on motorcycle visibility, separation distances, and safely sharing the road.
Review the list/matrix of relevant Issue Papers on this website.

OD&R

ATV (four wheel)

Review the U.S. Consumer Product Safety Commission information at http://www.atvsafety.gov
Review the ATV Safety Institute resources at https://atvsafety.org/.
We have included our ATVs and Dirt bikes into our motorcycle club and have also upgraded our documentation of training.
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
Learn your riders habits, concerns, and equipment shortfalls through active mentorship.
Concentrate your safety program efforts on new and inexperienced riders who have never had accidents because they are more likely to take risks.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Encourage Navy Exchange/PX/local stores to offer high quality/low cost PPE.
Ensure riders have recent first aid training.
Review the list/matrix of relevant Issue Papers on this website.

OD&R

Snowmobiles

Review the International Snowmobile Manufactures Association resources and safety posters at http://www.snowmobile.org/snowmobiling-safety.html
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
Review the list/matrix of relevant Issue Papers on this website.

OD&R

Jet skiing

Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
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 list/matrix of relevant Issue Papers on this website.

OD&R

Scuba diving

Review the Diving Medicine: Frequently Asked Questions at http://www.diversalertnetwork.org/medical/faq/
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
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 list/matrix of relevant Issue Papers on this website.

OD&R

Swimming/Snorkeling

Review the National Institutes of Health Resources at http://www.nlm.nih.gov/medlineplus/watersafetyrecreational.html
Review snorkeling safety tips at https://snorkelbob.com/snorkeling-safety-tips/.
Review KidsHealth.org swimming article at http://kidshealth.org/kid/watch/out/swim.html#.
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
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 list/matrix of relevant Issue Papers on this website.

OD&R

Surfing

Review SurfingHandbook.com's safety tips at http://www.surfinghandbook.com/knowledge/ocean-safety.
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
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 list/matrix of relevant Issue Papers on this website.

OD&R

Spending a day at the beach

Review WebMD.com's Beach Safey 101 article at http://www.webmd.com/parenting/features/beach-safety-101
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
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 list/matrix of relevant Issue Papers on this website.

OD&R

Water skiing/Wake boarding

Review the National Institutes of Health Resources at http://www.nlm.nih.gov/medlineplus/watersafetyrecreational.html
Review the Wake-Boarding.org safety resources at http://wake-boarding.org/Foundations/Safety/
Review the Boat US Foundation water ski safety page at https://www.boatus.org/study-guide/activities/diving/.
Review USA Water Ski resources and search for safety tips at http://www.usawaterski.org/
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
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 list/matrix of relevant Issue Papers on this website.

OD&R

Boating

Review the National Institutes of Health Resources at http://www.nlm.nih.gov/medlineplus/watersafetyrecreational.html
Review the Sea Tow Foundation boating safety resources at http://www.boatingsafety.com/safety_resources/
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
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 list/matrix of relevant Issue Papers on this website.

OD&R

Snow skiing

Review the National Ski Patrol safety information at https://www.nsp.org/NSPMember/Safety/NSPMember/Safety/Safety.aspx.
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
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 list/matrix of relevant Issue Papers on this website.

OD&R

Snow boarding

Review the National Ski Area Association's (NSAA) safety program resources at http://www.nsaa.org/safety-programs/.
Review the National Ski Patrol safety information at https://www.nsp.org/NSPMember/Safety/NSPMember/Safety/Safety.aspx.
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
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 list/matrix of relevant Issue Papers on this website.

OD&R

Skate boarding

Review National Safety Council's article on skateboard safety at https://www.nsc.org/home-safety/safety-topics/child-safety/skateboards.
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
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 list/matrix of relevant Issue Papers on this website.

OD&R

Mountain biking (bicycle)

Review About.com's article on mountain bike safety tips at http://mountainbike.about.com/od/safetyinjury/a/Ride_In_Control.htm
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
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 list/matrix of relevant Issue Papers on this website.

OD&R

Road biking (bicycle)

Review the National Institutes of Health Resources at http://www.nlm.nih.gov/medlineplus/sportssafety.html
Review the bicycle safety article from emedicinehealth.com at http://www.emedicinehealth.com/bicycle_safety/article_em.htm
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
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 list/matrix of relevant Issue Papers on this website.

OD&R

Jogging/Running (under 8 miles)

Review Running & Overuse Injuries article from FamilyDoctor.org at http://familydoctor.org/online/famdocen/home/healthy/physical/sports/147.html
Review the Tips for a Safe Running Program from the American Academy of Orthopaedic Surgeons (AAOS) at http://orthoinfo.aaos.org/topic.cfm?topic=A00132
Review the National Institutes of Health Resources at http://www.nlm.nih.gov/medlineplus/sportssafety.html
Read Safety Tips for Runners from Marathon Training Academy at http://marathontrainingacademy.com/safety-tips-for-runners
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
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 list/matrix of relevant Issue Papers on this website.

OD&R

Marathon running

Review the Tips for a Safe Running Program from the American Academy of Orthopaedic Surgeons (AAOS) at http://orthoinfo.aaos.org/topic.cfm?topic=A00132
Read Safety Tips for Runners from Marathon Training Academy at http://marathontrainingacademy.com/safety-tips-for-runners
Review Running & Overuse Injuries article from FamilyDoctor.org at http://familydoctor.org/online/famdocen/home/healthy/physical/sports/147.html
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
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 list/matrix of relevant Issue Papers on this website.

OD&R

Hiking

Review hikesafe.com's safety tips at http://hikesafe.com/index.php?page=things-to-consider
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
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 list/matrix of relevant Issue Papers on this website.

OD&R

Weight lifting

Review Weight training safety tips from the American Academy of Family Physicians at http://www.aafp.org/afp/2003/0115/p371.html
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
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 list/matrix of relevant Issue Papers on this website.

OD&R

Boxing

Review ExpertBoxing.com training and technique tips at http://www.expertboxing.com/
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
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 list/matrix of relevant Issue Papers on this website.

OD&R

Martial arts

Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
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 list/matrix of relevant Issue Papers on this website.

OD&R

Intramural sports (basketball, baseball, football)

Review the National Institutes of Health Resources at http://www.nlm.nih.gov/medlineplus/sportssafety.html
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
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 list/matrix of relevant Issue Papers on this website.

OD&R

Hunting (bow or firearm)

Read Treestand Safety and other bow hunting articles at http://www.bowhunting.com/publisher/bowhunting-knowledge/2009/1/4/treestand-safety
Review hunting safety tips at https://www.fs.usda.gov/Internet/FSE_DOCUMENTS/stelprdb5330495.pdf.
Check with local licensing authorities for safety requirements and training
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
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 list/matrix of relevant Issue Papers on this website.

OD&R

Yard work/mowing

Read Yard Safety Tips from About.com at http://landscaping.about.com/od/healthconcerns/a/home_safety_tip.htm
Review Lawn Mower Safety Tips from Briggs & Stratton at https://www.briggsandstratton.com/na/en_us/support/maintenance-how-to/browse/lawn-mower-safety-tips.html
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
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 list/matrix of relevant Issue Papers on this website.

OD&R

Home repairs/remodeling

For guidance and safety tips, review home repair safety web pages such as
http://www.simplehomerepairs.com/Home-Repair-Safety.html
http://www.hometips.com/buying-guides/home-improvement-diy-safety.html
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training to preclude accident-driven learning curves by novices.
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 list/matrix of relevant Issue Papers on this website.

OD&R

Woodworking/Crafts (power tools used)

For guidance and safety tips, review home repair safety web pages such as
http://www.simplehomerepairs.com/Home-Repair-Safety.html
http://www.hometips.com/buying-guides/home-improvement-diy-safety.html
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
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 list/matrix of relevant Issue Papers on this website.

OD&R

Alcohol consumption during 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.
Encourage alcohol-free activities.
Officers and SNCOs set the standard for alcohol use.
Incorporate mentorship at every level.
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.
Review the list/matrix of relevant Issue Papers on this website.

ASPA

SOPs and safety rules are clearly defined in my unit.

Review the list/matrix of relevant Issue Papers on this website.
Don’t wait for the perfect SOP, instead go with an 80% solution and modify it from there. Your time as CO is too short to wait for the perfect SOP.
Develop, write, review, and enforce SOPs instead of relying on everyone simply "knowing what to do."
Establish, communicate (make visible), and enforce performance standards in your unit.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we''ve always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
COs /Supervisors at all levels must periodically reinforce emphasis on procedures.
Conduct unit-wide reviews of SOPS and publish/enforce changes effectively.

ASPA

SOPs and safety rules are enforced in my unit.

Develop, write, review, and enforce SOPs instead of relying on everyone simply ''knowing what to do.''
COs /Supervisors at all levels must periodically reinforce emphasis on procedures.
Ensure unit personnel understand SOPs and actively incorporate them during daily operations.
The CO should enforce a "by the book" philosophy.
Establish, communicate (make visible), and enforce performance standards in your command.
Hold non-performers accountable and counsel those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we''ve always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Check to see if your junior officers are leading at their level.
Involve the officers and senior NCOs on appropriate issues.
Monitor aggressive personnel who think rules aren't necessary.
Monitor supervisors who think it's okay to cut corners.
Review the list/matrix of relevant Issue Papers on this website.
Conduct unit-wide reviews of SOPS and publish/enforce changes effectively.

ASPA

Personnel must possess the appropriate experience/skills to earn qualifications in my unit.

Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when “doing more with less.”
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
The Regiment recently returned from Afghanistan and we've had a pretty large turn over. The survey truly made me aware of the significant amount of experience that we lost, and the concern that some of our Marines have with being tasked beyond their experience level.
Monitor turnover in personnel; conduct 6 month forecast/track personnel moves.
Develop a weekly qualification tracker to maximize training and eliminate "gun decking."
Establish, communicate (make visible), and enforce performance standards in your unit.
Set the bar extremely high. Personnel only reach as high as the unit stated goals.
Officers/Senior NCO leadership personally monitors training sessions to ensure quality.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Review the list/matrix of relevant Issue Papers on this website.

ASPA

Effective communication exists within my unit.

Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
CO sets aside a "dialogue period" with personnel and discusses pertinent issues, such as: training requirements, the latest rumors, etc.
I have scheduled CO's Calls for each pay grade in order to emphasize and enhance communication flow.
Regular meetings with all unit NCOs to get their perspective on things. It is [an] important balance to not circumvent the COC but if done properly, I think it can be done in a way that provides valuable information.
Establish a quarterly or monthly NCO meeting in the CO's office. Task each Company Commander to provide you with an NCO to fill this requirement. Do not let any SNCO's or Officers in the meeting other than the CO him/herself. Ask the NCO's what's on their minds; what's working and what isn't.
COs/Department leaders can conduct a quarterly breakfast with the SNCOs to open up lines of communication between each other.
In order to open the lines of communication I have ensured that we hold formation at least once every 2 weeks and hold an E-7 through O-5 meeting every Monday. I use this time to let everyone know "the big picture" and to ensure that the entire chain of command knows what we are doing and why.
I have engaged the Officer/SNCO leadership and shared the information in the survey. We have discussed command culture, communication, and standardization required to sustain long term production. The leaders of the unit are now speaking with one voice.
Having an open door policy on safety related issues has greatly improved communication within the unit.
Attend more meetings and show by example how leadership needs to provide opportunities for juniors to voice their concerns/comments. Leaders sometimes need to "pull" information from juniors, and some command leaders have not yet developed the skill to "pull" information.
We adjusted our day/night crew schedules to permit more of an overlap to get better pass downs.
Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
All large organizations have communication challenges. Find solutions for the bottlenecks and shortfalls.
CO concludes formations by asking personnel if anyone has heard any rumors, vice the more standard, "Does anyone have any questions for me?" . . . . Gets better results.
Communication is key across all pay grades. Ensure it happens.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, formations, publications, etc.). Too often, vehicles to communicate are overlooked.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Do not allow poor communication due to too much reliance on one-way emails.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Provide a "state of the unit" address. It will help you find out where you are and communicate it to your subordinates.
Offer a monthly "Retribution Free" discussion period for personnel to allow discussions with leadership and peers about situations where they feel pressure to cut corners, or discuss anything else on their minds.
Discuss survey results and interventions with personnel to develop optimal solutions and increase survey process "buy in."
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Ensure intervention options are clearly communicated.
At the end of every week, the Commanding Officer produces a document titled “The Weekly Word”, which gets emailed out to every single Marine and Sailor in the Squadron via the operations cell. This product highlights all the squadrons Major Muscle movements, with times, locations, and coordinating instructions for the upcoming week and even forecasts out the following three weeks as well. This document is widely visible, posted on every sections read-board, in the barracks, restrooms etc. This document also details the Commanding Officers weekly priorities thus enabling every section, staff member and individual Marines and Sailor alike the ability to formulate their own concept of support to meet the mission.
Establish a tiger team to look at how to improve communication across the organization.
Hold "Town Hall" meetings (Officers/SNCOs, NCOs, and junior Marines) to address positive and negative survey results to allow the Marines to become part of the solution to weak areas.
Brief survey specifics at an All Hands Call and discuss root causes and possible solutions. Then conduct a detailed review with an Assessments Working Group to generate a comprehensive long-term plan of resolution.
Incorporate SNCO and Enlisted meetings with Senior Enlisted in order to improve communication.
Review the list/matrix of relevant Issue Papers on this website.
Involve command in proper messaging, extinguishing disinformation, and explaining the "whys".
Publish a monthly operations calendar to ensure all hands understand expected goals and events.
Hold Monday training for all personnel to discuss Plan of the Week and upcoming events. Triad walkthroughs for verification.
Assign specific personnel to ensure TAD personnel are informed of upcoming command events.
Provide a weekly Dashboard of priorities, 90-day outlook, long-term projects, and upcoming taskers.
Post a Plan of the Week to include major events
Ensure leadership at all levels considers the unintended consequences of cutting corners by telling personnel to get something "done now."

ASPA

My unit keeps me well informed regarding important safety information.

Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication.
We have now assigned and advertised the names of safety reps at the company and shop floor level. We have an active safety council that meets regularly to address safety issues.
At the request of the Staff NCOs and reinforced by the survey, we are now doing more of safety brief at the SNCO and NCO level, vice all hands briefs, to increase the small unit leaders responsibility and involvement.
Ensure there are Safety NCOs/Reps for each company who attend regular meetings hosted by the Bn Safety Officer.
Maintain relevant hazard reports, notices, etc. in common use areas to increase awareness/discussion.
Ensure the chain of command is engaged.
Encouraging safety reps to use every morning meeting and evening pass down to address trends and "stay on message."
Involve the officers and SNCOs on appropriate issues.
Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices.
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety NCO.
Ensure your unit has a safety climate that encourages reporting safety issues.
Ensure your unit Safety Officer and Safety NCO are visible members of your command. Periodically introduce/identify them at formations, etc.
Provide a status and feedback mechanism on all safety-related reports (Anymouse, surveys, etc.).
Expand the safety program focus to all areas, not just to those of high visibility.
Weekly safety briefs: Rotate supervisory personnel as presenters to offer their own "spin" on safety. This prevents stale repetition, reinforces the basics to the presenter and listeners, and further instills an all-hands safety culture.
Regularly publicize (through multiple venues) the names of the command safety representatives.
Hold "Town Hall" meetings (Officers/SNCOs, NCOs, and junior Marines) to address positive and negative survey results to allow the Marines to become part of the solution to weak areas.
Brief survey specifics at an All Hands Call and discuss root causes and possible solutions. Then conduct a detailed review with an Assessments Working Group to generate a comprehensive long-term plan of resolution.
Review the list/matrix of relevant Issue Papers on this website.

ASPA

Our unit safety representatives effectively promote safety.

Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication.
Encouraging safety reps to use every morning meeting and evening pass down to address trends and "stay on message." Getting out and visiting the extremely diverse work centers and production divisions.
Ensure there are Safety NCOs/Reps for each company who attend regular meetings hosted by the Bn Safety Officer.
We have now assigned and advertised the names of safety reps at the company and shop floor level. We have an active safety council that meets regularly to address safety issues.
Don’t be the “Safety Guy.” Motivate and inspire peers towards safer habits through example and timely information, not inspections and policing of individual actions.
Use real life, practical examples of ORM for training, vice repetitive overviews of the seven skills and ORM steps. The goal is safe operations, not memorization.
Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels.
Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices.
Don’t beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts.
Reach out to counterparts in similar units for lessons learned and common concerns.
There is nothing new under the sun. Seek assistance from those who are familiar with similar situations (e.g., higher headquarters, peers, CMC Safety Division, base services, etc.) instead of wasting time and effort creating "new" solutions.
Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations.
Routinely encourage your subordinate leaders to work with your Safety Officer /NCO.
Ensure your unit Safety Officer and Safety NCO are visible members of your command. Periodically introduce/identify them at formations, etc.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, formations, publications, etc.). Too often, vehicles to communicate are overlooked.
Ensure your unit has a safety climate that encourages reporting safety issues.
Use safety surveys to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Expand the safety program focus to all areas, not just to those of high visibility.
Regularly publicize (through multiple venues) the names of the command safety representatives.
Review the list/matrix of relevant Issue Papers on this website.
Safety Dept visibility - Survey results often reveal that safety personnel are not known or visible. Use formations, command board photos, and other communication means to resolve.

ASPA

My unit provides adequate recognition for exceptional safety acts.

Ensure your unit has an effective safety awards program.
Direct more command attention at those who do right than those who do wrong.
We have invigorated our internal Safety Award process and we are much more attuned to giving individuals time off from work when we can afford it.
Reinvigorated the safety award process to "catch personnel in the act of using solid ORM.
Publish a Safety Gram with recognition for personnel accomplishments and/or acts.
Submit a hometown news release and/or letter to family for significant safety acts.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Recognize a Safety–Pro of the Month with a parking spot as a reward.
Ensure safety recognition programs (e.g., safety pro, individual/group actions/etc.) are utilized and advertised.
Recognize government civilian and contract employee safety achievements, if warranted.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Ensure your unit has a safety climate that encourages reporting safety issues.
Personnel should expect recognition for reporting safety concerns (Safety Pro, etc.), not fear repercussions.
Award CO’s parking spot for a week to a Marine that performs a significant safety act.
The CO praises even the most junior enlisted member for stopping an action if it is deemed unsafe, even if he/she is incorrect.
Review the list/matrix of relevant Issue Papers on this website.
Establish a unit-level Maintenance Marine or Risk Manager of the Quarter program to emphasize proper maintenance and a just reporting culture.
Implement a "BZ" whiteboard in a common area in which anyone can give recognition to other personnel.
Implement an online method (e.g., via QR Code) in which anyone can give recognition to other personnel.

ASPA

Unit members, from the top down, incorporate risk management into daily activities.

Integrate the ORM process into planning and executing operations.
Assign, educate, and employ ORM instructors in your unit.
We now have a safety officer who is integrated into the ops planning and ORM process.
Train personnel to properly use ORM for their high-risk activities.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Request ORM training from higher headquarters.
Use real life, practical examples of ORM for training, vice repetitive overviews of the seven skills and ORM steps. The goal is safe operations, not memorization.
We reinvigorated the safety award process to "catch personnel in the act of using solid ORM.
Do not push personnel beyond their own perception of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks.
Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Are ORM Worksheets in your command being "gamed" by personnel to keep go/no-go decisions at their level?
Review the list/matrix of relevant Issue Papers on this website.
Aggressivel monitor weather conditions to ensure personnel are not at risk at work or during travel.
Ensure Officers and SNCOs address safety, sleep plans, and improve communication to inculcate a culture of risk assessment and mitigation.

ASPA

My unit makes good use of special staff (e.g., legal, chaplain, medical, etc.) to assist high-risk personnel.

Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Review personnel jackets for drug/alcohol histories.
Ensure your unit Human Factors Councils and Force Preservation Councils (FPCs) are effective at identifying (and possibly) providing intervention strategies for at-risk personnel.
I now have each officer focus their efforts on mentoring and the Force Preservation Program.
Integrate the ORM process into identifying/managing high risk personnel.
Monitor aggressive personnel who think rules aren't necessary.
Involve the officers and senior NCOs on appropriate issues.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Review the list/matrix of relevant Issue Papers on this website.
Increase awareness on suicide prevention through fliers, standowns, Chaplain briefings at formations, etc.

ASPA

My unit's privately owned vehicle (POV) / private motor vehicle (PMV) program is working well to reduce POV/PMV incidents.

Review the National Highway Traffic Safety Administration Traffic Safety resources at http://www.nhtsa.gov.
Review the National Highway Traffic Safety Administration AADD and Designated Driver resources at https://www.nhtsa.gov/campaign/drive-sober.
We conducted a free safety vehicle inspection throughout 2 days to enable our folks to get their car(s) inspected, before driving extended distances.
Implement additional rest and driving restriction measures, especially during periods of inclement weather and extended work days.
We revamped the pre-holiday vehicle inspection checklist and personal ORM plans.
Encourage personnel to live near their place of work. Long work days combined with excessive commutes leads to fatigued workers and drivers.
Ensure your unit safety council/committee programs are effective.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, formations, publications, etc.). Too often, vehicles to communicate are overlooked.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Despite laws/regulations, personnel continue to use cell phones. Emphasize the benefits of calling before driving, using a hands-free device, or asking passengers take important calls.
Do not text and drive. Hazards are too easily missed, vehicle control is hindered, and reaction time is severely impaired.
COs/Safety Officers should conduct periodic seatbelt and cell phone checks of personnel arriving/departing unit parking areas to emphasize commands' commitment to standards and safety of personnel.
Promptly notify personnel of impending hazardous weather conditions to reduce commuting mishaps.
Adjust base working hours to avoid highest levels of local commuter traffic.
Review the CMC Safety Division PMV Safety Program Resources at http://www.safety.marines.mil/Branches/Ground/PMV.aspx.
Review the list/matrix of relevant Issue Papers on this website.

ASPA

My unit's motorcycle safety program is working well to reduce motorcycle incidents.

Have all riders write Next of Kin notification letters. Aside from a stark reminder to riders of the risk involved, it gives the CO something else to tell surviving family members other than that the parent was current in his/her training.
Review the list/matrix of relevant Issue Papers on this website.
Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org.
Review the National Highway Traffic Safety Administration motorcycle resources at http://www.nhtsa.gov/Safety/Motorcycles.
We are spending more time getting to know the riding habits of our riders through very interactive senior rider and motorcycle mentors.
We have a dedicated motorcycle safety officer who is a motorcycle rider. This collateral duty is separate from the formal ground safety officer to allow him to be a true SME on the subject.
I have mandated a mentorship program for riders in my command.
I have a written order on our motorcycle club membership and who must be in it. We have recently conducted PPE training and its use off base and repercussions of getting caught without it. The base has agreed to conduct a one day sport bike class training day just for my unit so that I can get the rest of my sport bike riders trained.
We are now screening our Marines better as they check in to ensure they are attending the basic riders and sports bike course as required.
We have included our ATVs and Dirt bikes into our motorcycle club and have also upgraded our documentation of training.
We have scheduled rides on the company TEEP to ensure more active and transparent participation in the program.
Reevaluated our relationship with the Group HQs who provides the riding program that my riders participate in (this is due to the very low number of riders in my unit). We ensured that all paperwork, TTPs and training was taking place.
Personnel often want to be more involved and/or become mentors. These personnel are a "solution" to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Learn your motorcyclists' habits, concerns, and equipment shortfalls through active mentorship.
Integrate the ORM process into identifying/managing high risk personnel.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Communication/Marketing of base motorcycle programs is essential. Many motorcyclists are unaware of courses, mentorship programs, regulations, etc.
Encourage prospective motorcyclists to take the base courses BEFORE purchasing a motorcycle. They will be a safer rider from the moment they leave the showroom (or they may even forego the purchase altogether based upon their course experience).
All motorcyclists are NOT the same. Older, more experienced touring motorcycle riders have significantly different habits and risks than young, inexperienced sport bike or dirt bike riders. Tailor motorcycle training and safety programs accordingly.
Work with base safety to improve courses and offer your most experienced riders as mentors/instructors.
Base motorcycle courses are often insufficiently held or overbooked. Allow your riders to attend when they obtain a quota.
Schedule course quotas for your personnel and/or arrange a special class with the base to ensure all of your riders are trained.
Assist "motorcycle-only" owners in finding car pools/alternative transportation during inclement weather.
Have an actual motorcycle rider (preferably senior) be in charge of the program.
Carefully plan group rides to prevent excessive separations at traffic lights. Trailing riders often speed to catch up with group, greatly increasing their risk.
Group rides, though beneficial for morale, may increase the risk of injury/accident to motorcyclists riding in close proximity to each other. Use ORM to evaluate the benefits and risks associated with the skill level of your riders.
To reduce collisions during group rides, ride in pairs a minute or two apart. Pairing the least and most experienced riders together further promotes mentorship while providing the safest environment to build skills.
Purchase a unit first aid kit that can be carried in a motorcycle saddle bag during group rides.
Ensure riders have recent first aid training.
Have unit or base safety rep follow behind group rides with duty truck to act as a safety observer, carry a first aid kit, and assist motorcyclists with any equipment failures.
Have motorcyclists share incident and accident stories during training and club meetings. This form of "ready room" discussion promotes mentorship, camaraderie, and risk management to avoid similar events.
Concentrate your motorcycle safety program efforts on new and inexperienced riders who have never had accidents because they are more likely to take risks.
Programs that are supportive of motorcyclists (e.g., clubs, track days, group rides, specialized courses) will bring your motorcyclists "out of hiding" and improve operator safety.
Expert stunt shows, etc. are a mixed blessing. Without a strong message, they may encourage rather than discourage risk-taking behavior.
Have a guest speaker with a bad motorcycle accident story, preferably one in which PPE saved their life.
Encourage Navy Exchange/PX/local stores to offer high quality/low cost PPE.
Invite contractors and government civilians to attend unit motorcycle activities.
Add a training segment for unit automobile drivers on motorcycle visibility, separation distances, and safely sharing the road.
Review the CMC Safety Division Motorcycle Safety Program Resources at http://www.safety.marines.mil/Branches/Ground/MotorycleTraining.aspx.
Periodically invite the Motorcycle Program manager to staff meetings to brief who has completed all the necessary training and who has not.
Reinvigorate the Motorcycle program by assigning strong leaders and updating current rider data.
Smaller units/organizations with limited riders can participate with higher/adjacent/base motorcycle programs.
COs should attend Motorcycle Program meetings to emphasize its importance, even if COs are not riders.
Ensure all unit riders have current license and adequate insurance at Motorcycle Program meetings and/or group rides.
Assign a Motorcycle Program Coordinator who can uphold standards and expectations for safety, training, and mentorship.

ASPA

My unit's drinking and driving policies are working well to reduce DUI events.

Offer incentives for DUI incident reduction (e.g., time off for three months without a DUI incident). Incentives/time off for consecutive days without DUIs/ARIs increases the likelihood that peers/supervisors will be more assertive in controlling the issue.
Review the list/matrix of relevant Issue Papers on this website.
Punish the individual, not the command, for DUI offences.
As the CO, I talk about DUI awareness more. After the survey I shared some key statistics with our unit, openly clarified a policy change that occurred over the course of several DUIs...and had our DUI Marines share some of their stories. I honestly believe that DUIs occur mostly because many are unsure about how bad (intoxicated) they are...and we can't stop talking about how the decision to not drive under the influence must occur before the drinking.
Began a peer alcohol awareness group to target at risk Marines.
I utilized my NCOs to generate ideas to combat DUIs from the data they used from the drinking and driving survey. Their presentation was so well thought out, I had them brief HQ on their suggestions.
I reissued all new Arrive Alive cards and held a formation for every Marine to hold up and show - to include myself. The message was that is non-attribution to use and enables me to help the Marine vice being forced into a purely reactive situation if something bad happens. We are trying to create a sense of family where every Marine looks out for the safety of their brother.
Are your personnel aware that Arrive Alive and similar programs are non-punitive?
Volunteer designated driver programs are highly effective. Incentives (e.g., a monthly lottery-style drawing for a day off/parking spot of those who drove the previous month) may encourage greater participation.
We implemented a program for free rides with a duty vehicle. Too many Marines are at risk of drinking and driving.
Similar to port call efforts, work with the base special services to offer tours, classes, special events, etc., along with transportation, so junior personnel have a variety of low-cost, non-alcohol related activities.
Advise all personnel to have a plan (e.g., designated driver, taxi numbers, bus schedule, etc.) before a night on the town.
This unit has not had a DUI in almost a year. We stress that it is ok to drink if you are of age but you shall have a plan (i.e. DD, taxi, arrive alive, or any member of the squadron).
Food and coffee do not remove the effects of alcohol . . . you just become a more alert drunk. Have medical, law enforcement, or safety reps clear the confusion.
Eliminate alcohol at unit functions. It sends a mixed message on Drinking and Driving program efforts.
Offer incentives for DUI incident reduction (e.g., time off for three months without a DUI incident).
Incentives/time off for consecutive days without DUIs/ARIs increases the likelihood that peers/supervisors will be more assertive in controlling problem drinkers, getting them needed help, and volunteering as designated drivers.
Punish the individual, not the command, for DUI offences.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, formations, publications, etc.). Too often, vehicles to communicate are overlooked.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Incorporate mentorship at every level.
Ensure your unit safety council/committee programs are effective.
Establish, communicate (make visible), and enforce performance standards in your command.
Officers and SNCOs set the standard for alcohol use at home and deployed.
Work with base security to allow/escort taxis, etc. inside the gate, possibly even to barracks areas.
Focus alcohol-free command functions on camaraderie and taking care of each other. Alcohol sends a mixed message.
Incentivize alcohol-free milestones (e.g. time off, etc.)

ASPA

My unit's off-duty and recreational activity safety program is working well to reduce injuries.

Do not use scare tactics. Educate your personnel on the hazards and ORM.
Train personnel to properly use ORM for their high-risk activities.
Locate mentors and training opportunities for your personnel who are involved in high risk activities.
Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit).
Are interventions/programs available to address OD&R safety concerns (e.g., swimming lessons, volunteer mentor/instructors, non-alcohol events, first aid training, tool/equipment safety training, small arms/hunting safety, etc.)?
Page 13 entries, Line of Duty briefs, etc. are not just for motorcycle riders. Personnel who conduct any high risk activity should be aware of the consequences of their actions.
Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices.
Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment.
Encourage alcohol-free activities.
Similar to port call efforts, work with the base special services to offer tours, classes, special events, etc., along with transportation, so junior personnel have a variety of low-cost, non-alcohol related activities.
Continue to place flyers, bulletins, notices, etc. concerning OD&R activities on bulletin boards and information racks for easy access near lounges or other gathering spots. Emails and Web pages are too often ignored or ineffective.
Review the list/matrix of relevant Issue Papers on this website.

ASPA

My unit's Substance Abuse Control Program is working well to address the risks of drug and alcohol abuse.

The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
Leadership should be aware of individuals' off duty life.
Ensure that drug screening dates are not predictable.
Self-reporting does not work if the only outcome is repercussions.
If the unit has gone years without a drug incident, ensure the unit is testing like it should.
If drug/alcohol abuse is suspected, add appropriate probing survey items to online surveys.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Review personnel jackets for drug/alcohol histories.
Incorporate mentorship at every level.
Discuss alcohol/drug use during one-on-one mentoring/counseling sessions.
Integrate the ORM process into identifying/managing high risk personnel.
Reach out to counterparts in similar units for lessons learned and common concerns.
Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them).
If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness.
Establish, communicate (make visible), and enforce performance standards in your command.
Ensure the legal ramifications of alcohol abuse are understood; then focus on physical, mental, and emotional effects of alcohol.
Have NCO-led, small group discussions to address the concerns over substance abuse. The desired outcome is a list of bottom-up recommendations that will more effectively address the issue.
Review the list/matrix of relevant Issue Papers on this website.
Work with base security to allow/escort taxis, etc. inside the gate, possibly even to barracks areas.
Focus alcohold-free command functions on camaraderie and taking care of each other. Alcohol sends a mixed message.
Incentivize alcohol-free milestones (e.g. time off, etc.)
Conduct more aggressive drug testing with regular, unannouced barracks health and comfort inspections.

ASPA

Members of my unit work well together.

Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Assign teams/tasks across organizational boundaries to reduce rivalries and build camaraderie.
Communication is key across all pay grades. Ensure it happens.
Leaders set the example.
Outstanding command leadership teams are "brilliant on the basics."
Direct more command attention at those who do right than those who do wrong.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems.
Involve the officers and senior NCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

ASPA

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

Are personnel “cutting corners” due to misperception/miscommunication from supervisors?
Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
Offer a monthly "Retribution Free" discussion period for personnel to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Monitor supervisors who think it's okay to cut corners.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Beware of and monitor fatigue levels of your personnel.
Monitor and be aware of perceived mission creep.
Establish, communicate (make visible), and enforce performance standards in your command.
Involve the officers and senior NCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.
Ensure leadership at all levels considers the unintended consequences of cutting corners by telling personnel to get something "done now."
Impress on all personnel the "costs of cutting corners" and accountability.

ASPA

My unit employs a fatigue management plan (i.e., work-rest policy) to ensure personnel have sufficient rest to perform their work safely.

Beware of and monitor fatigue levels of your personnel.
Implemented new rules on shift work [and] going to duty in order to avoid excessively tired folks driving home.
We had a significant trend in fatigue in the execution of duties. This has made us re-evaluate how we assign duties and conduct qualifications.
We are now tracking days off for each Marine in the unit to ensure that each person receives adequate time away from work.
Directed more proactive time off policies. I told maintenance leaders to treat the maintainers as if they had to pay them hourly. Don't keep them around if they're not making you any money.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Ensure personnel and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
Although we often “do more with less,” always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Educate your personnel to recognize fatigue "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.)
Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
We've implemented a better rest policy to ensure Marines who stand duty or are required [to] work all night aren't driving or handling heavy equipment the next day.
Change night crew manning to increase supervision and reduce workload.
Implementing additional rest and driving restriction measures, especially during periods of inclement weather and extended work days.
Encourage personnel to live near their place of work. Long work days combined with excessive commutes leads to fatigued workers and drivers.
Avoid recalls/holdovers of night check personnel for non-mission critical tasks (e.g., awards ceremonies, inspections, musters, etc.) to avoid driving fatigued.
Ensure scheduling provides adequate time for rest and adjustments in circadian rhythms.
For mission-critical events, always schedule a standby crew to eliminate fatigue/crew rest issues associated with the inevitable operational or equipment delays.
Ensure all personnel understand the crew rest requirements and command policy on any waivers.
I was able to see that there was a real problem with our OOD policy. Specifically, we needed to do a better job at incorporating a rest policy.
If high OPTEMPO impacts weekends, etc., allow work centers/ departments to provide time off to a limited number of personnel throughout the week to reduce fatigue, ensure sustainability, and demonstrate recognition for their hard work.
We no longer schedule any early morning PT session on the day a 96 liberty period starts. What was supposed to be a motivational start to a relaxing weekend, actually led to Marines departing for planned long drives with less sleep than normal.
We changed reporting times to drill (from 0400 to 0600) to allow more sleep. We also allowed more time for sleep in the field.
Create an incidental driver program to help relieve the work requirements of designated motor transportation operators.
Commuting/road travel highlighted as an area of concern? Evaluate policies on rest and travel, ensuring accommodation available for extended and/or late-night events.
Review the list/matrix of relevant Issue Papers on this website.
Seek additional means to reduce fatigue, including Duty Recovery.
Monitor/encourage personnnel on balancing workload in high OPTEMPO environment.

ASPA

Training is conducted as scheduled.

Hard schedule training.
Leadership should establish headquarters priorities (at all levels) and live by them.
Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time.
Ensure that scheduled training is provided per the weekly training schedule, or rescheduled immediately if events require a slide.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training.
Stick to the schedule as much as possible. Rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Invest the time (in training) now. It'll cost you, but less than later.
Review the list/matrix of relevant Issue Papers on this website.
Conduct training to optimize hands on evolutions during the week, vice last event before Friday liberty.

ASPA

Individuals in my unit are comfortable reporting safety violations, unsafe behaviors, or hazardous conditions.

Ensure your unit has a safety climate that encourages reporting safety issues.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Self-reporting does not work if the only outcome is repercussions.
Personnel should expect recognition for reporting safety concerns (Safety Pro, etc.), not fear repercussions.
Direct more command attention at those who do right than those who do wrong.
Publish a Safety Gram with recognition for personnel accomplishments/acts.
If survey results are a "bad surprise", suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Be aware of improper perceptions by your personnel.
Ensure your unit Safety Officer/ NCO are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Officer/ NCO.
A strong "Anymouse" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Offer a monthly "Retribution Free" discussion period for personnel to allow discussions with leadership and peers about situations where they feel pressure to cut corners, or discuss anything else on their minds.
Ensure your unit has an effective safety awards program.
Provide a status and feedback mechanism for all safety-related reports (e.g., Anymouse, surveys, concerns raised directly to Safety Department/Safety Council/Safety Committee, etc.).
Regularly publicize (through multiple venues) the names of the command safety representatives.
Review the list/matrix of relevant Issue Papers on this website.
Encourage future safety reporting by thanking personnel for open and honest survey feedback that helps identifiy issues and trends.

ASPA

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

Empower ALL personnel to halt unsafe activities until hazards/risks are addressed.
Ensure your unit has a safety climate that encourages reporting safety issues.
Direct more command attention at those who do right than those who do wrong.
The CO praises even the most junior enlisted member for stopping an action if it is deemed unsafe, even if he's wrong.
We will reinforce the concept of "every Marine is a safety officer" as there were a few in the unit that did not feel they could stop an unsafe event. This is unusual in an artillery unit, and the concept will be briefed and included in orders, frag O's, formations, and commander's intent.
Ensure your unit has an effective safety awards program.
Reinvigorated the safety award process to "catch personnel in the act of using solid ORM.
Involve the officers and senior NCOs on appropriate issues.
Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices.
Integrate the ORM process into planning and executing operations.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety PO/NCO.
Review the list/matrix of relevant Issue Papers on this website.

ASPA

Morale in my unit is high.

Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel.
Stick to the schedule as much as possible. Rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule.
Climate survey results revealed that unit morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Unit leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
Ask your personnel (e.g., CO’s calls, etc.) how THEY think morale could be improved. Their suggestions will likely be the most effective for improving THEIR morale.
Tailor morale boosting efforts to consider potential group differences. For example, senior officers may suggest a golf tournament. It is unlikely that younger personnel would ever suggest that . . . they would probably prefer a paint ball tournament.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Institute morale building incentives like "shop/platoon/company of the month."
Awards, recognition, etc. are limited only by imagination. Even a simple pat on the back, thank you, or call out can significantly boost an individual or group’s morale.
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Beware of and monitor fatigue levels of your personnel.
COs who prioritize the betterment of their command over the betterment of their careers have the most "operationally excellent" units.
Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Focus on what you are doing correctly.
Show me a unit with a strong Sponsor Program, and I'll show you a unit that is "Operationally Excellent."
Incorporate mentorship at every level.
We've incorporated feedback from the survey into NCO mentor training, linking their efforts with the larger command effort of creating the conditions that enable the success of each Marine and Sailor.
Share all relevant information. Playing “I’ve got a secret” hurts productivity and morale.
Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Involve the officers and senior NCOs on appropriate issues.
Ensuring adequate Wi-Fi access in the barracks is a great morale booster.
Review the list/matrix of relevant Issue Papers on this website.
Explaining "why" alleviates many concerns that reduce morale.
Ensure Marines understand the importance of the unit's mission and their own purpose and role in achieving it.
Actively engage Marines in morale enhancing events outside of working hours to get Marines out of the barracks on weekends.

ASPA

My unit has enough experienced personnel to perform its current tasks.

Although we often “do more with less,” always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Many hardships are outside your unit’s control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
We have looked in-depth at reducing extraneous tasking and learning to say no to requests.
Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of military occupational specialties (MOSs).
Use safety climate surveys to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit.
Ensure work shifts are adequately manned for workloads (e.g., night check often has more demands with less people than day shift).
Review the OPTEMPO of your unit and its effect on safety and unit performance.
Be aware of collateral mission creep.
Monitor turnover in personnel.
Beware of and monitor fatigue levels of your personnel.
Leadership should establish unit priorities (at all levels) and live by them.
Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills.
Create an incidental driver program to help relieve the work requirements of designated motor transportation operators.
Review the list/matrix of relevant Issue Papers on this website.

ASPA

My unit has adequate resources (e.g., tools, equipment, publications, etc.) to perform its current tasks.

Many hardships are outside your unit’s control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change.
We identified several shops that did not have adequate tools to do their job. We implemented a way for supervisors to identify tool deficiencies and were able to use end of the FY money to get them the correct tools.
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Beware of an environment where "work-arounds" are "the way we do things here."
Integrate the ORM process into planning and executing operations.
Involve the officers and senior NCOs on appropriate issues.
Implement a push-logistics model for supplying companies/departments with necessary consumable supplies based upon average usage rates.
Seek out the agencies responsible for providing support, equipment, and consumables to have sufficient replacements on hand prior to needing them.
Review the list/matrix of relevant Issue Papers on this website.
Use survey results on identified hazards to lobby for resources.
Assess and procure seasonal equipment and supplies early in order to take advantage of restrictive timelines.
Procure sufficient PPE (e.g., earplugs, gloves, goggles) to prevent workarounds when not available.
Utilize station personnel and hygienists to assess spaces are safe and in proper working order.

ASPA

Leaders/Supervisors in my unit set a good example by following standards.

COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Establish, communicate (make visible), and enforce performance standards in your command.
Outstanding command leadership teams are "brilliant on the basics."
Hold non-performers accountable and counsel those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
The SgtMaj and I have implemented policies to improve accountability of leaders and individuals, and renew focus on our mission and the part individuals play in the big picture.
Check to see if your junior officers are leading at their level.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Personnel often want to be more involved and/or become mentors. These personnel are a "solution" to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Direct more command attention at those who do right than those who do wrong.
Monitor supervisors who think it's okay to cut corners.
Review the list/matrix of relevant Issue Papers on this website.
Leader stds - Increase oversight and mentoring of subordinate leaders to ensure basic leadership standards are upheld.

ASPA

Leaders/Supervisors routinely monitor operations in my unit.

Leadership by Walking Around remains the #1 leadership tool as seen through the eyes of junior personnel. Is your command's leadership/supervisors staring at their computer screens or getting "out and about"?
Leaders set the example.
Direct more command attention at those who do right than those who do wrong.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Beware of an environment where "work-arounds" are "the way we do things here.
Monitor supervisors who think it's okay to cut corners.
Hold non-performers accountable and counsel those who demonstrate unsatisfactory performance.
When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
The SgtMaj and I have implemented policies to improve accountability of leaders and individuals, and renew focus on our mission and the part individuals play in the big picture.
Involve the officers and senior NCOs on appropriate issues.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Every tactical or troop training evolution the unit will conduct (from the squad up to the company level) will have an NCO specifically identified as a Safety Observer.
Review the list/matrix of relevant Issue Papers on this website.

ASPA

Leaders/Supervisors in my unit are actively engaged in the safety program.

A more aggressive marketing and education effort may be necessary to ensure all supervisors are aware of the various safety programs (e.g., motorcycle, OD&R, etc.) and their role in supporting those efforts.
The command has implemented a quarterly NCO breakfast program to discuss safety issues and ways to improve overall safety awareness.
Outstanding command leadership teams are "brilliant on the basics."
Are personnel “cutting corners” due to misperception/miscommunication from supervisors
Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations.
Compare survey results. Continue interventions that work, modify those which are ineffective.
The [survey] results provide a starting point. As the "New CO" I have a blank canvas to build, correct and guide the Bn forward. Instead of starting from scratch, I use the input from the "squeaky wheels" and make adjustments from their feedback.
Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices.
We have now assigned and advertised the names of safety reps at the company and shop floor level. We have an active safety council that meets regularly to address safety issues.
We now try, to the maximum extent possible, to recognize individual Marines for either recognizing and correcting unsafe activities or setting an example of high safety standards.
Bolster safety councils by having more ranks represented.
Implement a grass roots safety campaign to give junior Marines the opportunity to shape the safety messages vice the usual safety "stand-arounds."
Get Safety Standdowns out of the classroom/auditorium. Supervisor facilitated activities, hands-on training, small group discussions, etc. may be more beneficial.
There is nothing new under the sun. Seek assistance from those who are familiar with similar situations (e.g., higher headquarters, peers, CMC Safety Division, base services, etc.) instead of wasting time and effort creating "new" solutions.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Have NCOs discuss survey results within their work centers to obtain additional clarification of issues and suggestions for interventions.
Ensure intervention options are clearly communicated.
Maximize safety program "buy-in" by quickly responding to individuals' concerns/ suggestions/ recommendations and by using group-developed solutions (e.g., by work center or "tiger team").
Leaders set the example.
Leadership by Walking Around remains the #1 leadership tool as seen through the eyes of junior personnel. Is your command's leadership/supervisors staring at their computer screens or getting "out and about"?
Offer a monthly "Retribution Free" discussion period for personnel to allow discussions with leadership and peers about situations where they feel pressure to cut corners, or discuss anything else on their minds.
Ensure your unit has an effective "anymouse" program.
Ensure your unit has an effective safety awards program.
Unit routinely conducts officer safety council and enlisted safety committee meetings (in accordance with applicable directives) to review SOPs and operating procedures.
Work with base/HQ to address safety issues outside unit control (e.g., crosswalks, speeding, cell phones while driving, lighting, etc.
Review PPE requirements for tasks and spot check compliance.
Ensure pre-liberty safety briefs are not too repetitive / stale.
Survey respondents often reveal their desire to be instructors, mentors, and/or be more active in various safety-related programs/activities . . . use/empower them.
I was able to share the results with the Marines in groups based on ranks. This promoted discussion on the command's weak spots and allowed for significant discussion on how to improve the command climate.
After receiving the [survey]results, we held a staff meeting and went over the overall results and the highlighted comments, both positive and negative. We were able to emphasize the positive comments, but focus on the negative comments to see what we could do better.
Convened 3 Operational Planning Teams (Sgt, Cpl, and LCpl) to get better pulse and feedback. Insight from the OPTs confirmed some of the survey results but, more importantly, led to clearer identification of root causes. Implementing some of the spot-on recommendations from the OPTs, with a follow-up survey in the next 6 weeks to see if results improve.
“Tiger Teams” of NCOs can assist in developing interventions while simultaneously developing “buy in” to unit safety program efforts.
Based on input from the survey, the command focused on educating the senior leaders on safety first, then midgrade leaders and then down to every Marine.
Every tactical or troop training evolution the unit will conduct (from the squad up to the company level) will have an NCO specifically identified as a Safety Observer.
Weekly safety briefs: Rotate supervisory personnel as presenters to offer their own "spin" on safety. This prevents stale repetition, reinforces the basics to the presenter and listeners, and further instills an all-hands safety culture.
Periodically invite the Motorcycle Program manager to staff meetings to brief who has completed all the necessary training and who has not.
Regularly publicize (through multiple venues) the names of the command safety representatives.
Hold "Town Hall" meetings (Officers/SNCOs, NCOs, and junior Marines) to address positive and negative survey results to allow the Marines to become part of the solution to weak areas.
Brief survey specifics at an All Hands Call and discuss root causes and possible solutions. Then conduct a detailed review with an Assessments Working Group to generate a comprehensive long-term plan of resolution.
Review the list/matrix of relevant Issue Papers on this website.
Leadership engaged - Categorizing/Qualifying "bottom 5" survey results allows leadership to address and get ahead of potential problems.
Ensure Officers and SNCOs address safety, sleep plans, and improve communication to inculcate a culture of risk assessment and mitigation.

ASPA

Leaders/Supervisors know who the high-risk members are in my unit.

Review personnel jackets for drug/alcohol histories.
Are Force Preservation Council used effectively?
Ensure your unit Human Factors Councils and Force Preservation Councils (FPCs) are effective at identifying (and possibly) providing intervention strategies for at-risk Marines.
Instituted Warrior Resiliency Program where Marines are able to discuss problems with each other - has proven to be therapeutic.
Monitor aggressive personnel who think rules aren't necessary.
Be aware of improper perceptions by your personnel.
Beware of and monitor fatigue levels of your personnel.
Integrate the ORM process into identifying/managing high risk personnel.
Establish, communicate (make visible), and enforce performance standards in your command.
Incorporate mentorship at every level.
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety NCO.
Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Review the list/matrix of relevant Issue Papers on this website.

ASPA

Leaders/Supervisors in my unit care about my quality of life.

Review the list/matrix of relevant Issue Papers on this website.
Survey results show that unit morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Unit leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life.
The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Ensure personnel and mission readiness are not weakened by an over-emphasis on collateral duties/tasks.
Personnel often want to be more involved and/or become mentors. These personnel are a "solution" to a myriad of problems and should be sought out, encouraged, and recognized for their support.
Be aware of improper perceptions by your personnel.
Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Involve the officers and senior NCOs on appropriate issues.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Request station personnel and environmental hygienist’s assistance to inspect and ensure spaces are in good working order.
Often the current condition of the BEQs/BOQs and the command's involvement in fixing those conditions have the utmost impact on personnel's quality of life.
Ensure BEQs/BOQs are inspected regularly and any issues are readily corrected (e.g., mold, pests, damaged washers/dryers, plumbing, lighting, etc.)
Create an innovation working group to address physical issues within the housing and workspace infrastructure to improve quality of life.
Get involved, along with base personnel, to address facility issues (e.g., hot water, broken locks/doors, broken washers/dryers, HVAC, etc.) and get a weekly brief on the progress.
Monitor/encourage personnnel on balancing workload in high OPTEMPO environment.
Mitigate "burnout" through the use of Special Liberty, etc. after high OPTEMPO periods.
Change watch hour rotatations and implement more flexible work options (when/where applicable).
Actively engage Marines in morale enhancing events outside of working hours to get Marines out of the barracks on weekends.
Hold a Barracks Beautifcation Day to clean common areas and support other self-help projects.

VPP

Leaders/Supervisors in my organization balance safety concerns with achieving mission tasks.

Leadership should establish unit priorities (at all levels) and live by them.
The SgtMaj and I have implemented policies to improve accountability of leaders and individuals, and renew focus on our mission and the part individuals play in the big picture.
Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices.
Routinely encourage your subordinate leaders to work with your Safety Officer /NCO.
Ensure your unit Safety Officer and Safety NCO are visible members of your command.
Beware of and monitor fatigue levels of your personnel.
Leaders should implement ORM processes into their operations.
Review the OPSTEMPO of your unit and its effect on safety and unit performance.
Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
Review the list/matrix of relevant Issue Papers on this website.

VPP

Leaders/Supervisors in my organization are actively engaged in the safety program.

Outstanding command leadership teams are "brilliant on the basics."
Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations.
Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices.
We have now assigned and advertised the names of safety reps at the company and shop floor level. We have an active safety council that meets regularly to address safety issues.
We now try, to the maximum extent possible, to recognize individual Marines for either recognizing and correcting unsafe activities or setting an example of high safety standards.
Bolster safety councils by having more ranks represented.
Implement a grass roots safety campaign to give junior Marines the opportunity to shape the safety messages vice the usual safety "stand-arounds."
Get Safety Standdowns out of the classroom/auditorium. Supervisor facilitated activities, hands-on training, small group discussions, etc. may be more beneficial.
There is nothing new under the sun. Seek assistance from those who are familiar with similar situations (e.g., higher headquarters, peers, CMC Safety Division, base services, etc.) instead of wasting time and effort creating "new" solutions.
Have NCOs discuss survey results within their work centers to obtain additional clarification of issues and suggestions for interventions.
Ensure intervention options are clearly communicated.
Maximize safety program "buy-in" by quickly responding to individuals' concerns/ suggestions/ recommendations and by using group-developed solutions (e.g., by work center or "tiger team").
Leaders set the example.
Offer a monthly "Retribution Free" discussion period for personnel to allow discussions with leadership and peers about situations where they feel pressure to cut corners, or discuss anything else on their minds.
Ensure your unit has an effective "anymouse" program.
Ensure your unit has an effective safety awards program.
Unit routinely conducts officer safety council and enlisted safety committee meetings (in accordance with applicable directives) to review SOPs and operating procedures.
Review the list/matrix of relevant Issue Papers on this website.

VPP

Leaders/Supervisors in my organization participate in communicating safety goals to all personnel.

I have engaged our unit leadership and shared the information in the survey. We have discussed command culture, communication, and standardization required to sustain long term production. The leaders of the unit are now speaking with one voice.
Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations.
Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them.
We have now assigned and advertised the names of safety reps at the company and shop floor level. We have an active safety council that meets regularly to address safety issues.
Get Safety Standdowns out of the classroom/auditorium. Supervisor facilitated activities, hands-on training, small group discussions, etc. may be more beneficial.
Have NCOs discuss survey results within their work centers to obtain additional clarification of issues and suggestions for interventions.
Ensure intervention options are clearly communicated.
Maximize safety program "buy-in" by quickly responding to individuals' concerns/ suggestions/ recommendations and by using group-developed solutions (e.g., by work center or "tiger team").
Ensure all available communication means are used (e.g., face-to-face, POD, AOMs, formations, publications, etc.). Too often, vehicles to communicate are overlooked.
Effective communication requires feedback. Ensure formal and informal feedback mechanisms are in place and used.
Leadership should establish unit priorities (at all levels) and live by them.

VPP

Leaders/Supervisors recognize unsafe conditions and manage risks within my organization.

The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
Empower ALL personnel to halt unsafe activities until hazards/risks are assessed.
I now have each officer focus their efforts on mentoring and the Force Preservation Program.
Integrate the ORM process into planning and executing operations.
Integrate the ORM process into identifying/managing high risk personnel.
We reinvigorated the safety award process to "catch personnel in the act of using solid ORM and CRM.
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Review personnel jackets for drug/alcohol histories.
Ensure your unit Human Factors Councils (HFCs) and Force Preservation Councils (FPCs) are effective at identifying (and possibly) providing intervention strategies for at-risk Marines.
Monitor aggressive personnel who think rules aren't necessary.
Incorporate mentorship at every level.
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety NCO.
Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation).
Review the OPSTEMPO of your unit and its effect on safety and unit performance.
Be aware of the consequences of training with fewer resources.
Beware of and monitor fatigue levels of your personnel.
Educate your personnel to recognize fatigue "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.)
Review the list/matrix of relevant Issue Papers on this website.

VPP

Organizational leadership sets and monitors annual safety goals.

Set the bar extremely high. Personnel only reach as high as the command's stated goals.
Develop a formal Safety Department training plan that covers the next year and is coordinated with the organization's leaders and supervisors.
Review the OPSTEMPO of your unit and its effect on safety and unit performance.
Establish, communicate (make visible), and enforce performance standards in your command.
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.
Maximize safety program “buy-in” by quickly responding to individuals’ concerns/ suggestions/ recommendations and by using group-developed solutions (e.g., by work center or “tiger team”).
Unit routinely conducts officer safety council and enlisted safety committee meetings (in accordance with applicable directives) to review SOPs and operating procedures.
Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations.
Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them.
Review the list/matrix of relevant Issue Papers on this website.

VPP

In my organization members are pressured by supervisors to sign off work actions before they are completed.

Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Direct more command attention at those who do right than those who do wrong.
Review the OPSTEMPO of your unit and its effect on safety and unit performance.
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Offer a monthly "Retribution Free" discussion period for personnel to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
Monitor supervisors who think it's okay to cut corners.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Beware of and monitor fatigue levels of your personnel.
Establish, communicate (make visible), and enforce performance standards in your command.
Involve the officers and senior NCOs on appropriate issues.
Review the list/matrix of relevant Issue Papers on this website.

VPP

My organization encourages the reporting and evaluating of near-miss safety incidents (i.e., incidents when an accident almost occurs).

The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
If survey results are a "bad surprise", suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Ensure your unit has a safety climate that encourages reporting safety issues.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Direct more command attention at those who do right than those who do wrong.
Ensure your unit has an effective safety awards program.
Publish a Safety Gram with recognition for personnel accomplishments/acts.
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure your unit Safety Officer/NCO are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Officer/NCO.
A strong "Anymouse" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Offer a monthly "Retribution Free" discussion period for personnel to allow discussions with leadership and peers about situations where they feel pressure to cut corners, or discuss anything else on their minds.
Review the list/matrix of relevant Issue Papers on this website.

VPP

When near miss incidents (i.e., incidents when an accident almost occurs) are reported in my organization, leadership uses the opportunity to improve procedures or training.

Maintain relevant hazard reports, notices, etc. in common use areas to increase awareness/discussion.
The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.).
Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them.
We've incorporated feedback from the survey into NCO mentor training, linking their efforts with the larger command effort of creating the conditions that enable the success of each Marine and Sailor.
Ensure your unit has a safety climate that encourages reporting safety issues.
Have NCOs discuss survey results within their work centers to obtain additional clarification of issues and suggestions for interventions.
Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations.
There is nothing new under the sun. Seek assistance from those who are familiar with similar situations (e.g., higher headquarters, peers, Safety Center, base services, etc.) instead of wasting time and effort creating “new” solutions.
Review the list/matrix of relevant Issue Papers on this website.

VPP

I know my organization's safety and health goals.

Set the bar extremely high. Personnel only reach as high as the command's stated goals.
Ensure all available communication means are used (e.g., face-to-face, POD, AOMs, formations, publications, etc.). Too often, vehicles to communicate are overlooked.
Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication.
Encouraging safety reps to use every morning meeting and evening pass down to address trends and "stay on message." Getting out and visiting the extremely diverse work centers and production divisions.
We have now assigned and advertised the names of safety reps at the company and shop floor level. We have an active safety council that meets regularly to address safety issues.
Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them.
Routinely encourage your subordinate leaders to work with your Safety Officer and Safety NCO.
Review the list/matrix of relevant Issue Papers on this website.

VPP

Peer influence discourages violations of MCOs/FMs/SOPs and other policy in my organization.

When standards and rules invite “workarounds” due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A “we’ve always done it that way” mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps.
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.
Direct more command attention at those who do right than those who do wrong.
Ensure your junior officers are leading at their level.
Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen.
COs/Supervisors at all levels must periodically reinforce emphasis on procedures.
Monitor aggressive personnel who think rules aren't necessary.
Monitor supervisors who think it's okay to cut corners.
Review the list/matrix of relevant Issue Papers on this website.

VPP

Lack of experienced personnel has adversely affected my organization's ability to operate safely.

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

VPP

Within my organization, effective communication exists up and down the chain of command.

Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
CO sets aside a "dialogue period" with personnel and discusses pertinent issues, such as: training requirements, the latest rumors, etc.
More frequent CO's Calls to ensure the CO is personally getting the word to the troops.
More frequent CO/JO calls to address areas of concern within the unit.
In order to open the lines of communication I have ensured that we hold formation at least once every two weeks and hold an E-7 through O-5 meeting every Monday. I use this time to let everyone know "the big picture" and to ensure that the entire chain of command knows what we are doing and why.
I have scheduled CO's Calls for each pay grade in order to emphasize and enhance communication flow.
I have engaged the Officer/SNCO leadership and shared the information in the survey. We have discussed command culture, communication, and standardization required to sustain long term production. The leaders of the unit are now speaking with one voice.
Having an open door policy on safety related issues has greatly improved communication within the unit.
Attend more meetings and show by example how leadership needs to provide opportunities for juniors to voice their concerns/comments. Leaders sometimes need to "pull" information from juniors, and some command leaders have not yet developed the skill to "pull" information.
CO/Department leaders can conduct a quarterly breakfast with the SNCOs to open up lines of communication between each other.
We adjusted our day/night crew schedules to permit more of an overlap to get better pass downs.
Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions.
Share all relevant information. Playing "I've got a secret" hurts productivity and morale.
All large organizations have communication challenges. Find solutions for the bottlenecks and shortfalls.
CO concludes formations by asking personnel if anyone has heard any rumors, vice the more standard, "Does anyone have any questions for me?" . . . . Gets better results.
Communication is key across all pay grades. Ensure it happens.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, formations, publications, etc.). Too often, vehicles to communicate are overlooked.
Effective communication requires feedback. Ensure feedback mechanisms are in place and used.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Do not allow poor communication due to too much reliance on one-way emails.
I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often.
Provide a "state of the unit" address. It will help you find out where you are and communicate it to your subordinates.
Offer a monthly "Retribution Free" discussion period for personnel to allow discussions with leadership and peers about situations where they feel pressure to cut corners, or discuss anything else on their minds.
Discuss survey results and interventions with personnel to develop optimal solutions and increase survey process "buy in."
If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Ensure intervention options are clearly communicated.
Review the list/matrix of relevant Issue Papers on this website.

VPP

Organization members, from the top down, incorporate risk management into daily activities.

Integrate the ORM process into planning and executing operations.
Assign, educate, and employ ORM instructors in your unit.
Train personnel to properly use ORM for their high-risk activities.
Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Request ORM training from higher headquarters.
Use real life, practical examples of CRM and ORM for training, vice repetitive overviews of the seven skills and ORM steps. The goal is safe operations, not memorization.
We reinvigorated the safety award process to "catch" personnel in the act of using solid ORM and CRM.
We did some small group discussions on how to keep safety briefs impactful and have relooked unit processes to ensure the entire audience receives the benefit of ORM training.
Do not push personnel beyond their own perception of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks.
Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices.
Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization.
Are ORM Worksheets in your command being "gamed" by personnel to keep go/no-go decisions at their level?
Review the list/matrix of relevant Issue Papers on this website.

VPP

In my organization everyone is responsible/accountable for safety.

When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails.
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them.
Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices.
Integrate the ORM process into planning and executing operations.
Use real life, practical examples of CRM and ORM for training, vice repetitive overviews of the seven skills and ORM steps. The goal is safe operations, not memorization.
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.
Routinely encourage your subordinate leaders to work with your Safety Officer/NCO.
We have made sure that our ground safety manager is identified on the units check in sheet, we are conducting section ORM, as well as doing that for each drill period event!
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.
Reinvigorate the safety award process to "catch" personnel in the act of using solid ORM and CRM.
Discuss survey results and interventions with personnel to develop optimal solutions and increase survey process "buy-in."
Ensure your unit has a safety climate that encourages reporting safety issues.
Ensure your unit has an effective "anymouse" program.
Establish, communicate (make visible), and enforce performance standards in your unit.
Review the list/matrix of relevant Issue Papers on this website.

VPP

Individuals in my organization feel free to report hazardous conditions, unsafe behaviors, or safety violations.

Ensure your unit has a safety climate that encourages reporting safety issues.
Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
Direct more command attention at those who do right than those who do wrong.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems.
Publish a Safety Gram with recognition for personnel accomplishments/acts.
If survey results are a "bad surprise", suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns).
Empower ALL personnel to halt unsafe activities until hazards/risks are resolved.
Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
Ensure your unit Safety Officer/NCO are visible members of your command.
Routinely encourage your subordinate leaders to work with your Safety Officer/NCO.
A strong "Anymouse" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
Offer a monthly "Retribution Free" discussion period for personnel to allow discussions with leadership and peers about situations where they feel pressure to cut corners, or discuss anything else on their minds.
Ensure your unit has an effective safety awards program.
Review the list/matrix of relevant Issue Papers on this website.

VPP

My organization considers, and implements if appropriate, personnel suggestions for improving operational and occupational safety.

The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.)
Encourage, praise, and professionally respond to safety concerns raised in any forum (e.g., Safety Standdowns, Human Factor Councils, Safety Councils/Committees, “True Confessions,” etc.). Ridicule, arguments, retribution, or inaction will stifle any further safety communication and greatly increase the risk that hazards will remain hidden until it’s too late.
Maximize safety program “buy-in” by quickly responding to individuals’ concerns/ suggestions/ recommendations and by using group-developed solutions (e.g., by work center or “tiger team”).
Put a process in place for the CO's suggestion boxes and follow it.
Communication is key across all pay grades. Ensure it happens.
Ensure your unit solicits and values honest feedback.
Routinely encourage your subordinate leaders to work with your Safety Representative.
Integrate the ORM process into planning and executing operations.
Review the list/matrix of relevant Issue Papers on this website.

VPP