SAFETY TRAINING CONTINUUM

1
SAFETY TRAINING CONTINUUM
2

• Saved Lives and Resources Force Provider Saver

Combat Readiness
3
Status of Safety Campaign
Navy Fatalities and Resources Lost During 50
Mishap Reduction Campaign
28
50
27
50
(M)
Projections based on 31July05 statistics
Cultural shift is required to achieve long-term
Safety Campaign goals - Requires stronger
foundational and leadership support to succeed -
Requires full understanding and application of
risk and resource management - Requires
standardized training and education throughout
the fleet
4
Status of Safety Campaign
Marine Corps Fatalities and Resources Lost During
50 Mishap Reduction Campaign
8
13
50
50
(M)
Projections based on 31July05 statistics
Cultural shift is required to achieve long-term
Safety Campaign goals - Requires stronger
foundational and leadership support to succeed -
Requires full understanding and application of
risk and resource management - Requires
standardized training and education throughout
the fleet
5
Focus
Reduce mishaps and increase operational capability
Mishap Reduction
Most prevalent cause of Death Injury Loss of
Assets
Human Error
Plan of Attack
The purpose of the Safety Training Continuum
(STC) is to provide Sailors (Officer and
Enlisted) with the essential knowledge, skills
and values required to strengthen the Navys
safety culture.
Goal
Provide Essential Knowledge
Develop Skills
Instill Values
Strengthen Culture
6
Foundational Pillars
ORM
CRM/BRM
7
Culture of Excellence

• ORGANIZATIONAL CULTURE
• Traits evaluated by the Navy Cultural Workshops
  as indicators of Command Excellence
• Leadership
• Communication
• Trust
• Integrity
• SAFETY CULTURE CHARACTERISTICS
• Traits of strong safety culture identified by the
  research of Dr. David Marx and others
• Flexibility
• Self Reporting
• Well Informed Personnel
• Zeal for Learning
• Just Treatment of Personnel

Linked to pillar slide hidden in brief
Return
8
Operational Risk Management

• OPNAVINST 3500.39B released Dec 04.
• - ORM is not ingrained throughout fleet
• - Need full leadership support
• - Need evaluative measures to ensure compliance

Linked to pillar slide hidden in brief
Return
9
Training Education

• Teaching Sailors how to make decisions correctly.
• - Continue support for current training methods,
  with increasing emphasis on risk and resource
  management.
• NETC/NPDC
• - Populate 5VM with ORM and general awareness
  safety training. Example
• - OPNAVINST 5100.19D (NAVOSH Program Manual for
  Forces Afloat) Heat Stress,
  Sight/Hearing Conservation, Electrical Safety,
  HAZMAT, etc
• NSC
• - Provide SME as POC on specific subject matter
  to NETC/NPDC for curricula development
• FFC
• - Assist NETC/NPDC with validation of safety
  training curricula

Linked to pillar slide hidden in brief
Return
10
CRM/BRM

• Crew/Bridge Resource Management integrates
  desired leadership traits and risk management
  skills.
• - Stress the critical skills required to
  successfully manage a team.
• - Decision Making
• - Assertiveness
• - Mission Analysis
• - Communication
• - Leadership
• - Adaptability/Flexibility
• - Situational Awareness
• Aviation - required grading criteria for annual
  qualifications.
• Surface - actively taught through simulators,
  group training, etc.

Linked to pillar slide hidden in brief
Return
11
QA Assessments

• Culture Workshops and Online surveys - tools to
  determine culture of safety in fleet.
• - Tailor surveys to determine weak safety areas
• - Analysis of surveys to determine trends
• - Incorporate information into safety training
  guidance

Linked to pillar slide hidden in brief
Return
12
Future of Safety Training
Personal
Leadership
Navy Learning Centers
STC

• STC Working Group will work with the Navy
  Learning Centers to integrate STC foundational
  pillars into the 5VM, thus guiding the way for
  continued growth of the STC.

13
Levels of Training

• Recruit, Apprentice Prior to Fleet
• Initial knowledge of safety and risk management
• Able to plan and self-supervise off-duty
• Journeyman First Level Leader
• Lead others in application of safety and risk
  management guidelines
• Instruct/reinforce the foundational pillars of
  the STC
• Master DH/CPO
• Supervise application of the foundational pillars
• Integrate safety and risk management into mission
  and unit planning
• Active role in cultural shaping
• Senior Leadership CO/CMC
• Shape unit and professional culture
• Integrate foundational pillars into high-level
  planning and mission execution

14
STC Timeline
PHASE 1
PHASE 2
PHASE 3
PHASE 4
PHASE 5
PHASE 6
PLANNING
ANALYSIS
DESIGN
DEVELOPMENT
IMPLEMENTATION
EVALUATION
Concept development Outline of content Pitch to
leadership Determine -
requirements - gaps -
redundancies Delivery
method Program instruction
Build curricula Pilot studies
Integrate into ILE/5VM
Course Curriculum
Review
END STATE
A mindset of asset preservation as a means to
mission capability
15
Recommendations
Support STC
Flag-level buy-in
Provide resources
Requirement validation

• Commanders guidance

16
SAFETY TRAINING CONTINUUM
Support STC
Vern Clark Admiral, USN Chief of Naval
Operations 2000-2005
17
STC Risk Assessment
BACK-UP

• Challenges to successful implementation.
• Top 4 Challenges
• Limited resources (to implement the STC)
• Community cultural differences (air vs. surface
  vs. subsurface)
• But-in by operators (impact of and on OPTEMPO)
• High level sponsorship (lack of direct 4-star
  support)
• The Way Ahead (per ranked challenge)
• Integration/ties to/mods to current curriculum
  and safety training
• Coordination between communities to tie similar
  programs/concepts together
  (i.e., CRM-Bridge Team Mgmt)
• Ensure stakeholders are active members of the STC
  Working Group
• Communication of the STC from Operational Flag
  vice Commander NSC
• Additional challenges
• Perception of Just another safety program
• Lack of consequences for mishaps/incidents
• Lack of reward system for desired behavior

18
BACK-UP
COMPARED TO FY02 FY04 FY05 USN Average
Mishap Reduction of Asterisked Items 13
26 USMC Average Mishap Reduction of Asterisked
Items -2 -11
19
STC Goal
BACK-UP

• Provide the Navy with the essential personal and
  leadership elements critical to achieve a strong
  culture of safety and professional and
  operational excellence.

20
STC Timeline
BACK-UP
4th Qtr FY-05
Develop STC Concept and propose content and
levels of education.
1
Who STC Working Group
Status Complete
Brief Commander Naval Safety Center
2
Who Col Jamison /CAPT Neubauer
Desired Outcome Develop a mindset of asset
preservation as a means to mission capability, a
skill set for risk management on- and off-duty,
and a personal foundation of values in all
service members to support a strong culture of
excellence.
Status Complete
Reconvene STC Working Group to brief status and
discuss assignments from initial meeting
3
Who STC Working Group
Status 27 July
Contact Commanders of CPD and CNL to brief them
on proposal
4
Who Col Jamison
Status TBD
Meet with NETC and NPDC reps to discuss way ahead
for development and implementation
5
Who Col Jamison others
Status TBD
21
Current Status of Safety
BACK-UP
Navy Fatalities and Resources Lost During 50
Mishap Reduction Campaign
Reality FY04-05 26 Reduction
Goal FY04-05 50 Reduction
NSC data 27July05

• Cultural shift has not occurred
• Requires stronger foundational and leadership
  support to succeed
• Full understanding and application of ORM is
  lacking fleet wide
• 3500.39B released but training differs among
  commands
• Non-standardized training throughout the fleet

22
Mission Statement
Our purpose is to enhance the warfighting
capability of the Navy and Marine Corps by arming
our Sailors, Marines and civilians with the
knowledge they need to save lives and preserve
resources while accomplishing their missions.
Mission Readiness Product Awareness Process Edu
cation
Bottom Line Its Your Safety Center!
What are we doing for you?What are we not doing
for you?
23
Accountability

• FFC Safety has been a carrot and stick
  approach for years, the stick may be the only way
  to further reduce mishaps.
• - Mandate NJP for safety violations
• - Hold personnel accountable for their actions
• - Eliminate Double Jeopardy loophole for DUI
  offense
• BUPERS
• - Incorporate Safety into FITREP/Enlisted
  Evaluations
• NETC/NPDC
• - Safety infractions loss of safety training
  qualifications on 5VM
• - Poor safety habits delay in promotion
  loss of pay

Linked to pillar slide hidden in brief
Return