Navy Expeditionary Warfare Specialist (EXW) Program PQS

**NAME (Rate/Rank) \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_** **DISTRIBUTION STATEMENT B: Distribution authorized to U.S. Government agencies only due to administrative/operational use on 1 September 2015. Other requests for this document must be referred to the Commanding Offic...

**NAME (Rate/Rank) \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_** **DISTRIBUTION STATEMENT B: Distribution authorized to U.S. Government agencies only due to administrative/operational use on 1 September 2015. Other requests for this document must be referred to the Commanding Officer, Naval Education Training Command, N7, 9549 Bainbridge Ave., Norfolk, Virginia 23511-2518.** **DESTRUCTION NOTICE: Destroy by any means that will prevent disclosure of contents or reconstruction of the document.** **Unclassified technical documents bearing this distribution statement will be given the same physical protection prescribed in SECNAVINST 5720.42F for \"For Official Use Only\" material.** PREFACE Warfare Qualified Sailors are an essential element of our Navy's Operational Primacy. The objective of the Navy Expeditionary Warfare Specialist (EXW) Program is to provide the enlisted candidate an introduction into the processes and topics necessary to support the warfighting requirements of our Navy. This personnel warfare qualification standard will focus on mission effectiveness, combat readiness, and survivability as well as introducing an overall understanding of how an individual unit's mission fits into and supports naval doctrine and its objectives. Experience shows it is essential that every warrior in our Navy be totally familiar with the mission of their command and be able to apply this knowledge to support the successful execution of the command's current and future missions. TABLE OF CONTENTS Page **ACKNOWLEDGEMENTS \-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-- 6** **INTRODUCTION \-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-- 7** **SUMMARY OF CHANGES \-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-- 10** **ACRONYMS \-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-- 11** 100. **INTRODUCTION TO FUNDAMENTALS \-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-- 15** 101. **Navy Expeditionary History and Organization \-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-- 17** 102. **Safety \-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-- 20** 103. **Combat Logistics \-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-- 24** 104. **Expeditionary First Aid \-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-- 30** 105. **Command, Control, Communications and Intelligence \-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-- 34** 106. **Expeditionary Tactics \-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-- 39** 107. **Antiterrorism/Force Protection \-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-- 46** 108. **Deadly Force, Use of Force, ROE and LOAC \-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-- 48** 109. **Civil Engineer Support Equipment (CESE) \-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-- 50** 110. **Expeditionary Waterborne \-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-- 52** 111. **CHEMICAL, BIOLOGICAL, AND RADIOLOGICAL WARFARE \-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-- 56** **112** **ENERGY STRATEGY \-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\--** Error! Bookmark not defined. **200** **INTRODUCTION TO SYSTEMS and/or Mission Areas \-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-- 63** 300. **INTRODUCTION TO WATCHSTATIONS \-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-- 65** 301. **Navy Expeditionary Warfare Specialist (EXW) \-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-- 67** **LIST OF REFERENCES \-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-- 81** ACKNOWLEDGEMENTS ================ The PQS Developers gratefully acknowledges the assistance of the following personnel in writing this PQS: BMCS CRG 2, Norfolk, VA --------------------------------- -------------- --------------------------- BUCS COMNECC, Little Creek, VA BUCS COMNECC, Little Creek, VA EOCS COMNECC, Little Creek, VA EOCS COMNECC, Little Creek, VA GMCS COMNECC, Little Creek, VA GMCS COMNECC, Little Creek, VA MACS COMNECC, Little Creek, VA MACS CRG 1, San Diego, CA ISC EODGRU 1, San Diego, CA ITC COMNECC, Little Creek, VA CTRC NEIC, Dam Neck, VA CMC COMNECC, Little Creek, VA CMC COMNECC, Little Creek, VA EOC EODESU 2, Norfolk VA NDC EODGRU 2, Norfolk, VA EOC NCHB 1, Williamsburg, VA HMC COMNECC, Little Creek, VA HMC NAVELSG, Williamsburg, VA HMC COMNECC, Little Creek, VA LSC COMNECC, Little Creek, VA LSC COMNECC Little Creek, VA MCC COMCAM, Norfolk, VA MCC NCHB 1, Williamsburg, VA CTN1 NEIC, Dam Neck, VA EO1 COMNECC, Little Creek, VA The Model Manager for this PQS: CENSECFOR (N511) DSN 253-5209 The Enlisted Expeditionary Warfare Specialist Coordinator for this PQS: NECC (N73) DSN 253-4316 Ext. 198 INTRODUCTION ============ PQS PROGRAM ----------- This PQS program is a qualification system for officers and enlisted personnel where certification of a minimum level of competency is required prior to qualifying to perform specific duties. A PQS is a compilation of the minimum knowledge and skills that an individual must demonstrate in order to qualify to stand watches or perform other specific routine duties necessary for the safety, security or proper operation of a ship, aircraft or support system. The objective of PQS is to standardize and facilitate these qualifications. [CANCELLATION] This Standard cancels and supersedes NAVEDTRA: 43296-A. [APPLICABILITY] This PQS is applicable to Navy Expeditionary Combat Command enlisted personnel. MODEL MANAGER ------------- The Model Manager Command manages a specific PQS manual. This includes overseeing the process of monitoring and updating assigned PQS manuals from the standpoint of technical content and relevance within the community. TAILORING --------- To command tailor this package, first have it reviewed by one or more of your most qualified individuals. Delete any portions covering systems and equipment not installed on your ship, aircraft or unit. Next, add any line items, fundamentals, systems and watchstations/workstations that are unique to your command but not already covered in this package. Finally, the package should be reviewed by the cognizant department head and required changes approved by the Commanding Officer or his designated representative. Retain the approved master copy on file for use in tailoring individual packages. INTRODUCTION (CONT'D) QUALIFIER --------- The PQS Qualifier is designated in writing by the Commanding Officer to sign off individual watchstations. Qualifiers will normally be E-5 or above and, as a minimum, must have completed the PQS they are authorized to sign off. The names of designated Qualifiers should be made known to all members of the unit or department. The means of maintaining this listing is at the discretion of individual commands. For more information on the duties and responsibilities of PQS Qualifiers, see the PQS Unit Coordinator's Guide. CONTENTS -------- PQS is divided into three sections. The 100 Section (Fundamentals) contains the fundamental knowledge from technical manuals and other texts necessary to satisfactorily understand the watchstation/workstation duties. The 200 Section (Systems/Mission Areas) is designed to acquaint you with the systems you will be required to operate at your watchstation/workstation. The 300 Section (Watchstations) lists the tasks you will be required to satisfactorily perform in order to achieve final PQS qualification for a particular watchstation/workstation. All three sections may not apply to this PQS, but where applicable, detailed explanations are provided at the front of each section. REFERENCES ---------- The references used during the writing of this PQS package were the latest available to the workshop, however, the most current references available should be used when qualifying with this Standard. NOTES ----- Classified references may be used in the development of PQS. If such references are used, do not make notes in this book as answers to questions in this Standard may be classified. TRAINEE ------- Your supervisor will tell you which watchstations/workstations you are to complete and in what order. Before getting started, turn to the 300 Section first and find your watchstation/workstation. This will tell you what you should do before starting your watchstation/workstation tasks. You may be required to complete another PQS, a school, or other watchstations/workstations within this package. It will also tell you which fundamentals and/or systems from this package you must complete prior to qualification at your watchstation/workstation. If you have any questions or are unable to locate references, contact your supervisor or qualifier. Good luck! INTRODUCTION (CONT'D) [PQS FEEDBACK REPORTS] This PQS was developed using information available at the time of writing. When equipment and requirements change, the PQS needs to be revised. The only way the PQS Development Group knows of these changes is by you, the user, telling us either in a letter or via the Feedback Report contained in the back of this book. You can tell us of new systems and requirements, or of errors you find. SUMMARY OF CHANGES ================== [CHANGES TO FUNDAMENTALS, SYSTEMS, AND WATCHSTATIONS:] +-----------------+-----------------+-----------------+-----------------+ | **Fundamental | **Action** | **Comment** | | | Title** | | | | +=================+=================+=================+=================+ | Navy | None | | | | Expeditionary | | | | | History and | | | | | Organization | | | | +-----------------+-----------------+-----------------+-----------------+ | Safety | Modified | Added question/ | | | | | reference | | +-----------------+-----------------+-----------------+-----------------+ | Combat | None | | | | Logistics | | | | +-----------------+-----------------+-----------------+-----------------+ | Expeditionary | | | | | First Aid | | | | +-----------------+-----------------+-----------------+-----------------+ | Command, | Modified | Updated to | | | Control, | | reflect current | | | Communications | | | | | and | | | | | Intelligence | | | | +-----------------+-----------------+-----------------+-----------------+ | | | | information and | | | | | references | +-----------------+-----------------+-----------------+-----------------+ | Expeditionary | | Modified | Updated to | | Tactics | | | reflect current | +-----------------+-----------------+-----------------+-----------------+ | | | | information and | | | | | references | +-----------------+-----------------+-----------------+-----------------+ | Antiterrorism/F | | Added | | | orce | | | | | Protection | | | | +-----------------+-----------------+-----------------+-----------------+ | Deadly Force, | | Added | | | use of force, | | | | | ROE and LOAC | | | | +-----------------+-----------------+-----------------+-----------------+ | Civil Engineer | | Added | | | Support | | | | | Equipment(CESE) | | | | +-----------------+-----------------+-----------------+-----------------+ | Expeditionary | | Modified | Updated to | | Waterborne | | | reflect current | +-----------------+-----------------+-----------------+-----------------+ | | | | information and | | | | | references | +-----------------+-----------------+-----------------+-----------------+ | Chemical, | | Modified | Updated | | Biological, and | | | references | | Radiological(CB | | | | | R) | | | | +-----------------+-----------------+-----------------+-----------------+ | Energy Strategy | | Added | | +-----------------+-----------------+-----------------+-----------------+ | **System | | **Action** | **Comment** | | Title** | | | | | | | | | | None | | | | +-----------------+-----------------+-----------------+-----------------+ | **Watchstation | | **Action** | **Comment** | | Title** | | | | +-----------------+-----------------+-----------------+-----------------+ | Navy | | Modified | Updated to | | Expeditionary | | | reflect current | | Warfare | | | | | Specialist | | | | | (EXW) | | | | +-----------------+-----------------+-----------------+-----------------+ | | | | information | +-----------------+-----------------+-----------------+-----------------+ ACRONYMS USED IN THIS PQS Not all acronyms or abbreviations used in this PQS are defined here. The Subject Matter Experts from the Fleet who wrote this Standard determined the following acronyms or abbreviations may not be commonly known throughout their community and should be defined to avoid confusion. If there is a question concerning an acronym or abbreviation not spelled out on this page nor anywhere else in the Standard, use the references listed on the line item containing the acronym or abbreviation in question. ========= AACG Arrival Airfield Control Group --------- ------------------------------------------------------------------------------------------ AAR After Action Review ACL Allowable Cargo Load ADCON Administrative Control AMC Air Mobility Command AT/FP Antiterrorism/Force Protection BAMCIS Begin Planning, Arrange Recon, Make Recon, Complete the Plan, Issue the Order, Supervise CASREP Casualty Report CBR Chemical Biological Radiological CBRNE Chemical Biological Radiological Nuclear and Enhanced Conventional Weapons CEOI Communications Electronics Operating Instructions CESE Civil Engineer Support Equipment CMS Classified Material Storage CNO Chief of Naval Operations CNOCM (CNO) directed Command Master Chief COA Course of Action COCOM Combatant Command CONOPS Concept of Operation CRE/CRT Contingency Response Element/Contingency Response Team CRF Coastal Riverine Force DACG Departure Airfield Control Group DEPORD Deployment Order DLA Defense Logistics Agency DON Department of the Navy DOD Department of Defense DRAW-D Defend Relocate Augment Withdraw Delay ECP Entry Control Point ECRC Expeditionary Combat Readiness Command EEFI Essential Elements of Friendly Information EOD Explosive Ordnance Disposal EPW Enemy Prisoner of War EXORD Execution Order FPCON Force Protection Condition FRAGO Fragmentary Order GCPC Government Wide Commercial Purchase Card --------- ---------------------------------------------------------------------------------------------------------- GHS Globally Harmonized System HF High Frequency HMMWV High-Mobility Multipurpose Wheeled Vehicle IED Improvised Explosive Device IMPAC International Merchant Purchase Authorization Card JARB Joint Acquisition Review Board KOCOA Key Terrain, Observation & Fields Of Fire, Cover & Concealment, Obstacles, Avenues of Approach LOAC Laws of Armed Conflict LOGREQ Logistics Request LZ Landing Zone MCASTC Maritime Civil Affairs and Training Command MCPON Master Chief Petty Officer of the Navy MEDIVAC Medical Evacuation METOC Meteorological and Oceanographic METT-TC Mission, Enemy, Terrain and Weather, Troops and Support Available Time Available and Civic Consideration MIST Mechanism of Injury, Injuries or Illness, Symptoms and Vital Signs, Treatment Given. MOPP Mission Oriented Protective Posture NATO North Atlantic Treaty Organization NBC Nuclear Biological and Chemical NCF Naval Construction Force NECC Navy Expeditionary Combat Command NEIC Naval Expeditionary Indigence Command NAVELSG Naval Expeditionary Logistics NAVOSH Navy Occupational Safety and Health OPCON Operational Control OPLAN Operation Plan OPORD Operation Order OPTAR Operating Target ORM Operational Risk Management PPE Personal Protective Equipment SAFE Security, Automatic Weapons, Fields of Fire, Entrenchment SALUTE Size, Activity, Location, Unit, Time, Equipment SDS Sorbent Decontamination System SECNAV Secretary of the Navy SITREP Situation Report SMEAC Situation Mission Execution Administration Command and Signal SOH Safety and Occupational Health SROE Standard Rules of Engagement TACON Tactical Control TOA Table of Allowance TOC Tactical Operations Center --------- -------------------------------------------- TPFDD Time Phased Force Deployment Data TPI Two Person Integrity UHF Ultra High Frequency USCG United States Coast Guard UXO Unexploded Ordnance VBIED Vehicle Bourne Improvised Explosive Device VHF Very High Frequency WARNORD Warning Order WMSD Work-related Musculoskeletal Disorders 100 INTRODUCTION TO FUNDAMENTALS ================================ 100.1 INTRODUCTION ------------------ 100.2 HOW TO COMPLETE --------------------- **101** 101 NAVY EXPEDITIONARY HISTORY AND ORGANIZATION FUNDAMENTALS ============================================================ References: a. NDP 1, Naval Warfare 2010 b. NAVEDTRA 14234, Seabee Combat Handbook, Vol. 1 c. NTTP 4-04.1M, Seabee Operations in the MAGTF d. NAVEDTRA 14325, Basic Military Requirements \[e\] NECC Portal [www.necc.navy.mil](http://www.necc.navy.mil/) ---------------------------------------------------------------- f. NWP 3-06M, Doctrine for Navy/Marine Corps Joint Riverine Operations g. OPNAVINST 1306.2G, Fleet, Force, and Command Master Chief Program h. NAVPERS 15839I Navy Officer Manpower Classifications \[i\] [www.navy.mil](http://www.navy.mil/) ------------------------------------------ +-----------------------------------+-----------------------------------+ | 101.1 | | +===================================+===================================+ | | | +-----------------------------------+-----------------------------------+ | | | +-----------------------------------+-----------------------------------+ |.2 | | +-----------------------------------+-----------------------------------+ | | | +-----------------------------------+-----------------------------------+ | | | +-----------------------------------+-----------------------------------+ |.3 | | +-----------------------------------+-----------------------------------+ | | | +-----------------------------------+-----------------------------------+ | | | +-----------------------------------+-----------------------------------+ |.4 | Discuss the conditions that led | | | to the creation of the Seabees. | | | \[Ref. c, Ch. 1, Pg. 1-6 | +-----------------------------------+-----------------------------------+ | | | +-----------------------------------+-----------------------------------+ | | | +-----------------------------------+-----------------------------------+ | | | +-----------------------------------+-----------------------------------+ |.5 | Discuss the significance of March | | | 5, 1942 as it pertains to the | | | Seabees. \[Ref. b, Ch. | +-----------------------------------+-----------------------------------+ | | | +-----------------------------------+-----------------------------------+ | | (Signature and Date) | +-----------------------------------+-----------------------------------+ 101. **NAVY EXPEDITIONARY HISTORY AND ORGANIZATION FUNDAMENTALS** 101.6 Discuss the importance of the following conflicts as they relate to Naval History: \[Ref. d, Ch. 5\] a. Battle of Coral Sea \[Pg. 5-16\] b. Invasion of Normandy \[Pg. 5-17\] c. Battle of Midway \[Pg. 5-17\] \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ (Signature and Date).7 Discuss the conditions that led to the creation of Navy Explosive Ordnance Disposal (EOD) and Navy Divers. \[Ref. e, Ch. 1, Pg. 1-14 thru 1-16\] **History goes back to the first group of volunteers selected to work with the** **famed British UXO teams following the initial German Blitzkrieg attacks in** **early 1940.** **In June 1941, these veterans returned to form the first class in what was** **originally named the Mine Recovery School.** **Between June 1941 and October 1945, nineteen classes graduated and** **deployed throughout the Pacific and Mediterranean theaters.** **Divided into Mobile Explosive Investigative Units (MEIU) they were** **instrumental in the clearance of explosive hazards both on land and at sea** **The conflict in Korea saw a return to action on various minesweepers** **ensuring the continual clearance of shipping hazards.** **Renamed to Explosive Ordnance Disposal (EOD) Units they took part in** **inland intelligence operations and interacted with ground-based units in** **Inchon, Wonson and throughout the United Nations Theater of operations.** Navy Divers: **The early history of diving in the US Navy parallels that of the other navies of** **the world. Since the middle of the nineteenth century, the Navy has** **employed divers in salvage and repair of ships, in construction work, and in** **military operations. For the most part, early Navy Divers were swimmers** **and skin divers, with techniques and missions unchanged since the days of** **Alexander the Great. During the Civil War Battle of Mobile Bay, swimmers** **were sent in ahead of Admiral Farragut\'s ships to locate and disarm** **Confederate mines that had been planted to block the entrance to the bay.** **In 1898, Navy Divers were briefly involved in an international crisis when** **the second-class armored battleship USS Maine was sunk by a mysterious** **explosion while anchored in the harbor at Havana, Cuba. Navy Divers were** **sent from Key West to study and report on the wreck. Although a Court of** **Inquiry was convened, the reason for the sinking was not found.** **The beginning of the twentieth century saw the attention of all major navies** **turning towards developing a weapon of immense potential - the military** **submarine. The highly effective use of the new weapon by the German Navy** **in World War I heightened this interest, and an emphasis was placed on the** **submarine that continues today.** **The US Navy had operated submarines on a limited basis for several years** **prior to 1900. As American technology expanded, the US submarine fleet** **grew rapidly. However, throughout the period of 1912-1939, the** **development of the Navy\'s F, H, and S class boats was marred by a series** **accidents, collisions, and sinkings. Several of these submarine disasters** **resulted in a correspondingly rapid growth in the Navy diving capability.** **Until 1912, US Navy Divers rarely went below 60 fsw (feet of seawater). In** **that year, Chief Gunner George D. Stillson set up a program to test** **Haldane\'s diving tables and methods of stage decompression. A** **companion goal of the program was to develop improvements in Navy** **diving equipment. Throughout a three-year period, first diving in tanks** **ashore and then in open water in Long Island Sound from the USS Walke** **(Destroyer No.34), the Navy Divers went progressively deeper, eventually** **reaching 274 fsw.** **The publication of the first US Navy Diving Manual and the establishment of** **a Navy Diving School at Newport, Rhode Island were the direct outgrowth** **of experience gained in the test program and the USS F-4 salvage. When** **the United States entered World War I, the staff and graduates of the school** **were sent to Europe, where they conducted various salvage operations** **along the French coast.** \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ (Signature and Date).8 Discuss the following personnel including roles and responsibilities in the chain of command: a. Secretary of the Navy (SECNAV) \[Ref. d, Ch. 6, Pg. 6-3\] **The SECNAV is responsible for, and has the authority under Title 10 of the** **United States Code, to conduct all the affairs of the Department of the Navy.** **The SECNAV has the following responsibilities:** **Conducts recruiting, organizing, supplying, equipping, training, and** **mobilizing, and demobilizing.** **Oversees the construction, outfitting, and repair of naval ships, equipment** **and facilities.** **Formulates and implements policies and programs that are consistent with** **The national security policies and objectives established by the President** **and the Secretary of Defense.** a. Chief of Naval Operations (CNO) \[Ref. i\] b. Master Chief Petty Officer of the Navy (MCPON) \[Ref. i\] c. Fleet Master Chief \[Ref. g, Ch. 1, Pg. 1-1\] d. Force Master Chief \[Ref. g, Ch. 1, Pg. 1-1\] **See C.** e. Commanding Officer \[Ref. d, Ch. 6, Pg. 6-9\] f. Executive Officer \[Ref. d, Ch. 6, Pg. 6-9\] g. CMDMC \[Ref. g, Ch. 1, Pg. 1-1\] N-1 Admin Assistance Officer \[Ref. h, Pg. C-37\] **Administers all types of contracts.** **Approves contractor\'s wage and salary schedules, requests for progress** **payments and accounting, estimating and purchasing systems. Grants** **subcontract and purchase order approval/consent. Determines allocability** **and allocability of costs. Manages inspection program, ensuring timely** **delivery of acceptable materials. Determines cause and responsibility for** **delays. Analyzes contractor\'s claims for adjustments. Prices out, negotiates** **and executes contract modifications. Negotiates overhead rates.** **Supervises compliance with property administration requirements and** **Supervise enforcement of security requirements.** N-3 Operations Officer \[Ref. h, Pg. C-92\] **Conducts theoretical, statistical and simulator** **analyses of complex systems. Assists in determining basis for decisions** **regarding selection, employment and control of operations systems.** **Interprets results of fundamental operations research studies. Assists in** **design of fleet and operational evaluations of new equipment, weapons** **systems and tactics and in interpretation of results of evaluations. Assists** **in design, analysis and interpretation of results of fleet exercises.** N-4 Supply Officer \[Ref. h, Pg. C-24\] **Contracts for all types of systems, equipments,** **supplies and services. Analyzes purchase requests. Determines prospective** **sources. Solicits bids, proposals, quotations and evaluates industry** **responses. Establishes negotiation objectives, obtains necessary** **clearances and conducts negotiations. Awards contracts and ensures that** **all contractual documentation complies with statutory and regulatory** **requirements.** N-6 Communications Officer \[Ref. h, Pg. C-119\] **Operates and administers the end segments** **or operator positions of radio and landline facilities at communication** **activity. Supervises operators of communication equipment and** **administrative, messenger and maintenance personnel. Interprets** **communication procedures and regulations. Conducts traffic studies.** **Enforces a traffic quality control program. Maintains files and publications** **and makes required reports. Operates a fleet locator section. Controls** **security of assigned spaces and classified material.** \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ (Signature and Date) 101. **NAVY EXPEDITIONARY HISTORY AND ORGANIZATION FUNDAMENTALS** 101.9 State the mission, capabilities, and projected operating areas for the following NECC commands as applicable: \[Ref. e\] **NECC is a force provider for integrated maritime expeditionary missions. The** **subordinate units are a core expeditionary force providing "smart power,"** **applying just the right power, at the right time, at the right place. This may** **cover a variety of missions such as:** 1. **Effective waterborne and ashore anti-terrorism** 2. **Force protection** 3. **Theater security cooperation and engagement** 4. **Humanitarian assistance/disaster relief contingencies** a. Maritime Civil Affairs and Training Command (MCASTC) **provides personnel, trains, equips and deploys U.S. Navy Sailors for a Task Force Commander to establish and enhance relations between military forces, governmental and nongovernmental organizations and the civilian populace. Accomplished in a collaborative manner across the spectrum of operations in the maritime environment, MCAST Command executes civilian to military operations and military to military training, as directed, in support of security cooperation and security assistance requirements**. b. Explosive Ordnance Disposal (EOD) **Explosive Ordnance Disposal (EOD) conducts counter - IED operations, renders safe explosive hazards and disarms underwater explosives such as mines. EOD specialists can handle chemical, biological and radiological threats and are the only military EOD force that can both parachute from the air to reach distant targets or dive under the sea to disarm weapons. EOD's Mobile Diving and Salvage Units clear harbors of navigation hazards, engage in underwater search and recovery operations, and perform limited underwater repairs on ships.** c. Naval Construction Force (NCF) **Naval Construction (Seabees) provide a wide range of construction in support of operating forces, including roads, bridges, bunkers, airfields and logistics bases; provides responsive support disaster recovery operations; performs civic action projects to improve relations with other nations; and provides anti-terrorism and force protection for personnel and construction projects.** Naval Expeditionary Intelligence Command (NEIC) **Expeditionary Intelligence delivers flexible, capable and ready maritime expeditionary intelligence forces that respond rapidly to evolving irregular warfare area intelligence requirements. Intelligence teams supply expeditionary warfighters with timely relevant intelligence to deny the enemy sanctuary, freedom of movement and use of waterborne lines of communication while supported forces find, fix and destroy the enemy and enemy assets within the operational environment.** \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ (Signature and Date) **102** 102 SAFETY FUNDAMENTALS ======================= References: a. OPNAVINST 5100.23G, Navy Occupational Safety and Health (NAVOSH) Program Manual b. OPNAVINST 3500.39C, Operational Risk Management (ORM) c. NAVEDTRA 14167, Naval Safety Supervisor d. OPNAVINST 5102.1 (Series), Navy and Marine Corps Mishap and Safety Investigation, Reporting, and Record Keeping Manual e. The Purple Book f. BUMEDNOTE 6260, Interim Navy Medicine Hearing Conservation Program Guidance g. COMUSFLTFORCOMINST/COMPACFLTINST 5100.8 102.1 Discuss historical development of the Navy Safety and Occupational Health (SOH) program. \[Ref. c, Ch.1, Pg. 1-1 and Ch. 5, Pg. 5-1\] **-1917 Safety engineers were assigned to each naval shipyard.** **-1922 Safety programs for civilian employees were introduced at all naval activities.** **-1929 Enlisted personnel on shore duty were included in safety programs.** **-1947 The Navy Department Safety Council was organized under the Director of Safety of the Office of Industrial Relations (OIR). Its original mission was to coordinate safety procedures and to provide communications between the bureau safety engineers and the technical staff of the OIR safety branch. In 1967, the council\'s mission was expanded to include the development and maintenance of the U.S. Navy Safety Precautions Manual, OPNAV 34P1.** **-1951 The transition from propeller to jet aircraft helped the Secretary of the Navy (SECNAV) to establish the Naval Aviation Safety Council. In 1955, the name was changed to the Naval Aviation Safety Center.** **-1963 The Navy was shaken by the sudden loss of the USS Thresher (SSN-593), in which 129 sailors were lost. The Navy convened a court of inquiry to examine the circumstances leading up to and surrounding the incident. The court\'s findings resulted in the creation of the Submarine Safety Program Its purpose was to impose high standards of quality control on submarine construction and operations. In 1964, the Chief of Naval Operations (CNO) established the Submarine Safety Center at the submarine base in New London, Connecticut, to examine and coordinate all matters of submarine safety.** **-1966-1967- SECNAV tasked CNO with reviewing the entire Navy Safety Program after a series of fires, collisions, and other mishaps involving surface ships resulted in more than 200 deaths and \$100 million in damages. On 3 May 1968, as a result of the CNO\'s findings, SECNAV established the Naval Safety Center.** **-1970 The Occupational Safety and Health Act (OSHA) of 1970 became law.** **-1973 The Commander, Naval Safety Center, was designated as the CNO\'s Safety Coordinator (N09F), reporting directly to the Vice Chief of Naval Operations. This designation made the Naval Safety Center\'s mission more specific and all encompassing.** **-1983 The first Navy Safety & Occupational Health Program Manual, OPNAVINST 5100.23 Series was implemented.** **-Safety programs gained special prominence after passage of the Occupational Safety and Health Act on 31 December 1970. The primary thrust of the act was directed at the private-sector employer. However, section 19 of the act and several later Executive orders directed federal agencies to set up and maintain comprehensive and effective occupational safety and health programs.** **-On 26 July 1971, Executive Order (EO) 11612, the Occupational Safety and Health Programs for Federal Employees, was signed. This EO stated that the federal government, as the nation\'s largest employer, has a special obligation to set an example for safe and healthful employment. In that regard, the head of each federal department and agency was directed to establish an occupational safety and health program.** \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ (Signature and Date).2 Explain safety program responsibilities of the following command personnel: \[Ref. c, Ch. 1\] a. Commanding Officer \[Pg. 1-6\] **The commander, commanding officer, or officer in charge has ultimate responsibility for safety matters within his or her unit. He or she appoints a safety officer or safety manager to help carry out day-to-day safety-related activities. The duty of the safety officer or safety manager is to make sure all personnel understand and strictly enforce all prescribed safety precautions.** **Afloat, the safety organization extends from the commanding officer down to the most junior sailor. Each department and division on board ship has safety program responsibilities. Ashore, although bases and tenant commands are staffed with military or civilian safety professionals, the safety organization includes every worker.** b. Executive Officer \[Pg. 1-7\] **The safety officer reports to the executive officer about administrative matters. The safety officer assignment may be a primary or collateral duty, depending on the type of ship and its size.** c. Safety Officer \[Pg. 1-7\] **The safety officer is responsible for managing the SOH program. The safety officer reports directly to the commanding officer on SOH matters and to the executive officer for the administration the SOH program. Normally, the safety officer has Department Head status and seniority and is responsible for carrying out a comprehensive safety program. Objectives established by the commanding officer serve as the basis for this program. OPNAVINST 5100.19E outline the duties and responsibilities of the safety officer. The safety officer\'s responsibilities include the following:** **(1) Act as the principal advisor to the commanding officer on shipboard SOH matters.** **(2) Oversee ship-wide planning to implement all elements of the SOH program.** **(3) Prepare and submit, through the chain of command, requests for external SOH support such as industrial hygiene surveys, safety surveys, safety assist visits or technical guidance.** **4) Participate in mishap and safety investigation** **(5) Ensure timely and accurate recording and reporting of required mishap reports.** **(6) Maintain and analyze SOH records (inspection/assessment reports, injury reports, and mishap statistics) and determine trends.** **(7) Ensure that annual internal safety inspection is performed.** **(8) Ensure dissemination of SOH information.** **(9) Schedule/coordinate required SOH training with the training officer/planning board for training. Conduct training as appropriate and ensure records of that training are maintained.** **(10) Serve as advisor-recorder of the safety council. Prepare agenda for issuance by the chairperson.** **(11) Serve as chairperson of the enlisted safety committee.** **(12) Ensure, that SOH discrepancies beyond ship\'s force capability are properly identified, prioritized, and documented for corrective action.** **(13) Complete the Afloat Safety Officer course (A-4J-0020) or the Submarine Safety Officer course (F-4J-0020), as appropriate, prior to or within six months of assignment.** **(14) Ensure timely processing and follow-up on safety hazard reports submitted by crew members.** **(15) Coordinate with the command's traffic safety coordinator and recreation and off-duty safety (RODS) coordinator to include these programs in the overall SOH program.** **(16) On ships where the assigned safety officer or assistant safety officer is an industrial hygiene officer (IHO): (a) Maintain and ensure calibration of all industrial hygiene equipment. (b) Participate in and demonstrate proficiency in asbestos laboratory quality assurance programs as required by the TYCOM.(c) Ensure that exposure monitoring for the command is performed, and provide technical assistance on request to tended units and other afloat units.** **(17) Establish web-enabled safety system (WESS) account on COMNAVSAFECEN website.** **The safety officer works with all department heads and division safety officers and petty officers in carrying out the safety program in their areas.** d. Department Head \[Pg. 1-8\] **(1) Ensure that all assigned workspaces are inspected and maintained free of hazards and are in compliance with applicable SOH standards.** **(2) Ensure that all assigned personnel are properly trained, advised of any associated hazards, are equipped/provided with appropriate protective clothing/equipment, and complete any required medical surveillance screenings.** **(3) Take prompt action to abate/correct any identified deficiency under their control.** **(4) Integrate safety in all activities consistent with mission requirements.** **(5) Ensure that mishaps, hazards, and near mishaps are reported to the safety officer.** e. Division Officer \[Pg. 1-8\] **Division officers shall appoint a senior petty officer (E-5 or above) as the division safety petty officer to assist in the responsibilities outlined above and provide appropriate on board indoctrination to ensure satisfactory performance in the safety field.** f. Work Center Supervisor \[Pg. 1-8\] **(1) Ensure that workspace are inspected and maintained free of hazards and are in compliance with applicable SOH standards.** **(2) Ensure that all assigned personnel are properly trained, advised of any associated hazards, are equipped/provided with appropriate protective clothing/equipment, and complete any required medical surveillance screenings.** **(3) Take prompt action to abate/correct any identified deficiency under their control.** **(4) Integrate safety in all activities consistent with mission requirements.** **(5) Ensure that mishaps, hazards, and near mishaps are reported to the Division officer.** g. Safety Petty Officer \[Pg. 1-8, Pg. 1-9\] **The division safety petty officer or aviation safety petty officer (when embarked onboard ship) shall:** **(1) Inspect division spaces and submit hazard reports per OPNAV 3120/5.** **(2) Advise the division officer on the status of the SOH program within the division including any safety-related items revealed through maintenance, such as noncompliance with or deficiency in the planned maintenance system (PMS).** **(3) Keep the division officer informed of safety training needs within the division.** **(4) Conduct division SOH training and ensure documentation of that training is maintained.** **(5) Assist in mishap or hazard investigations and provide recommendations to division officers for correction.** **(6) Serve on the enlisted safety committee.** **(7) Perform or supervise the performance of required safety petty officer maintenance index page (MIP) planned maintenance** h. All hands \[Pg. 1-9\] **Safety program success depends on all-hands cooperation and support. The best safety program cannot prevent mishaps if the crew does not comply with safety precautions. All hands must follow posted safety precautions, comply with safety standards, and report unsafe or unhealthful conditions. They must report injuries and material damage immediately to their supervisor.** \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ (Signature and Date).3 What is the purpose of ORM? \[Ref. b, Encl. 1, Pg. 1\] **a. Is a decision making tool used by personnel at all levels to increase effectiveness by identifying, assessing, and managing risks. By reducing the potential for loss, the probability of a successful mission is increased.** **b. Increases Navy's ability to make informed decisions by providing a standardized RM process.** **c. Minimizes risks to acceptable levels, commensurate with mission accomplishment. The amount of risk the Navy will accept in war is much greater than what the Navy should accept in peace, but the process is the same. Correct application of the ORM process will reduce losses and associated costs resulting in more efficient use of resources.** **d. Applies to off-duty activities due to their own diverse set of hazards and risks. ORM must be practiced 24 hours a day, 7 days a week, and 365 days a year.** \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ (Signature and Date) +-----------------------------------+-----------------------------------+ | 102.4 | Explain the following as they | | | apply to ORM: \[Ref. a, Encl. 1, | | | Pg. 7\] | +===================================+===================================+ | | a\. Identifying hazards - **A | | | hazard is any condition with | | | the potential to negatively | | | impact mission accomplishment | | | or cause injury, death, or | | | property damage. Hazard | | | identification is the | | | foundation of the entire RM | | | process. If a hazard is not | | | identified, it cannot be | | | controlled. The effort expended | | | in identifying hazards will | | | have a multiplier effect. | | | Therefore, this step should be | | | allotted a larger portion of | | | the available time. There are | | | three basic actions to be | | | completed in this step:** | | | | | | **(1) Analyze the Mission. | | | Conduct analysis by reviewing the | | | plans and orders describing the | | | mission or task, identifying the | | | specified and implied tasks, and | | | defining the requirements and | | | conditions needed to accomplish | | | those tasks and, thus, accomplish | | | the mission. From this, construct | | | a chronological or sequential | | | list of the major events and | | | tasks in a mission or task, | | | breaking the operation down into | | | manageable phases. This is the | | | complete picture of what is | | | expected to happen; it assures | | | all elements of a mission or task | | | are evaluated for potential | | | sources of risk.** | | | | | | **(2) List the Hazards. With the | | | mission or task mapped out, each | | | event in the sequence is reviewed | | | for hazards. Hazards can be | | | identified in many ways and from | | | many sources. It is important to | | | involve the operators and those | | | with applicable experience. | | | Review any appropriate reports, | | | lessons learned, and | | | instructions. If time permits, | | | solicit additional expertise. | | | Brainstorming is useful in this | | | preliminary hazard analysis to | | | identify hazards. Asking "what | | | if," a means of thinking about | | | what could go wrong, can help | | | build on the PHA or uncover | | | additional hazards.** | | | | | | **(3) Determine the Hazard Root | | | Cause. Make a list of the causes | | | associated with each identified | | | hazard. Often a hazard may have | | | multiple causes, but it is | | | important to identify the root | | | cause. The root cause is the | | | first link in the chain of events | | | leading to mission or task | | | degradation. One technique to | | | help determine a root cause is to | | | keep asking the question "Why?" | | | With the causes identified, risk | | | controls can be applied to | | | mitigate the risk.** | +-----------------------------------+-----------------------------------+ | | b\. Assessing hazards- **For | | | each hazard identified, | | | determine the associated degree | | | of risk in terms of probability | | | and severity. The result of the | | | risk assessment is a | | | prioritized list of hazards, | | | which ensures that controls are | | | first identified for the most | | | serious threat to mission or | | | task accomplishment. The hazard | | | list is intended for use as a | | | guide to the relative priority | | | of risks involved and not as an | | | absolute order to follow.** | | | | | | **(1) Severity. This is an | | | assessment of the potential | | | consequence that can occur as a | | | result of a hazard and is defined | | | by the degree of injury, illness, | | | property damage, loss of assets | | | (time, money, personnel), or | | | effect on the mission or task. | | | Consideration must be given to | | | exposure potential.** | | | | | | **(2) Probability. This is an | | | assessment of the likelihood that | | | a potential consequence may occur | | | as a result of a hazard and is | | | defined by assessment of such | | | factors as location, exposure | | | (cycles or hours of operation), | | | affected populations, experience, | | | or previously established | | | statistical information.** | | | | | | **(3) Complete Risk Assessment. | | | Combine the severity with the | | | probability to determine the risk | | | assessment code (RAC) or level of | | | risk for each hazard.** | | | | | | **(4) Risk Assessment Pitfalls. | | | The following pitfalls should be | | | avoided during the assessment:** | | | | | | **(a) Over Optimism. Not being | | | totally honest or not looking for | | | root causes.** | | | | | | **(b) Misrepresentation. | | | Individual perspective may | | | distort the data.** | | | | | | **(c) Alarmism. "The sky is | | | falling" or "worst case" | | | estimates are used regardless of | | | their possibility.** | | | | | | **(d) Indiscrimination. All data | | | is given equal weight.** | | | | | | **(e) Prejudice. Subjective or | | | hidden agendas are used vice | | | facts.** | | | | | | **(f) Inaccuracy. Bad or | | | misunderstood data nullify | | | accurate risk assessment.** | | | | | | **(g) Enumeration. Difficulty in | | | assigning a numerical value to | | | human behavior.** | +-----------------------------------+-----------------------------------+ | | c\. Making risk decisions- | | | **There are three basic actions | | | which ultimately lead to making | | | informed risk decisions: | | | identifying control options; | | | determining the effect of these | | | controls on the hazard or risk; | | | and, ultimately deciding how to | | | proceed.** | | | | | | **(1) Identify Control Options. | | | For each hazard, develop one or | | | more control options that either | | | avoid the hazard or reduce its | | | risk to an acceptable level.** | | | | | | **1. Reject the Risk. If overall | | | risks exceed benefits or value, | | | do not take the risk. Without the | | | authority to apply the proper or | | | necessary controls, rejecting the | | | risk is a valid option and is a | | | way to elevate the risk to the | | | proper level.** | | | | | | **2. Avoid the Risk. It may be | | | possible to avoid specific risks | | | by "going around" them or doing | | | the mission or task in a | | | different way.** | | | | | | **3. Delay an Action. If there is | | | no time deadline or other benefit | | | or value to speedy accomplishment | | | of a mission or task, it may be | | | possible to reduce the risk by | | | delaying the task. Over time, the | | | situation may change and the risk | | | may be eliminated, or additional | | | risk control options may become | | | available (additional resources, | | | new technology, etc.) reducing | | | the overall risk.** | | | | | | **4. Transfer the Risk. Risk may | | | be reduced by transferring all or | | | some portion of that mission or | | | task to another individual, unit, | | | or platform that is better | | | positioned, more survivable, or | | | more expendable. Transference | | | decreases the probability or | | | severity of the risk to the total | | | force** | | | | | | **5. Compensate for the Risk. To | | | ensure the success of critical | | | missions or tasks and compensate | | | for potential losses assign | | | redundant capabilities.** | | | | | | **(2) Determine Control Effects. | | | With controls identified, the | | | hazard should be re-assessed, | | | taking into consideration the | | | effect the control will have on | | | the severity and or probability. | | | This refined risk assessment | | | determines the residual risk for | | | the hazard, assuming the | | | implementation of selected | | | controls. At this point, it is | | | also appropriate to consider the | | | cost (personnel, equipment, | | | money, time, etc.) of the control | | | and the possible interaction | | | between controls.** | | | | | | **(3) Make Risk Decisions. A key | | | element of the risk decision is | | | determining if the risk is | | | acceptable. This decision must be | | | made at the right level by the | | | individual who can balance the | | | risk against the mission or task | | | potential benefit and value. This | | | individual decides if controls | | | are sufficient and acceptable and | | | whether to accept the resulting | | | residual risk. If it is | | | determined the risk level is too | | | high, the development of | | | additional or alternate controls, | | | modifications, changes, or | | | rejecting the course of action | | | becomes necessary. Leaders can | | | use the risk assessment in | | | conjunction with their | | | commanders' guidance to | | | communicate how much risk they | | | are willing to allow subordinate | | | leaders to accept. It is | | | important to keep in mind that | | | risk decisions are based on the | | | residual risk, which is only | | | valid if the selected controls | | | are implemented and remain | | | effective.** | +-----------------------------------+-----------------------------------+ | | d\. Implementing controls- | | | **Once the risk control | | | decisions are made, the next | | | step is implementation. This | | | requires that the plan is | | | clearly communicated to all the | | | involved personnel, | | | accountability is established, | | | and necessary support is | | | provided. Careful documentation | | | of each step in the RM process | | | facilitates risk communication | | | and the rational processes | | | behind the RM decisions.** | | | | | | **(1) Make Implementation Clear. | | | To make the implementation | | | directive clear, consider using | | | examples, providing pictures or | | | charts, including job aids, etc. | | | Provide a roadmap for | | | implementation, a vision of the | | | end state, and description of | | | expectations. Controls should be | | | presented so they will be | | | received positively by the | | | intended audience. This can best | | | be achieved by promoting user | | | ownership.** | | | | | | **(2) Establish Accountability. | | | Accountability is important to | | | effective RM. Ultimately, the | | | accountable person is the | | | appropriate decision maker; the | | | individual responsible for | | | accomplishing the mission or | | | task. However, successful | | | implementation requires | | | delegation of risk control | | | actions. Those assigned should | | | acknowledge the responsibility | | | and be held accountable for the | | | implementation.** | | | | | | **(3) Provide Support. A properly | | | applied control has the best | | | chance for successful | | | implementation. In addition to | | | ongoing participation of the | | | leadership, this requires:** | | | | | | **(a) Providing the personnel and | | | resources necessary to implement | | | the control measures.** | | | | | | **(b) Designing sustainability | | | into the controls from the | | | beginning.** | | | | | | **(c) Employing the control with | | | a feedback mechanism that will | | | provide information on whether | | | the control is achieving the | | | intended purpose.** | +-----------------------------------+-----------------------------------+ | | e\. Supervising- **Supervise and | | | review involves determining the | | | effectiveness of risk controls | | | throughout the mission or task. | | | This involves three actions: | | | monitoring the effectiveness of | | | risk controls; determining the | | | need for further assessment of | | | all or a portion of the mission | | | or task due to an unanticipated | | | change; and capturing lessons | | | learned, both positive and | | | negative.** | | | | | | **(1) Monitor. Monitor the | | | operation to ensure:** | | | | | | **(a) Controls are implemented | | | correctly, are effective, and | | | remain in place.** | | | | | | **(b) Action is taken to correct | | | ineffective risk controls and | | | reinitiate the RM process in | | | response to new hazards.** | | | | | | **(c) Risks and controls are | | | reevaluated any time the | | | personnel, equipment, or mission | | | tasks change, or new events are | | | anticipated in an environment not | | | identified in the initial RM | | | analysis.** | | | | | | **(2) Review. When controls are | | | applied and during the mission or | | | task, a continuous systematic | | | review must be accomplished to | | | see if the risks versus the | | | benefits and value are balanced. | | | To determine if appropriate RM | | | controls were applied, compare | | | the earlier risk assessment to | | | the present risk assessment.** | | | | | | **(a) To accomplish an effective | | | review, those responsible for the | | | mission or task should identify | | | whether the actual cost is in | | | line with expectations and | | | determine what effect the risk | | | control had on mission or task | | | performance. It is difficult to | | | evaluate the risk control by | | | itself; therefore, the focus | | | should be on the risk mitigation | | | relative to the mission or | | | task.** | | | | | | **(b) Measurements are necessary | | | to ensure accurate evaluations of | | | how effectively controls reduce | | | risks. Measurement can be done by | | | simple observation, talking with | | | personnel, or through more formal | | | after action reports, surveys, | | | and in-progress reviews.** | | | | | | **(3) Feedback. A review by | | | itself is not enough. A mission | | | or task feedback system should be | | | established to ensure that the | | | corrective or preventative action | | | taken was effective and that any | | | newly discovered hazards | | | identified during the mission or | | | task are analyzed and corrective | | | action taken. It is essential | | | that the feedback system be | | | designed to:** | | | | | | **(a) Inform all involved | | | personnel.** | | | | | | **(b) Provide input back into the | | | ORM process during execution of | | | the mission or task.** | | | | | | **(c) Provide input into a | | | lessons learned database for use | | | by others or for the next | | | event.** | | | | | | **(d) Provide for formal or unit | | | level training updates or | | | revisions.** | +-----------------------------------+-----------------------------------+ | | \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\ | | | _\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ | | | \_\_ | +-----------------------------------+-----------------------------------+ | | (Signature and Date) | +-----------------------------------+-----------------------------------+ |.5 | Discuss the four principles of | | | ORM. \[Ref. b, Encl. 1, Pg. 2\] | | | | | | **a. Accept Risk when Benefits | | | Outweigh the Cost. The process of | | | weighing risks against the | | | benefits and value of the mission | | | or task helps to maximize | | | success. Balancing costs and | | | benefits is a subjective process. | | | Therefore, personnel with | | | knowledge and experience of the | | | mission or task must be engaged | | | when making risk decisions.** | | | | | | **b. Accept No Unnecessary Risk. | | | If all detectable hazards have | | | not been identified, then | | | unnecessary risks are being | | | accepted. Additionally, an | | | unnecessary risk is any risk | | | that, if taken, will not | | | contribute meaningfully to | | | mission or task accomplishment or | | | will needlessly jeopardize | | | personnel or materiel. The RM | | | process identifies hazards that | | | might otherwise go unidentified | | | and provides tools to reduce or | | | offset risk. The acceptance of | | | risk does not equate to the | | | imprudent willingness to gamble. | | | Take only risks that are | | | necessary to accomplish the | | | mission or task.** | | | | | | **c. Anticipate and Manage Risk | | | by Planning. Integrating RM into | | | planning at all levels and as | | | early as possible provides the | | | greatest opportunity to make | | | well-informed risk decisions and | | | implement effective risk | | | controls. This enhances the | | | overall effectiveness of ORM and | | | often reduces costs. Thorough | | | planning identifies associated | | | hazards and the steps necessary | | | to complete the task or | | | mission.** | | | | | | **d. Make Risk Decisions at the | | | Right Level. Anyone can make a | | | risk decision. However, the | | | appropriate level for risk | | | decisions is the person that can | | | make decisions to eliminate or | | | minimize the hazard, implement | | | controls to reduce the risk, or | | | accept the risk. Leaders at all | | | levels must ensure that personnel | | | know how much risk they can | | | accept and when to elevate the | | | decision to a higher level. | | | Ensuring that risk decisions are | | | made at the appropriate level | | | will establish clear | | | accountability. Therefore, those | | | accountable for the mission must | | | be included in the RM process. If | | | the commander, leader, or | | | individual responsible for | | | executing the mission or task | | | determines that the controls | | | available to them will not reduce | | | risk to an acceptable level, they | | | must elevate the risk decisions | | | to the next level in the chain of | | | command.** | +-----------------------------------+-----------------------------------+ | | \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\ | | | _\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ | | | \_\_ | +-----------------------------------+-----------------------------------+ | | (Signature and Date) | +-----------------------------------+-----------------------------------+ |.6 | Discuss the following hazard | | | severity codes: \[Ref. b, Table | | | 1, Encl. 1, Pg. 8\] | +-----------------------------------+-----------------------------------+ | | a\. Category I- **Loss of the | | | ability to accomplish the | | | mission. Death or permanent | | | total disability. Loss of a | | | mission-critical system or | | | equipment. Major facility | | | damage. Severe environmental | | | damage. Mission-critical | | | security failure. Unacceptable | | | collateral damage.** | +-----------------------------------+-----------------------------------+ | | b\. Category II-**Significantly | | | degraded mission capability or | | | unit readiness. Permanent | | | partial disability or severe | | | injury or illness. Extensive | | | damage to equipment or systems. | | | Significant damage to property | | | or the environment. Security | | | failure. Significant collateral | | | damage** | +-----------------------------------+-----------------------------------+ | | c\. Category III- **Degraded | | | mission capability or unit | | | readiness. Minor damage to | | | equipment, systems, property, | | | or the environment. Minor | | | injury or illness.** | +-----------------------------------+-----------------------------------+ | | d\. Category IV- **Little or no | | | adverse impact on mission | | | capability or unit readiness. | | | Minimal threat to personnel, | | | safety, or health. Slight | | | equipment or systems damage, | | | but fully functional and | | | serviceable. Little or no | | | property or environmental | | | damage.** | +-----------------------------------+-----------------------------------+ | | \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\ | | | _\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ | | | \_\_ | +-----------------------------------+-----------------------------------+ | | (Signature and Date) | +-----------------------------------+-----------------------------------+ |.7 | Discuss the following mishap | | | probability codes: \[Ref. b, | | | Table 2, Encl. 1, Pg. 9\] | +-----------------------------------+-----------------------------------+ | | a\. Subcategory A- **Likely to | | | occur, immediately or within a | | | short period of time. Expected | | | to occur frequently to an | | | individual item or person; or | | | continuously over a service | | | life for an inventory of items | | | or group.** | +-----------------------------------+-----------------------------------+ | | b\. Subcategory B- **Probably | | | will occur in time. Expected to | | | occur several times to an | | | individual item or person; or | | | frequently over a service life | | | for an inventory of items or | | | group.** | +-----------------------------------+-----------------------------------+ | | c\. Subcategory C- **May occur | | | in time. Can reasonably be | | | expected to occur some time to | | | an individual item or person; | | | or several times over a service | | | life for an inventory of items, | | | or group.** | +-----------------------------------+-----------------------------------+ | | d\. Subcategory D- **Unlikely to | | | occur, but not impossible.** | +-----------------------------------+-----------------------------------+ | | \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\ | | | _\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ | | | \_\_ | +-----------------------------------+-----------------------------------+ | | (Signature and Date) | +-----------------------------------+-----------------------------------+ |.8 | Define the terms "Hazard | | | Severity" and "Mishap | | | Probability" as they apply to the | | | Risk Assessment Code (RAC). | | | \[Ref. a, Pg. 12-A\] | | | | | | **-Hazard Severity: determines | | | the severity based either on the | | | naval asbestos facility score | | | (NAFS) if available in the | | | activity's asbestos inventory or | | | from a judgment of the condition | | | of the asbestos involved. The | | | resulting Roman numeral is the | | | hazard severity. (For more | | | information on NAFS see Naval | | | Facilities Engineering Service | | | Center Pub SP-2027-ENV of Sep 97, | | | Asbestos Control Program | | | Operations and Maintenance Plan.) | | | (NOTAL)** | | | | | | **-Probability: determine the | | | number of people exposed to | | | asbestos then determine the | | | number of hours per week the | | | average person is exposed. Note | | | the letter where the row and | | | column intersect. This is the | | | probability** | +-----------------------------------+-----------------------------------+ | | \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\ | | | _\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ | | | \_\_ | +-----------------------------------+-----------------------------------+ | | (Signature and Date) | +-----------------------------------+-----------------------------------+ +-----------------------------------+-----------------------------------+ | 102.9 | Explain requirements to properly | | | use and maintain Personal | | | Protective Equipment (PPE). | | | \[Ref. a, Ch. 20, Para. 2001\] | | | | | | **-a. The best means of | | | protecting personnel from hazard | | | exposure in the workplace is to | | | eliminate the hazard. When this | | | is not possible, engineering | | | controls shall be the method of | | | choice to eliminate or minimize | | | hazard exposure in the workplace. | | | When neither of these methods can | | | be employed, activities shall | | | implement a personal protective | | | equipment (PPE) program to reduce | | | or eliminate personnel exposure | | | to hazards.** | | | | | | **- b. Navy policy is that | | | activities provide, use and | | | maintain PPE when competent | | | authority determines that its use | | | is necessary and that such use | | | will lessen the likelihood of | | | occupational injuries and/or | | | illnesses. Activities shall | | | provide necessary protective | | | equipment where there is a | | | reasonable probability that the | | | use of the equipment will prevent | | | or reduce the severity of | | | injuries or illnesses. PPE | | | procurement and enforcement of | | | proper use and maintenance is the | | | responsibility of the activity.** | | | | | | **- c. Activities must recognize | | | that personal protective devices | | | do nothing to reduce or eliminate | | | the