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DISCUSSION: The integration of protection (safety) into unit training has been successfully tested at the brigade level during the spring of 1993. This test followed the training management cycle from FM 25-101, Battle-Focused Training, as shown in Figure 4.

Actions shown in the shaded areas were accomplished by a brigade in its trainup exercises for an NTC rotation and during the rotation. Listed below are the actions accomplished. The tools used are included in the appendices. You can do this in your unit now.

* Commander's guidance -- The commander can include safety goals, objectives, and priorities in his training guidance. A generic example is at Appendix A. A specific example targeting the most probable problem areas is at Appendix B. Risk management guidance was addressed as shown in Appendix C. Both of these "real world" examples were included in the brigade's tactical SOP. Additionally, the commander's safety guidance was summarized in a 15-page pocket-sized booklet that each soldier was required to carry at all times.

* Protection assessment -- As part of the commander's training assessment, a safety assessment should be conducted. The objective is to identify shortcomings in the five elements of readiness and to identify actions to correct and control the shortcomings. The assessment procedure is as follows:

1. Use diagnostic tools. Develop and administer a quiz that will assess soldier knowledge of safety rules for garrison, FTX, and CTC operations the unit will conduct. This will identify safety training requirements. For example, an extract of NTC safety rules is at Appendix D, and sample questions are at Appendix E. Each soldier should be required to get a passing grade on the safety rules quiz to be safety certified to participate in FTXs or CTC exercises. A complete study guide and quiz (one for ground operations and one for aviation) for the NTC and the JTRC can be obtained from the U.S. Army Safety Center. Then administer the "Next Accident Assessment" to estimate the risk of human error accidents and identify the sources in readiness shortcomings. There are two assessments: one for individual soldiers and one for commanders and leaders. Both, along with instructions, can be obtained from the U.S. Army Safety Center. The assessment for commanders and leaders was featured in the Spring 1993 NCO Journal, and a completed example is at Appendix F.

2. Conduct observations. Observe the unit's combat functions and METL training in action. Interview commanders, key leaders, and soldiers. Review the training guidance of the unit and that of the next higher level, e.g., battalion and brigade or brigade and division. The objective is to obtain information about the status of each of the five elements of readiness. An example list of areas and indicators to observe is at Appendix G.

3. Analyze and record data. Organize findings from the safety assessment into an "observation" format. That is, each finding should identify a strength or a weakness, the METL affected, readiness element(s) responsible, and any recommendations to improve readiness strengths or correct readiness shortcomings. Example observations are at Appendix H.

4. Develop input to commander. Convert observations into input for the commander's training assessment. An example is at Appendix I. The commander can then select and implement long-range, near-term, and short-term options to control accident risk as part of the training management process.

Planning for protection was used by this brigade in its preparation for an NTC rotation. The steps described above were accomplished before the unit's trainup period for the rotation.

LESSON(S): By applying the risk management procedures described above, during training and operations, the unit is better able to conserve its resources so that combat power can be used on the battlefield.

TOPIC: EXECUTION.

DISCUSSION: When the mission (FTX, CTC, or combat operation) is being executed, risk management must be integrated into the decision making process to control residual readiness shortcomings. The procedure and tools described below provide the staff and commander a thought process to protect the force from accidental losses of combat power without compromising the mission.

1. Hasty risk assessment. As shown on part 1 of Appendix J, a staff officer uses METT-T facts to complete a risk assessment matrix for each course of action (COA). The accident risk level of each COA is then entered into the decision matrix as a mandatory criterion for the commander to consider in COA selection.

2. Deliberate risk management. After the commander selects the COA, he decides whether or not to accept the accident risk level. Regardless of the risk level, each staff officer identifies controls to reduce the risk of the most severe and most probable accidnets in his functional area for the selected COA. The worksheet of Appendix J can be used by each staff officer to identify controls for each METL mission prior to deployment. A ready reference is then available for each staff officer to select, tailor and recommend controls that will reduce the mission's accident risk level. The commander decides which proection controls he wants implemented and informs the staff when presenting his concept of the operation. each staff officer then enters the controls approved by the commander into the appropriate part of the operation order. The commander and staff then monitor and enforce implementation of the controls.

LESSON(S): During the planning process, the staff must identify the most probable hazards the unit will face and plan for appropriate controls that will either eliminate the hazards or reduce its risk. Deliberate risk assessment is the means to identify both hazards and controls.

TOPIC: ASSESSMENT.

DISCUSSION: Performance on the safety element of protection should be systematically observed during training and assessed afterwards. The objective is to ensure information provided the commander is sufficient for him to evaluate the unit's safety performance and then feed back into the training management cycle needed risk-control changes. The procedure is as follows:

1. Assess risk management. Unit leadership should assess the use of risk management using the flow chart of questions at Appendix L. When a unit is training at one of the CTCs, Observer Controllers (OCs) should assess the unit's use of risk management for each training mission.

2. Observe safety violations and determine readiness shortcomings. Unit leadership and OCs should detect and make on-the-spot corrections for safety violations. Also, by questioning individuals involved, they should determine the readiness shortcoming(s) responsible for each violation considered significant (potentially serious injury or equipment damage). At Appendix M is a flow chart of questions to use to determine the readiness shortcoming(s).

3. Record safety violation data. At Appendix N is a card format, with six examples, on which information can be recorded about observed individual safety violations.

4. Develop safety performance assessment for thecommander. For each mission, information about risk management and safety violations recorded should be developed into a chart that summarizes significant strengths and weaknesses observed. See example at Appendix O. The most important information from this chart should be briefed to the commander in preparation for the next mission (emphasis or changes to hazard control actions).

5. Develop feedback for training management process. At the end of the exercise, analyze the protection (safety) performance charts from each mission and consolidate the most significant strengths and weaknesses (see example at Appendix P). When briefed to the commander, the most important data from this end-of-exercise chart should provide the information necessary to assess the unit's safety performance and identify readiness shortcomings that need increased emphasis or different controls (long range, short term, and near term).

LESSON(S): Units must assess their protection performance during training missions, record the results, analyze the problems, develop safety performance COAs for the commander, and then insert feedback into the training management process. Tactical commanders must investigate fratricides and accidents. It should be noted that fratricide is a special type of accident and will be investigated IAW AR 385-40. This investigation has precedence over any other type investigation unless criminal intent is discovered. Investigation of all accidents is a tool to focus commanders on cause factors and prevention. Accident investigation reports will determine cause factors and their sources in readiness shortcomings, derive lessons learned, and assist commanders in developing countermeasures for the prevention of fratricides and other types of accidents.

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