1. Texas Wing Safety Day 2017 Colonel Sean Crandall, CAP
Texas Wing Commander
Maj Andrew Theismann, CAP
Director of Safety
Maj Jeff Ellison, CAP
Deputy Director of Safety
Content and Presentation provided by SWR/SE Lt Col John Kruger

2. SAFETY PLEDGE
As a Civil Air Patrol member I pledge to promote an uncompromising safety environment for myself and others, and to prevent the loss of, or damage to Civil Air Patrol assets entrusted to me. I will perform all my activities in a professional and safe manner, and will hold myself accountable for my actions in all of our Missions for America.

3. SAFETY DAY
Safety Days are designed to assemble our personnel to discuss and increase awareness of safety related issues. Civil Air Patrol borrows this tradition from the USAF.
STOP - step back from the high pace and intensity of our day-to-day operations
Think about exactly how we're doing our business -- what are the risks out there and what can we do to get rid of them.

4. WHY A SAFETY DAY Pause for introspection
Look at unit culture – how the unit trains, talks, acts and listens
Look at your self – your attitude toward safety and
risk management
Focus on problem areas (trends)
This is a pre-emptive strike on future mishaps
To help keep us safe on and off-duty

5. WHY A SAFETY DAY
Directed by the CAP National Commander -help us start the new fiscal year in the right direction
Per CAPR 62-2 An annual Safety Day will be held in all units sometime during the months of Jan-Mar to focus on improving safety knowledge and attitudes during the new fiscal year.
-Significant overall increase in mishaps.
-Up coming changes to CAP REG 62-1
-Safety Survey (Complete on eServices be-
teen 1 October and 31 January each fiscal
year).

6. TOPICS
There are a wide variety of topics and events you can use in your safety day. An entire safety day can be dedicated to a certain theme, depending on upcoming operations.
For today, however, we will cover:
Operational Risk Management (ORM)
Specifically cadet activities
Van Safety
Soft/Short Field Landing
Safety Culture

7. LINKS
Use these quick and easy summaries to find out about something new you're doing or as a refresher for something you haven't done in a while.
They're a great training tool to pass around at meetings, through , or post on bulletin boards.

8. Operational Risk Management (ORM) Fundamentals

9. ORM
We hate to beat ORM into the ground but it is just not being used effectively…

10. “deer in the headlights” look?
ORM
Have you ever tried explaining ORM to someone outside of CAP and gotten that
“deer in the headlights” look?
Have you ever tried to recite from memory the six steps to ORM just to find yourself fumbling with those two fleeting steps you just can’t quite put your finger on?
CAP leaders are encouraged to use the ORM forms to quantify and mitigate risk during CAP activities.

11. ORM
Operational Risk Management is a decision-making process to systematically evaluate possible courses of action, identify risks and benefits, and determine the best course of action for any given situation
Whether you are evaluating the risks associated with using a new piece of equipment in the workplace or evaluating the risks of swimming in an unmarked area, you can use the same decision-making process to determine the best course of action.

12. KEY PRINCIPLES Four Key Principles Accept no unnecessary risk.
Make risk decisions at the appropriate level.
Accept risk when the benefits
outweigh the costs.
Integrate ORM into CAP doctrine and planning at all levels
Accept no unnecessary risk. Of course, all USAF – CAP missions and daily routines involve risk. You must accept necessary risk required to successfully complete the mission or task. Unnecessary risk comes without a corresponding return, in terms of real benefits or available opportunities. ORM is dedicated to exposing and avoiding unnecessary risks.
Make risk decisions at the appropriate level. Those accountable for the success or failure of the mission must be included in the risk-decision process. This establishes clear accountability. Commanders must ensure that subordinates know how much risk they may accept and when they must elevate the decision to a higher level.
Accept the risk when the benefits outweigh the costs. Even high-risk endeavors may be undertaken when there is a clear knowledge that the sum of the benefits exceeds the sum of the costs. ORM is about controlling risk, not avoiding all risk.
Integrate ORM into CAP doctrine and planning at all levels. Integrating risk management into planning as early as possible provides the decision-maker the greatest opportunity to apply ORM principles. Usually, it reduces costs and enhances ORM's overall effectiveness too.

13. SIX-STEP PROCESS
Accept no unnecessary risk. Of course, all USAF – CAP missions and daily routines involve risk. You must accept necessary risk required to successfully complete the mission or task. Unnecessary risk comes without a corresponding return, in terms of real benefits or available opportunities. ORM is dedicated to exposing and avoiding unnecessary risks.
Make risk decisions at the appropriate level. Those accountable for the success or failure of the mission must be included in the risk-decision process. This establishes clear accountability. Commanders must ensure that subordinates know how much risk they may accept and when they must elevate the decision to a higher level.
Accept the risk when the benefits outweigh the costs. Even high-risk endeavors may be undertaken when there is a clear knowledge that the sum of the benefits exceeds the sum of the costs. ORM is about controlling risk, not avoiding all risk.
Integrate ORM into CAP doctrine and planning at all levels. Integrating risk management into planning as early as possible provides the decision-maker the greatest opportunity to apply ORM principles. Usually, it reduces costs and enhances ORM's overall effectiveness too.

14. SIX-STEP PROCESS Step 3: Analyze Risk Control Measures
Investigate a variety of actions which will either reduce or eliminate the risk.
Step 4: Make Control Decisions
The appropriate decision maker uses cost versus benefit analysis to choose the best control's.
Accept no unnecessary risk. Of course, all USAF – CAP missions and daily routines involve risk. You must accept necessary risk required to successfully complete the mission or task. Unnecessary risk comes without a corresponding return, in terms of real benefits or available opportunities. ORM is dedicated to exposing and avoiding unnecessary risks.
Make risk decisions at the appropriate level. Those accountable for the success or failure of the mission must be included in the risk-decision process. This establishes clear accountability. Commanders must ensure that subordinates know how much risk they may accept and when they must elevate the decision to a higher level.
Accept the risk when the benefits outweigh the costs. Even high-risk endeavors may be undertaken when there is a clear knowledge that the sum of the benefits exceeds the sum of the costs. ORM is about controlling risk, not avoiding all risk.
Integrate ORM into CAP doctrine and planning at all levels. Integrating risk management into planning as early as possible provides the decision-maker the greatest opportunity to apply ORM principles. Usually, it reduces costs and enhances ORM's overall effectiveness too.

15. SIX-STEP PROCESS Step 5: Implement Risk Controls
Plan for implementation of control's and the commitment of resources to do it.
Step 6: Supervise and Review
Proactive and personal follow-up on effectiveness of control's.
Accept no unnecessary risk. Of course, all USAF – CAP missions and daily routines involve risk. You must accept necessary risk required to successfully complete the mission or task. Unnecessary risk comes without a corresponding return, in terms of real benefits or available opportunities. ORM is dedicated to exposing and avoiding unnecessary risks.
Make risk decisions at the appropriate level. Those accountable for the success or failure of the mission must be included in the risk-decision process. This establishes clear accountability. Commanders must ensure that subordinates know how much risk they may accept and when they must elevate the decision to a higher level.
Accept the risk when the benefits outweigh the costs. Even high-risk endeavors may be undertaken when there is a clear knowledge that the sum of the benefits exceeds the sum of the costs. ORM is about controlling risk, not avoiding all risk.
Integrate ORM into CAP doctrine and planning at all levels. Integrating risk management into planning as early as possible provides the decision-maker the greatest opportunity to apply ORM principles. Usually, it reduces costs and enhances ORM's overall effectiveness too.

16. LEVELS OF RISK MANAGEMENT
ORM is designed to help you in your decision-making process.
It's not intended to be a time-consuming effort.
Therefore, use only the amount of risk management necessary for the task.
Accept no unnecessary risk. Of course, all USAF – CAP missions and daily routines involve risk. You must accept necessary risk required to successfully complete the mission or task. Unnecessary risk comes without a corresponding return, in terms of real benefits or available opportunities. ORM is dedicated to exposing and avoiding unnecessary risks.
Make risk decisions at the appropriate level. Those accountable for the success or failure of the mission must be included in the risk-decision process. This establishes clear accountability. Commanders must ensure that subordinates know how much risk they may accept and when they must elevate the decision to a higher level.
Accept the risk when the benefits outweigh the costs. Even high-risk endeavors may be undertaken when there is a clear knowledge that the sum of the benefits exceeds the sum of the costs. ORM is about controlling risk, not avoiding all risk.
Integrate ORM into CAP doctrine and planning at all levels. Integrating risk management into planning as early as possible provides the decision-maker the greatest opportunity to apply ORM principles. Usually, it reduces costs and enhances ORM's overall effectiveness too.

17. THREE LEVELS OF RISK Level 1: Time Critical
Used when there is little time, little complexity, or low risk. Often used during the execution phase of an operation where an unplanned change occurs and must be managed. It's easily applied to off-duty situations.
Accept no unnecessary risk. Of course, all USAF – CAP missions and daily routines involve risk. You must accept necessary risk required to successfully complete the mission or task. Unnecessary risk comes without a corresponding return, in terms of real benefits or available opportunities. ORM is dedicated to exposing and avoiding unnecessary risks.
Make risk decisions at the appropriate level. Those accountable for the success or failure of the mission must be included in the risk-decision process. This establishes clear accountability. Commanders must ensure that subordinates know how much risk they may accept and when they must elevate the decision to a higher level.
Accept the risk when the benefits outweigh the costs. Even high-risk endeavors may be undertaken when there is a clear knowledge that the sum of the benefits exceeds the sum of the costs. ORM is about controlling risk, not avoiding all risk.
Integrate ORM into CAP doctrine and planning at all levels. Integrating risk management into planning as early as possible provides the decision-maker the greatest opportunity to apply ORM principles. Usually, it reduces costs and enhances ORM's overall effectiveness too.

18. THREE LEVELS OF RISK Level 2: Deliberate
Used in the majority of workplace applications where experience in a group setting will produce the best results.
Accept no unnecessary risk. Of course, all USAF – CAP missions and daily routines involve risk. You must accept necessary risk required to successfully complete the mission or task. Unnecessary risk comes without a corresponding return, in terms of real benefits or available opportunities. ORM is dedicated to exposing and avoiding unnecessary risks.
Make risk decisions at the appropriate level. Those accountable for the success or failure of the mission must be included in the risk-decision process. This establishes clear accountability. Commanders must ensure that subordinates know how much risk they may accept and when they must elevate the decision to a higher level.
Accept the risk when the benefits outweigh the costs. Even high-risk endeavors may be undertaken when there is a clear knowledge that the sum of the benefits exceeds the sum of the costs. ORM is about controlling risk, not avoiding all risk.
Integrate ORM into CAP doctrine and planning at all levels. Integrating risk management into planning as early as possible provides the decision-maker the greatest opportunity to apply ORM principles. Usually, it reduces costs and enhances ORM's overall effectiveness too.

19. THREE LEVELS OF RISK Level 3: Strategic
Used in high priority or high visibility situations, strategic ORM generally requires use of more thorough hazard identification and risk assessment tools. Generally reserved for the more complex and riskier efforts, as it may be time consuming.
Accept no unnecessary risk. Of course, all USAF – CAP missions and daily routines involve risk. You must accept necessary risk required to successfully complete the mission or task. Unnecessary risk comes without a corresponding return, in terms of real benefits or available opportunities. ORM is dedicated to exposing and avoiding unnecessary risks.
Make risk decisions at the appropriate level. Those accountable for the success or failure of the mission must be included in the risk-decision process. This establishes clear accountability. Commanders must ensure that subordinates know how much risk they may accept and when they must elevate the decision to a higher level.
Accept the risk when the benefits outweigh the costs. Even high-risk endeavors may be undertaken when there is a clear knowledge that the sum of the benefits exceeds the sum of the costs. ORM is about controlling risk, not avoiding all risk.
Integrate ORM into CAP doctrine and planning at all levels. Integrating risk management into planning as early as possible provides the decision-maker the greatest opportunity to apply ORM principles. Usually, it reduces costs and enhances ORM's overall effectiveness too.

20. CAPR 62-1 Safe Education and Accident Prevention Training
Units should present a live safety presentation for its members each month.
All CAP members must participate in monthly safety education briefing.
The monthly requirement expires at the end of each month.
Will be maintained in eServices.

21. CAPR 62-1 Once Annually – ORM
ALL Members are required to participate in a monthly safety presentation.
Reports of topics and number attending SHALL be forwarded to next higher echelon of command
Annual Safety Day each year between 1 Jan and 31 Mar
Safety Officer SHALL complete the on line Basic Safety Course and test located on the National CAP website WITHIN 90 DAYS of appointment.

22. Safety and Cadet Activities
Tripped on stairs
Sprained Ankle during PT X 4
Fainting in formation
Cadet allergic reaction to fire ants
Heat exhaustion/DEHYDRATION
Pre-existing conditions

23. Van Safety

24. VAN SAFETY Rear end accident Damaged mirror unknown how occurred
Door damage, caused by wind gust
Antenna ripped off by low clearance

25. Backing is the main culprit in CAP van damage
BACKING UP TIPS
Backing is the main culprit in CAP van damage
USE A Spotter
Back to the left (driver’s side)
Avoid backing up if you miss a ramp/exit.
Use outside mirrors.
Check for objects around vehicle before entering and before backing.

26. Aircraft Safety

27. Aircraft Safety Hangar rash X 3 Bird strike – Left wing damage
Hard landing – rear tie down sheared off
Air/fuel mix problems
Blown tire after landing
Engine failure X 3 27

28. person most responsible
When you look in the
mirror, you see the
person most responsible
for your safety

29. Lets Improve Our Safety Record in 2016 Maj Andrew Theismann
TXWG Director of Safety

30. TXWG = CULTURE OF SAFETY
+ =
TXWG = CULTURE OF SAFETY