COMDTINST 3500.2
Table 1. The 5 steps to implementing a CEM program.
Form a CEM Working Group
Step 1
Conduct a crew-endurance risk-factors assessment (RFA)
Step 2
Develop a CEM plan for controlling crew-endurance risk
Step 3
factors
Deploy the CEM plan
Step 4
Assess the effectiveness of the CEM plan
Step 5
8. SCOPE. Endurance challenges are ever-present in CG operations. The target audience for CEM are
all CG members who contribute to the overall goal of increasing unit effectiveness: from a motor
lifeboat crew working a challenging SAR case, to a cutter boarding team conducting a fisheries
inspection, to a helicopter crew executing a hoist, to an electronics technician maintaining a sector
high-site antenna, to an acquisition officer purchasing new equipment or services, to a marine safety
officer selecting and deploying pollution response resources, to an area staff planning a major
operation or exercise. All members of the CG organization depend on endurance to execute their
daily tasks in a safe and effective manner.
9. IMPLEMENTATION. CEM principles (e.g., need to sleep 8 uninterrupted hours per day) are
physiological realities that will affect the members' ability to perform their jobs safely and
effectively, and should be integrated into daily practices and operational doctrine. However, unlike
Team Coordination Training (TCT), and Operational Risk Management (ORM), CEM is not
intended to be used as a risk management tool before, during, and after each operational evolution.
Although CEM can be used to assess risk specific to the operator during evolutions, the intent of this
COMDTINST is to evaluate work systems for exposure to specific risk factors that can compromise
safety and operational readiness in general. The intent of CEM is not to assess risk during high
tempo operations. One should expect high endurance risk during high tempo. However, the ability
to respond to and succeed during high tempo depends on how well one manages and promotes
endurance during "normal" operations. Managing endurance during "normal" operations, when one
has greater control over the operational environment, will promote and ensure that personnel have
energy resources to respond to high tempo demands. If endurance risk is high during "normal"
operations, the unit will be ill prepared to respond to a high tempo/demand scenario. Therefore, the
intent of CEM is to ensure that exposure to endurance risk factors is controlled, and endurance is
maintained, during "normal" operations so that the unit will be better prepared to respond to any
operational demand. In this capacity, units shall conduct endurance risk-factor assessments as per
Enclosure (1) at least once per year, or when operational requirements change, to determine
exposure to endurance risk. Enclosure (1) provides a self-paced tool to help members and units to:
(1) implement the CEM process, (2) identify exposure to specific endurance risk factors, and (3)
explore opportunities to manage and control endurance risk factors. Implementing CEM creates an
environment in which every CG member is motivated to manage endurance risk both on- and off-
duty. As with TCT and ORM, CEM stresses individual and team concepts for controlling endurance
risk in a proactive manner. Units should expect to spend approximately 1-2 hours every quarter on
CEM assessments. Additional time may be necessary if exposure to endurance risk is high and
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