Encl. (1) to COMDTINST 3500.2
Keep in mind that this is just a brainstormed list; the WG did not necessarily implement
all these things they are just a starting point:
Create `pipe free' time periods (prior to 1015 or after 1945) (ST)
Berthing areas based on watch schedule versus departments (LT)
Watchstations modify their own watches to meet sleep objectives (LT)
Weekly berthing area cleanups Friday afternoon versus Sat morning (ST)
Keep training within core hours of 1015-1600 (ST)
Authorize Saturday late rack (LT)
Eliminate `reveille' and `taps' pipes (ST)
Daily berthing cleanups in the afternoon vice morning (ST)
Adjust length of watches (LT)
Change lighting examine research around lighting and sleep patterns (LT)
Designate `night workers' (LT)
Examine boarding/boarding team process (LT)
Establish 1-3 watch rotations for watchstanders in which their only work is to
stand watches. Other qualified personnel are day workers. Rotate through
watchstanding/daywork on a 2-week schedule. (LT)
Examine all hands evolutions (LT)
Modify crew entertainment options. Separate crew lounges from sleeping
areas (LT)
Increase cross-training (LT)
Reduce noise in berthing areas (ST/LT)
Assign people to watches based on personal desires (i.e., acknowledging that
some people are `night people' and some are `day people') (LT)
If possible, push to make brief stops for fuel (BSF) into remain overnight (RON)
with increased recreational activities and to make up lost sleep (LT)
Seek ways to improve attitude and morale as ways to increase endurance (LT)
Examine patrol lengths (LT)
Balance admin/watchstanding requirements (LT)
This list provided a good starting point for the WG to explore options to control
endurance risk. The WG explored the best combination of ideas that would control
endurance risk and allow the unit to meet mission needs and responsibilities.
After compiling a list of potential controls, the WG is ready to begin developing a plan
for controlling endurance risk. This plan should identify the risk factors, potential
controls, and implementation strategy. The what/why/how questions posed earlier will
be useful to defend the plan and answer questions from senior cadre members. Getting
buy-in from all command staff and department heads is critical to the success of the plan.
Once the senior cadre approves the plan, unit members should be briefed on the plan and
afforded an opportunity to ask questions. This is a very critical step. If unit members
perceive they are part of the process and have a voice, they are more likely to support the
plan.
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