Encl. (1) to COMDTINST 3500.2
plan evaluation be delayed at least 30-60 days to allow personnel ample opportunity to
acclimate to the changes. In some instances, the changes enjoy a `honeymoon' period
that typically dissipates in 30-60 days. It's important, therefore, to allow a sufficient
period for reality to take hold before beginning any assessment. However, if there is
immediate evidence that changes are creating safety or performance concerns, these
concerns must be corrected immediately.
By keeping lines of communication open and requesting feedback from unit members,
the WG should be able to gather sufficient information to determine how well the CEM
plan changes are being received by unit members, and whether endurance risk is reduced.
It is common for crewmembers to express or demonstrate negative feelings immediately
after changes take effect as their respective physiologies adapt to the changes but this
negativity should mitigate after 1-2 weeks. If negativity continues, the WG should first
ensure that all the elements of the CEM plan have been implemented, and that the 5 tasks
for CEM plan deployment have been performed. For example, if schedule changes are
made but improvements to berthing areas are not, or if personnel who are placed on a
new schedule do not receive a proper regimen of light exposure, the negativity of those
affected will not improve.
The CEM plan evaluation begins by repeating Step 2 of the CEM process (Conduct a
Risk Factor Assessment) and generating a new endurance risk profile. The WG then
compares the profiles from the first assessment (before the CEM plan implementation)
with the profile generated after the CEM plan was implemented. The comparison of the
profiles will show how the CEM plan changes affected exposure to the 15 endurance risk
factors. Depending on results, the WG may decide to modify the CEM plan, create a new
CEM plan, or leave things alone. If a new plan or modifications are required, the WG
should progress to Steps 3 4 of the CEM process to explore and deploy the changes.
After the new changes are deployed, the WG would wait another 30 60 days and
conduct a new evaluation. Again, a new endurance risk profile is generated and
compared to the previous profiles to determine whether the changes produced the desired
effects. The intent of Step 5 is to provide an opportunity to make strategic `course
corrections' at the earliest opportunity. Toward this end, the WG cycles through the
entire CEM implementation process to modify, refine, or even replace the current CEM
plan in accordance with the results of each follow-up evaluation.
In summary, it should be evident that CEM is not a one-time assessment. Successful
CEM initiatives are dynamic and form a continuous feedback loop through the 5-step
process. It is highly recommended that units establish a WG to lead and coordinate their
CEM activities. The CEMS tool provides all the instruction and resources necessary to
identify endurance risk and to systematically and objectively explore strategies to
mitigate and control the risk. Anyone, whether or not you are familiar with endurance
principles, can use the CEMS tool to manage endurance risk. The CEMS tool offers
tutorials to assist you through the resources and tools. These tools and processes have
been tested and validated thoroughly in CG operational environments.
In the words of one of the CEM program's earliest supporters, Vice Admiral Terry Cross,
"Use it! It works"!
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