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This publication is a rapid Applicability.
This pamphlet applies the commander or senior leader of theaction revision RAR. Army the policy proponent. Refer to AR listed in the summary of change.
Reserve, unless otherwise stated. It 30 for specific guidance. This pamphlet prescribes ees and the U. Army Corps of Engi- Suggested improvements. Users areArmy policy on safety and occupa- neers and Civil Works activities and invited to send comments and sug-tional health issues. Publications and Blank Forms laws.
Da Pam 385-24: The Army Radiation Safety Program
The propo- nent has the authority to approve ex- Distribution. This publication is ceptions or waivers to this pamphlet available in electronic media only and that are consistent with controlling is intended for command levels A, B, law and regulations.
This edition publishes a rapid 358-24 revision of DA Pam — Safety Training Available from U. Training Programs, page 59D.
Violation Inventory Log, page 71H. Installation Hazard Abatement Plan, page 75J. Safety professional job functions and qualifications, page 6Table 14—1: Safety net extension, page 50Table C—1: Exposure based training matrix for all employees including managers, supervisors, regular, contract, temporary, summer and long-term leave employees, and employees promoted or transferredpage 60Table C—2: Exposure based training matrix for affected employee groups, page 61Table C—4: Exposure based training matrix for maintenance and facilities personnel, page 64Table C—5: Exposure based training matrix for emergency preparedness and response personnel, page 64Table J—1: Sub-functions definitions and cost drivers, page 77Table J—2: Sub-functions and Tasks, page 78Table J—3: Standard core safety structure, page 5Figure E—1: The goal of this pamphlet and subsequent programs is to reduce the risk of death or injury to Soldiers and civilians,and damage to vehicles, equipment and property due to accidents.
Da Pam : The Army Radiation Safety Program (, Paperback) | eBay
This pamphlet also establishes requirements for safety and accident prevention programs on Army installations,provides guidance concerning public health and safety laws and regulations, and establishes procedures for compliancewith the safety requirements of AR —10 and other Army safety and occupational health regulations. This pamphletis compatible with other Army safety and occupational health pamphlets.
This pamphlet is organized to provide detailed guidance for selected chapters of AR — Each section of thispamphlet corresponds with a similar section of the regulation.
When a chapter of AR —10 is not included in thispamphlet, that chapter has a unique pamphlet that was written to specifically address that topic. ReferencesRequired and related publications and prescribed and referenced forms are listed in appendix A.
Explanation of abbreviations and termsAbbreviations and special terms used in this pamphlet are explained in the glossary. ObjectivesThis pamphlet provides guidance on how to implement improved safety procedures and processes for the subject areasincluded in this paj. This pamphlet provides guidance in recognizing units and individuals that make outstandingcontributions to accident prevention efforts and acts. Through the implementation of this pamphlet, the safety andhealth of Army personnel, dependents and surrounding community will be improved.
FundingEach organization will include funding at the level required for full implementation of the Army Safety Program, theArmy Accident Prevention Awards Program and other requirements of this pamphlet in their budget submissions. Chapter 2Goals and Strategic Planning2—1. The first step in developing and implementing a vigorous safety program is to identify strategic goals and theplans required to achieve those goals, as required in AR —10, chapter 2.
Safety goals will 385-2 overallcommand pxm by helping keep personnel safe and ready for duty. Through strategic planning each organization,from Headquarters Department of the Army HQDA to ACOMs to the lowest level can determine what its goals forsafety should be, and how best to achieve these goals. Strategic planning and goal setting has several benefits.
Disjointed operations, actions that do not contribute to plan implementation 385-42 goal achievementare controlled and eliminated, reducing waste of limited personnel and resources on nonproductive operations. Personnel and programs can be applied to those areas with the dda return. Just assafety is the responsibility of all Army personnel for example, military, civilians so is the setting of goals forachieving safe operations, training, and non-duty activities. Safety goals are not set just by the safety office.
Eachorganization within a command should be a full participant in the process. The commander will lead the effort with thesafety professional serving as advisor and administrator. Each organization within the command will provide input to the safety goal setting process.
Tenant organizations and the Army community should also berepresented. Goals for safety will be as simply stated as possible. Goals will focus on the issue being addressed withoutexcessive and confusing language, being as specific as possible. Dda goals will have a target date established. Byestablishing a target date, emphasis is placed on actions to meet the date. Long-term goals should be set high,establishing requirements that are paam beyond immediate achievement, but that can be achieved within a specifiedperiod.
Goals must be measurable.
This is required for management to determine if progress is being made toward thegoal. Positively worded goals place the attention of the command onwhat is to be accomplished, not on what has gone poorly in the past.
The goal will support Army readiness byreducing Soldier loss due to accidents, thereby maintaining Soldier and unit readiness.
Goals must be approved by the commander and the chain of command and promulgated throughout the command. Every person in the command, and when appropriate dependents and contractors will be aware of the goals and theirrole in achieving each goal.
The Safety Office will document the strategic goals and clarifying information, includingminutes of meetings and summaries of documents as required. Developing a strategic safety plan a. Goals will not be achieved without a strategic plan that sets forth the process for each goal. SSPs are developedthe same way that goals are developed, through command action and the involvement of all elements of the command. Each goal will include how the goal will be accomplished.
Senior members of the command, representing all command elements will participate in developing the SSP. ResourcesLeaders, commanders, managers, and supervisors are responsible for ensuring organization SSPs are identified andincorporated into each commands budget and personnel requirements documents to support Army safety goals. Review and evaluationThe commander will ensure that the SSP is implemented. This will be accomplished by ensuring that there are actionplans or work plans for each goal and area of the plan.
Specific tasks will be assigned, milestones established andtracked, and progress will be regularly reported to the commander. Resource utilization will be part of the reporting process to verify that funds are being applied in a timely andefficient manner to the appropriate tasks.
On a quarterly basis, or more frequently if required by the complexity of theplan or as determined by the commander, progress in achieving goals will be reviewed by the commander.
Any shortfalls in what is required, as identified in the budget and other documents, will be documented alongwith the projected impact of the shortfall on achievement of safety goals.
When safety goals that seriously affectoverall Army goals are being breached, the status, reason for the shortcoming, and recommended corrective action willbe forwarded to the next level of command.
Chapter 3Army Safety Program Structure3—1. IntroductionAn effective safety program requires a safety organizational structure that is capable of implementing Federal,Department of Defense DODACOMs, installation level, and organizational safety and occupational health SOH standards as well as any other requirements to reduce accidental risk to our resources. While each command mustorganize their safety program to suit the requirements of that command, each safety organization must meet therequirements of this pamphlet.
Safety and occupational health manager a. Advise, plan, develop, coordinate, and evaluate the safety program by providing the following functions: Assists all elements of the command in theimplementation of the SSP in implementing their specific tasks.
Tailoring the safety organization a. The safety organization functions are an extension of the commander in the area of SOH. The safety organization is responsible for five core safety functional and sub-functional areas see app J fordetailed task of each sub-function to assist commanders in mission sustainment. Each functional area is administered by a qualified SOH professional qualified in the functional and sub-functional area.
In these offices, theformal structure must reflect the multiple duties that are performed by each individual. Army Training and Doctrine Command TRADOC safety professionals will focus on sub-functions andtask that support integrating safety and CRM in doctrine, training and leadership development for example, review andintegrate safety tactics and procedures in Army school curriculums and doctrine. The organization chart at figure 3—1 is the standard Army Safety Office Organization.
The mission of the command and any installation tenants determines which functions are required in the safetyorganization. The magnitude of the mission also influences whether a particular function is required as a separatebranch reporting to the SOH director or if the function can be incorporated in another branch or in the situation ofsmaller organizations, consolidated into the duties of one person not normally requiring a separate branch in the safetyoffice structure.
The person selected must have at least 12 months remainingwith the unit after appointment. The appointment will be confirmed in orders designating the unit safety officer byname.
The unit safety officer will have received, or will receive training for this position as soon as possible, but nolater than 3 months after being appointed the specific area.
Standard core safety structure3—4. Safety staff functionsThe standard organizational structural depicted in figure 3—1 provides sub-functional areas. Details for sub-functions,tasks, and cost drivers are located in appendix J.
All safety organizations will consist of the five core sub-functions. Training requirements, career progression and other useful information is containedin this document.