Step 4: Implementing Controls

Step 4 is to implement the controls. Leaders and staffs ensure that controls are integrated into Standard Operating Procedures (SOP), written and verbal orders, mission briefings, and the accountability of the unit and the Marines in the unit. The critical check, however, for this step, with oversight, is to ensure that controls are able to be converted into clear, simple orders that can be understood at all levels. Implementing controls includes coordination and communication with, Officers and Enlisted, each of the different units that are participating in the operation, any friendly forces that are in the operational zone, that includes our allies and the civilian police and lastly any civilian agencies that are part of the force. This includes The media, NGOs, and PVOs so that they will be included in
Different techniques may include spot-checks, inspections, situation reports and brief-backs, buddy checks, and close supervision. During the mission, leaders must also continuously monitor the set controls to ensure that they remain effective, and modify them as necessary. Leaders and individuals anticipate, identify, and assess new hazards to implement controls. They continually assess variable hazards such as fatigue, equipment serviceability, and the environment. Leaders modify controls to keep risks at an acceptable level. The Operational Risk Management process exists on three different levels. Deciding which of these three levels to use is based upon the situation, proficiency level of the Marines involved, and the amount of time and assets available. While it is preferable to perform a deliberate or in depth Operational Risk Management process for all the different evolutions of an operation or training event, the time and resources to do so will not always be available. The three different levels are as follows, 1, Time-Critical.