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Sponsoring Agency Code Supplementary Notes AbstractThe National Highway Traffic Safety Administration's 2006 Drunk Driving. Over the Limit. Under Arrest. Labor Day holiday campaign had three main components: (1) DWI enforcement, (2) public awareness efforts, and (3) evaluation. The 2006 program used approximately $10 million in Congressionally funded television and radio advertisements. The message was that police would arrest drivers if they were caught driving drunk. Thirty States reported spending $8 million locally on similar messages. Eighteen nights of enforcement focused on apprehending intoxicated drivers. Forty-eight States reported over 40,000 DWI arrests. National random sample telephone surveys conducted prior to and just after the campaign found that the media effort increased awareness of the enforcement crackdown and a small increase in the perceived likelihood of being stopped for drinking and driving, but indicated no self-reported changes in drinking driving behavior. The number of alcohol-related fatalities were essentially unchanged from the year before; drivers with positive blood alcohol concentrations (.08+ grams per deciliter) who were male, age 18 to 34, decreased in number from 2005 to 2006 (4,996 versus 4,872). Case studies document recent efforts in 8 States, demonstrating that States can achieve significant reduction in alcohol-related crashes when they engage in sustained high-visibility enforcement (Colorado, Connecticut, Georgia, Minnesota, Nevada, New Jersey, Tennessee, and West Virginia) , includes short-duration, intensive law enforcement, supported by paid and earned media that emphasizes heightened enforcement efforts and is a proven method to raise seat belt use within a short period of time (Solomon, Ulmer, & Preusser, 2002). Although impaired driving is a complex problem with many factors other than enforcement that influence the number of alcohol-related crashes, high-visibility enforcement crackdowns are an important part of the overall strategy.The 2006 program of enforcement and paid and earned media was scheduled around the Labor Day holiday period. National efforts and advertisements carried the slogan, Drunk Driving. Over the Limit. Under Arrest. The centerpiece of the paid media effort included a national television advertisement showing young adult males of differing races in a variety of settings (e.g., urban, suburban, and rural locations) as they were being arrested for driving drunk. The narrator says that "All across America, police are stepping up enforcement, and if you drink and drive you will be arrested." NHTSA planned a paid media campaign that spanned 3 weekends leading up to and around the Labor Day holiday period. Eighteen consecutive nights of intensive DWI enforcement beginning on August 18, 2006, were sought from participating State and local law enforcement agencies. That enforcement was to involve highvisibility DWI checkpoints and/or saturation patrol techniques. Evaluation MethodsPaid and earned media data were collected from NHTSA's nation...

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For over 100 years, the US Forest Service (USFS) has developed initiatives to improve safety outcomes. Herein we discuss the engineered solutions used from 1910 through 1994, when the agency relied on physical science to address the hazards of wildland fire suppression. We then interpret safety initiatives of the subsequent 25 years, as the USFS incorporated social science perspectives both into its understanding of emergency fire incidents and its mitigation of vulnerabilities across all fields of work. Tracing the safety programs using a historical sociology approach, we identify, within the agency’s narrative, three recent developments in its organizational safety culture: cultural awareness, cultural management, and cultural reorganization. This article describes how the development of top-down safety initiatives are questioned and shaped by employees who actively influence the trajectory of a safety culture in the USFS. Study Implications: Safety is a core value of the US Forest Service (USFS), and several safety initiatives, along with employee feedback over the years, have shaped the organizational culture of the agency. To build a robust and world-renowned safety culture in high-risk industries, managers require an understanding of the origins of their organization’s current safety culture. Using a critical social science analytical lens, we discuss how safety initiatives and the development of a safety culture position organizations such as the USFS to move away from reactionary safety initiatives and anchor to employee safety as a core value in order to absorb external shocks, such as rapidly changing ecosystems, development in the wildland urban interface, and larger and more intense wildfires.