NOAA SECO 10-23-20051 NOAA RISK MANAGEMENT Presented by: Safety and Environmental Compliance Office.

NOAA SECO 10-23-2005 1

NOAA RISK MANAGEMENT

Presented by:

Safety and Environmental Compliance Office

NOAA SECO 10-23-2005 2

1. NOAA Risk Management Fundamentals1.1 Definition of Risk and Risk Management

1.2 Responsibility for NOAA Risk Management

1.3 Governance - Risk Management Policy

1.4 Governance Structure for Risk Management

1.5 Framework for Risk Management

1.6 Factors governing the Risk Management decision

1.7 The Risk Management Process

2. Risk Management Best Practise

3. Relationship between Risk Management and Internal Audit

4. Practical Implications for Municipalities

5. Conclusion

Agenda

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NRM

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The impact of uncertain future events that could influence the achievement of an organization’s objectives.Risk directly impacts on the service delivery objective of the organization, because it manifests as the chance of a loss due to adverse events:

Interruptions to service delivery and loss of personnel property and equipment.Consequences of loss of services, property and equipment and revenue on the (balance sheet, performance against budget)

Risk creates uncertainty and makes planning difficult

What is Risk?

Risk Management Fundamentals

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Risk Management Fundamentals

• Risk management focuses on the ability of the organization to meet objectives in the future by identifying risk and making decisions to manage these risks

• Risk management starts with the strategic planning process

• Risk Management is a dynamic, ongoing assessment, decision-making and implementation process that is integrated with management activities

• Risk Management uses instruments such as Job Safety Analysis (JSA’s), control processes, strategy/product changes, research/intelligence, risk shifting to control, eliminate or reduce risk.

What is Risk Management?

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Risk Management FundamentalsWho is responsible for risk management ? NOAA Perspective

EACH LINE/STAFF OFFICE and EVERY NOAA EMPLOYEEThe ENTIRE NOAA ORGANIZATION is responsible for managing operational risk, from the Senior Executive to the employee in the field, the Organization must for this purpose, take all reasonable steps to ensure;

i. that the organization has and maintains effective, efficient and transparent systems of safety and risk management and internal control; and

ii. of internal audit operating in accordance with any prescribed norms and standards.

INTERNAL AUDITORSThe internal auditors at the operational level of the organization or LECO’s must

i. Prepare a risk- based audit plan and internal audit program for each job/task; using job safety analysis (JSA)

ii. Advice management and report to the audit findings to the safety committee on the implementation of the internal audit plan and matters relating to risk and risk management

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Risk Management Fundamentals

• Risk appears across all departments, disciplines, individuals and activities within our organization.– Every role/job deals with some aspect of risk– The Office Employee, Safety Audit Team, The Scientist,

Ship’s Cook, Ship’s Captain, The Aircraft Pilot, Utility-Man and Electrician, etc all deal with risk on their own

• In other words - Everyone is responsible!– Executives and Managers – Management of risk,

decision making– Employees – Implementation, vigilance

Who is responsible for risk management ? Practical Perspective

Management cannot transfer or outsource the responsibility for risk management !

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NOAA RISK MANAGEMENT CONCEPT

• All are responsible for using NRM.

• Risk is inherent in all operations.

• Risk can be controlled.

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NOAA RISK MANAGEMENT(NRM) will…

• Expand operational capabilities in virtually all areas.

• Significantly enhance overall decision making skills.

• Power-down decision making.

• Make NRM the leading edge of improved employee-management relations.

• Provide a budgetary tool for fiscal decision making

• Cut losses significantly.

RiskBenefit

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NOAA RISK MANAGEMENT4 KEY PRINCIPLES

Four principles govern all actions associated with risk management. These continuously employed principles are applicable before, during and after all tasks and operations.

1. Accept no unnecessary risks.2. Make risk decisions at the appropriate

level.3. Accept risks when benefits outweigh

costs.4. Integrate NRM into operations and planning at all

levels.

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NOAA RISK MANAGEMENT6-STEP PROCESS

1. Identifythe Hazards

2. Assessthe Risks

3. Analyze Risk Control

Measures

4. MakeControl

Decisions

5. ImplementRisk Controls

6. Superviseand Review

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NOAA RISK MANAGEMENTStep 1. IDENTIFY THE HAZARDSThe purpose is to identify as many hazards

as possible. A hazard can be defined as any real or potential condition that can

cause mission degradation, injury, illness, death or damage to property.

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NOAA RISK MANAGEMENTHAZARD IDENTIFICATION TOOLS

Tool Purpose MethodOperation Analysis

To understand the flow of events.

List events in sequence. May use time checks.

Preliminary Hazard Analysis

To get a quick survey of all phases of an operation.

Tie it to the OA. Quickly assess hazards using scenario thinking, brainstorming and SMEs.

“What If” To capture the input of operational personnel in a brainstorming-like environment.

Choose an area (not an entire operation), get a group and generate as many as what ifs as possible.

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NOAA RISK MANAGEMENTHAZARD IDENTIFICATION TOOLS

Tool Purpose Method

Scenario Process Tool

To use imagination and visualization to capture unusual hazards.

Using the OA as a guide, visualize the flow of events.

Logic Diagram To add detail and rigor to the process through the use of graphic trees.

Three types of diagrams- positive, negative and risk event.

Change Analysis To detect the hazard implications of both planned and unplanned change.

Compare the current situation to a previous situation.

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NOAA RISK MANAGEMENTStep 2. ASSESS THE RISKS

Risk is the probability and severity of loss from exposure to the hazards. The assessment step is the application of quantitative or qualitative measures to determine the level of risk associated with a specific hazard. Use the Risk Assessment Code Matrix to help you prioritize the risks.

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NOAA RISK MANAGEMENTRISK ASSESSMENT CODE

MATRIX

Frequent Likely Occasional Seldom Unlikely

Catastrophic 1 1 2 3 3

Critical 1 1 2 3 4

Major 1 2 3 4 4

Minor 2 3 4 4 5

SEVER ITY

EVENT PROBABILITY

Negligible 2 3 4 4 5

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NOAA RISK MANAGEMENTRISKS ASSESSMENT CODE

SeverityCatastrophic - Complete mission failure, death or loss of a

system.

Critical - Chief mission degradation, severe injury, occupational

illness or major system damage.Major - Key mission degradation, injury, minor occupational

illness, or minor system damage.

Minor - Trivial mission degradation, injury, occupational illness,

or minor system damage. Negligible - Less than minor mission degradation, injury,

occupational illness, or minor system damage.

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NOAA RISK MANAGEMENTRISKS ASSESSMENT CODE

ProbabilityFrequent – Occurs often career/equipment service life

(Continuously)Likely – Occurs several times in career/equipment life

(Occurs frequently)Occasional – Occurs sometime in career/equipment life

(Occurs sporadically)Seldom – Possible to occur in career/equipment life

(Remote chance of occurrence)Unlikely – Can assume will not occur in career/equipment

life (possible, but improbable)

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NOAA RISK MANAGEMENTStep 3. ANALYZE RISK CONTROL

MEASURES

Investigate specific strategies and tools that reduce, mitigate, or eliminate the risk.

Effective risk control measures reduce or eliminate one of the three components (probability, severity or exposure) of risk.

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NOAA RISK MANAGEMENTStep 3. ANALYZE RISK CONTROL

MEASURES (cont’d)Reject – We can and should refuse to take a risk if the overall

costs exceeds its mission benefits.

Avoid – Avoiding the risk altogether requires canceling or delaying the job, mission, or operation, but is an option that is rarely exercised.

Delay – It may be possible to delay a risk if there is no time deadline or other operational benefit for a quick accomplishment of a risky task.

Spread – Risk is commonly spread out by either increasing the exposure distance or by lengthening the time between exposure events.

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NOAA RISK MANAGEMENTStep 3. ANALYZE RISK CONTROL

MEASURES (cont’d)Compensate – We can create redundant capability in certain

circumstances (back-up plans)

Reduce – The overall goal of NRM is to plan missions or design systems that do not contain hazards. A proven order of precedence for dealing with hazards and reducing the resulting risks is:

1. Plan or design for minimum risk

2. Incorporate safety devices

3. Provide Warning devices

4. Develop procedures and training

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NOAA RISK MANAGEMENTStep 3. ANALYZE RISK CONTROL

MEASURES (cont’d)

The following options assist in identifying potential controls:

Engineer Train and Educate

Guard Warn

Improve Task Design Motivate

Limit Exposure Reduce Effects

Selection of PersonnelRehabilitate

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NOAA RISK MANAGEMENTStep 4. MAKE CONTROL

DECISIONS

After controls have been selected to eliminate hazards or reduce their risk, determine the level of residual risk for the selected tasking, mission and/or course of action.

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NOAA RISK MANAGEMENTStep 4. MAKE CONTROL

DECISIONS (cont’d)• Accept the plan as is. - Benefits outweigh risks (costs), and total

risk is low enough to justify the proposed action if something goes wrong. The decision maker must allocate resources to control risk. Available resources are time, money, personnel, and/or equipment.

• Reject the plan out-of-hand. - Risk is too high to justify the operation in any form. The plan was probably faulty in some manner, or the objective was not that important.

• Modify the plan to develop measures to control risk. – The plan is valid, but the current concept does not adequately minimize risk. Further work to control the risk is necessary before proceeding.

• Elevate the decision to higher authority. – The risk is too great for the decision maker to accept, but all measures of controlling risk have been considered. If the operation is to continue, a higher authority must make the decision if the mission or task is worth it, and accept the risk.

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NOAA RISK MANAGEMENTStep 4. MAKE CONTROL

DECISIONS (cont’d)• Make Risk Decisions at the Appropriate Level –

Factors below become the basis of a decision-making system to guide leaders:

• Who will answer in the event of a mishap?• Who is the senior person at the scene?• Who possesses best insight into the full benefits and costs of a risk.• Who has the resources to mitigate the risk?• What level makes the most operational sense?• What level makes these types of decisions in other activities?• Who will have to make this decision in/during field operations?

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NOAA RISK MANAGEMENTStep 5. IMPLEMENT RISK

CONTROLS Once the risk control decision is made, assets must be

made available to implement specific controls. Part of implementing control measures is informing the personnel in the system of the risk management process results and subsequent decisions. Careful documentation of each step in the risk management process facilitates risk communication and the rational processes behind risk management decisions.

• Make Implementation Clear• Establish Accountability• Provide Support

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NOAA RISK MANAGEMENTStep 6. SUPERVISE AND REVIEW

Risk Management is a process that continues throughout the life cycle of the system, mission or activity. Leaders at every level must fulfill their respective roles in assuring controls are sustained over time. Once controls are in place, the process must be periodically reevaluated to ensure their effectiveness.

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NOAA RISK MANAGEMENTStep 6. SUPERVISE AND REVIEW

(cont’d) Supervise – Monitor the operation to ensure:• Controls are effective and remain in place.• Changes which require further risk management are

identified.• Action is taken when necessary to correct ineffective risk

controls and reinitiate the risk management steps in response to new hazards.

• Anytime the personnel, equipment or mission taskings change or new operations are anticipated in an environment not covered in the initial request management analysis, the risks and control measures should be re-evaluated.

• Successful mission performance is achieved by shifting the cost versus benefit balance more in favor of benefit through controlling risks.

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NOAA RISK MANAGEMENTStep 6. SUPERVISE AND REVIEW

(cont’d)Review – After assets are expended to control risks, then

a cost benefit review must be accomplished to determine if risk and cost are in balance.

• Is the actual cost in line with expectations?• What effect did control measures have on performance?• Was a mission feedback system established to ensure that

the corrective or preventative action taken was effective?• Was documentation available to allow a review of the risk

decision process?• What measurements were in place to ensure accurate

evaluations of how effectively controls eliminated hazards or reduced risks.

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NOAA RISK MANAGEMENTStep 6. SUPERVISE AND REVIEW

(cont’d)

Feedback – Feedback informs all involved as to how the implementation process is working and whether or not the controls were effective. Feedback can be in the form of briefings, lessons learned, cross-tell reports, benchmarking, database reports, accident illness reports, etc.

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NOAA RISK MANAGEMENTTHE 5M CONCEPT

The 5M concept is a commonly used tool to graphically illustrate the relationship that exists in

any typical process. In this case, the dynamic

interaction of the man, the machine and the media

(environment) converge to produce either a successful mission or if unsuccessful, a

mishap. Management provides guidance, policy

and standards.

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NOAA RISK MANAGEMENTTHE 5M CONCEPT (cont’d)

Man – category encompasses all NOAA employees. It includes training, selection, proficiency, habit patterns, performance and personal factors. In risk assessment, the operator is always an essential element, i.e., and the human who operates the machine within a media under management criteria. Some of these human elements are:

• Selection: right person emotionally/physically trained in event proficiency, procedural guidance and habit pattern.

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NOAA RISK MANAGEMENTTHE 5M CONCEPT (cont’d)

• Performance: awareness, perceptions, saturation, distraction, channelized attention, stress, peer pressure, confidence, insight, adaptive skills, pressure/workload, fatigue (physical, motivational, sleep deprivation, circadian rhythm, klutz).

• Personal Factors: Expectancies, job satisfaction, values, families/friends, command control, discipline (internal and external), modeling, pressure (over tasking) and communication skills.

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NOAA RISK MANAGEMENTTHE 5M CONCEPT (cont'd)

Media – is the environment with which employees operate. This includes climate, terrain and noise/distractions. These external, largely environmental forces vary and must be considered when assessing risk:

• Climatic: Temperature, seasons, precipitation, aridity and wind.

• Operational: Routes, surfaces, terrain, vegetation, obstructions and constrictions.

• Hygienic: Vent, noise, toxicity, corrosives, dust and contaminants.

• Vehicular/Pedestrian: paved, gravel, dirt, ice, mud, dust, snow, sand, hilly, curvy.

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NOAA RISK MANAGEMENTTHE 5M CONCEPT (cont'd)

Machine – the Machine category encompasses any tool and/or equipment an employee may use or operate. The machine category includes it’s design, it’s maintenance, technical orders and its user perception. This can be as simple as a necropsy knife to a multi-million dollar aircraft and consist of:

• Design: engineering and user friendly (ergonomics).• Maintenance: Training, time, tools and parts.• Logistics: supply, upkeep and repairs.• Tech Data: clear, adequate, useable and available.

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NOAA RISK MANAGEMENTTHE 5M CONCEPT (cont'd)

Management – is the final coordinating category. Management provides the enforcement and establishment of standards, procedures and controls. It drives the interaction between MAN, MEDIA, MACHINE and MISSION. Management dictates the process by defining Standards, Procedures and Controls.

There is significant overlap between Man, Machine, Mission and Media because these elements interrelate directly, but the critical element is Management. Any breakdown within the man, machine, mission or media must viewed as an effect of management performance. When outcome fails to meet anticipated goals, these

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NOAA RISK MANAGEMENTTHE 5M CONCEPT (cont'd)

5 M’s must be thoroughly reassessed. Management is the controlling factor in defining the process of either production success or failure.

Mission – The desired outcome. Successful missions, or mishaps do not just happen, they are indicators of how well a system is functioning. The basic cause factors for mishaps fall into the same categories as the contributors to successful missions - Man, Media, Machine and Management.

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Objective:

Step 1.Identify Hazards

Step 2.Assess Hazards

Step 3.Make Risk Decisions

Step 4.Implement Controls

Step 5.Supervise

OperationPhases

Hazards Causes InitialRAC

DevelopControls

ResidualRAC

How to Implement How to Supervise

Risk Assessment Code: RAC

Catastrophic=1 Critical=2 Major=3 Minor=4 Negligible=5Accept Risks: Yes NoComo with higher: Yes No

Lessons Learned:

Date Worksheet Prepared: _________________

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Risk Management WorksheetPAGE ______ OF ______

1. OBJECTIVE/TASK: 2. DATE/TIME BEGIN: 3. DATE PREPARED:

4. PREPARED BY: (Rank, Name, Duty Title)

5. HAZARDS Step 1

6. RISK LEVEL Step 2

7. CONTROL(S) Step 3

10. HOW TO IMPLEMENT Step 4

11. WHOIMPLEMENTS Step 5

12..STATUS (Y/N) Step 6

8. OVERALL RISK LEVEL AFTER CONTROLS ARE IMPLEMENTED (Circle one)

Step 39. RISK DECISION AUTHORITY

1=Catastrophic 2=Critical 3=Major 4=Minor 5=Negligible

RISK MANAGEMENT WORKSHEET

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WORKSHEET INSTRUCTIONSBlock1-4 Self-explanatory5. Identify Hazard: Objective is to ID those things most likely to have a negative impact

on the mission.6. Assess Risk: Determine risk of each hazard using the Risk Assessment Matrix. In

Block 6, enter the risk level for each hazard, i.e., 5-Negligible, 4-Critical, 3-Minor, 2-Major, or 1-Catastrophic.

7. Develop Controls: Develop one or more controls for each hazard to reduce its risk. As needed, specify who, what, where, when, and how for each control.

8. Determine Mission/Task Risk: From Block 8, identify hazard with highest residual risk. This is the overall risk for the task/mission. Circle the appropriate risk level in Block 9.

9. Make Risk Decision: Decide to accept or not accept the residual risk for this mission/task. Unit commander will determine authority and level for risk acceptance. Decisions for high and extremely high risk levels should be elevated up the chain of command.

10. Implement Controls: Decide how each control will be put into effect/communicated to the personnel who will make it happen (written instructions, operating instructions, checklists, dry-runs). Enter in Block 10.

11. Supervise: Show how each control will be monitored to ensure proper implementation (i.e., continuous supervision, spot checks, etc.). Enter in Block 11.

12. Evaluate: After mission/task is complete, determine effectiveness of each control in reducing the risk of the targeted hazard. Indicate in Block 12 Y (yes) if the control was effective or N (no) if the control was ineffective. For those controls which were not effective, determine why and what to do the next time this hazard is identified. For example change the control or change how the control will be implemented/supervised.

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Action 1:Mission/task

analysis

Action 2:List

Hazards

Action 3:List

Causes

STEP 1 IDENTIFY THE HAZARD

STEP 2 ASSESS THE RISK

Action 1:Assess hazard

exposure

Action 2:Assess hazard

severity

Action 3:Assess mishap

probability

Action 4:Complete

assessment

STEP 3 ANALYZE RISK CONTROL MEASURES

Action 1:Identify control

options

Action 2:Determine control

effects

Action 3:Prioritize risk

control measures

STEP 4 MAKE CONTROL DECISIONS

Action 1:Select Risk Controls

Action 2:Make Risk Decisions

STEP 5 IMPLEMENT RISK CONTROLS

Action 1:Make implemen-

tation clear

Action 2:Establish

accountability

Action 3:Providesupport

STEP 6 SUPERVISE AND REVIEW

Action 1:Supervise

Action 2:Review

Action 3:Feedback

NRM Cheat Sheet HAZARD SEVERITY CATEGORIESI Catastrophic - Complete mission failure, death, or system loss.II Critical – Chief mission impact, severe injury, or major system damage.

III Major - Key mission impact, minor injury, or minor system damage.IV Minor – Trivial mission impact, minor injury, or minor system damage.

V Negligible - Little mission impact, injury, or damage. HAZARD PROBABILITY CATEGORIESA Frequent - Item: occurs often. Fleet: continuous. Individual: occurs often. All: continuous.B Likely - Item: occurs several times. Fleet: frequently. Individual: occurs several times. All: frequently.C Occasional - Item: will occur. Fleet: several times. Individual: will occur. All: sporadic.D Seldom - Item: could occur. Fleet: will occur. Individual: could occur. All: seldom.E Unlikely - Item: will not occur. Fleet: could occur. Individual: will not occur. All: very rarely.

12

34

5

6Event Probability

Frequent Likely Occasional Seldom Unlikely

A B C D E

Catastrophic I 1 1 2 3 3

Critical II 1 1 2 3 4

Major III 1 2 3 4 4

Minor IV 2 3 4 4 5

Negligible V 2 3 4 4 5NRM Cheat Sheet

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7 PRIMARY HAZARD

IDENTIFICATION TOOLS

Operations Analysis - a block diagram, flow chart, or timeline that describes the operation.

Preliminary Hazard Analysis - an examination for sources of hazards, usually related to energy.

What If Analysis - a group brainstorming technique. “What if this happens?”

Scenario Process - stories describing conceivable mishaps and consequences.

Logic Diagrams - “tree” shaped diagrams examining hazards in detail: positive, negative, and risk event diagrams.

Change Analysis - compares changes to a baseline to determine significance.

Cause and Effect Diagrams - fishbone diagram to examine many causes of a mishap.

HAZARDS ARE CAUSED BY ENERGY

Force Acceleration Chemical Vibration Electrical Environmental Kinetic Pressure Potential Thermal Radiation Humans

NRM Cheat SheetThe 5 M Model

Mission

Man Machine

Media

Management

ORDER OF PRECEDENCE

1. Design for Minimum Risk2. Incorporate Safety Devices3. Provide Warning Devices4. Procedures & Training

RISK CONTROLOPTIONS MATRIX

Engineer Guard

Improve Task DesignLimit Exposure

Selection of PersonnelTrain and Educate

WarnMotivate

Reduce EffectsRehabilitate

MACRO CONTROL

OPTIONS LISTRejectAvoidDelay

TransferSpread

CompensateReduce

THE POWER OF COMMAND

Sustained consistent behavior STRONGEROn-going personal behaviorAccountability actions and follow upFollow up inquiries by phone and visitsVerbal support in staff meetingsSign directives WEAKER

THE INVOLVEMENT CONTINUUM

User OwnershipCo-ownership STRONGERTeam MemberInputCoordinationComment And FeedbackRobot WEAKER

NRM Cheat Sheet2

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Training is the key to success in managing safety in the work environment. Attitude is also a key factor in maintaining a safe workplace. Safety is, and always will be, a team effort. Safety starts with each individual employee and concludes with everyone leaving at the end of the day to rejoin their families, for additional information on Risk Management contact:

Ben Bond, PA, CSPOccupational Safety & Health ManagerSECO 301-713-2870 x [email protected]

WORK AT WORKING SAFELY

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Introduction

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NRM INTEGRATION WORKSHEET

• Introduction

This worksheet is designed to support and enhance the application of the various tools and job aids developed to support the NOAA Risk Management (NRM) integration process. It serves as a checklist, worksheet, and record of the various steps involved in the process. Each of the various steps is optional and the user decides which elements to use or not use.

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STEP 1 - IDENTIFY INTEGRATION OBJECTIVES

• Conduct an assessment to detect organizational changes that may influence selection of integration objectives (i.e. new SUPERVISOR, MANAGER, increased in number of personnel, budget constraints, etc.). List potential change issues below and briefly assess their potential positive or negative impact.

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STEP 1 - IDENTIFY INTEGRATION OBJECTIVES

Change Impact

a.

b.

c.

d.

e.

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2. Identify possible integration objectives

a. Horizontal objectives (those designed to impact across the entire organization or major parts of it. Examples are generalized job aids or generic training programs.) Attempt to develop at least five horizontal objectives.

1. __________________________________2. __________________________________ 3. __________________________________ 4. __________________________________ 5. __________________________________

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2. Identify possible integration objectives cont’d.

b. Vertical objectives (those designed to impact entirely or predominately on a single process or functional area. Examples are process redesign or specialized NRM training for a specific group in a single operating area.). Attempt to develop at least five vertical

objectives. 1. _______________________________________

2. _______________________________________

3. _______________________________________

4. _______________________________________

5. _______________________________________

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STEP 2 - ANALYZE INTEGRATION OBJECTIVES

Consider using the decision matrix to assist in evaluating the various integration objectives.

Step 1. Tailor the matrix (see below) by entering the integration objectives in the space at the top. If necessary, use two

or more matrix forms to accommodate all objectives.

Step 2. Select the assessment criteria from those suggested and/or add any other criteria

you consider important. Enter these criteria down the left side of the matrix.

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STEP 2 - ANALYZE INTEGRATION OBJECTIVES cont’d.

Step 3. Add a weighting factor if desired. Simply consider the relative importance of the various assessment criteria and if one is about twice as important as another, award it twice the points.

Step 4. Evaluate the various objectives you have identified against the assessment criteria you have selected and award the appropriate points. A ten is awarded to a target that is (1) stronger than any other target in a given assessment criteria, and (2) nearly as strong as can be envisioned in that criteria.

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STEP 2 - ANALYZE INTEGRATION OBJECTIVES cont’d.

Step 5. When all objectives have been evaluated against all assessment criteria, total the points down each column. Generally, the objectives that score the highest are the most attractive integration objectives. However, REMEMBER, that the matrix is only a job aid and the decision-maker should evaluate the output of the matrix as one (albeit a very important one) factor in the overall decision.

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EVALUATING THE OBJECTIVESRATE FROM 1 (LOW) TO 10 (HIGH)

Assessment Criteria Weight (Optional)

(Enter Integration Objectives Here)

Easy to Integrate

Hot Topic

Strong Opportunity Potential

Short-term Benefits

Proven Examples to Model

Easy to Find Resources

Broad Application

Involves both Military & Civilian

Involves the total Team

Good Knowledge Base

Good Potential Leader Interest

TOTAL

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THE STRONGEST FIVE OBJECTIVES ARE:

a. _____________________________________

b. _____________________________________

c. _____________________________________

d. _____________________________________

e. _____________________________________

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STEP 3 - DEVELOP INTEGRATION STRATEGIES

AND OBJECTIVES• Evaluate Integration Strategies. Become familiar

with the list of 12 integration strategies. Consider the potential role of these strategies in connection with each of the stronger integration objectives developed in step 2. A suggested way of doing this is to list the strategies that seem best suited to each target. Then consider which strategy or possible combination of strategies will be most effective in implementing NRM in a given target.

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STEP 3 - DEVELOP INTEGRATION STRATEGIES AND OBJECTIVES CONT’D

‘

INTERGRATION OBJECTIVIES STRATEGIES

OBJECTIVE #1

OBJECTIVE #2

OBJECTIVE #3

OBJECTIVE #4

OBJECTIVE #5

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STEP 4 – SELECT THE BEST OBJECTIVES

After carefully evaluating the best objectives and the various strategies that might be applied to each, and taking into consideration your assessment of the current status of the organization, potential future issues, resource issues, etc., either make a decision regarding which objectives and associated strategies to use or prepare a recommendation to the appropriate decision-maker and obtain a decision.

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STEP 5 - IMPLEMENT SELECTED INTEGRATION OBJECTIVES

Develop an integration plan. Based on the objectives selected in section four above and on the strategies and associated key actions, you can develop an actual implementation plan using the template provided below. Use those elements of the template you find relevant and feel free to add other elements that you feel will be useful.

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INTEGRATION PLAN TEMPLATE

1 PREPARATORY ACTIONS1. Objective Areas: 2. Composition of the planning team (offices, individuals,

chief, approving authority):3. Scope of application (consider the application scope -

wide, narrow, etc.):4. Timing considerations (how fast to proceed):5. Power considerations (the degree of emphasis, degree

of “voluntariness”):6. Marketing plan (procedures to build support from all

relevant parties involved):7. The role of commander (consider using the 12

leadership techniques from Module 2):

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QUESTIONS, COMMENTS, DISCUSSIONS

RiskBenefit

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THE ENDTHE END

THE ENDTHE END