# Presentation: 502558

## NOAA RISK MANAGEMENT

- Presented by:
- Safety and Environmental Compliance Office

## Agenda

**NOAA Risk Management Fundamentals**
**	****1.1 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**
**Relationship between Risk Management and Internal Audit**
**Practical Implications for Municipalities**
**Conclusion**

**Agenda**

## NRM

## Risk Management Fundamentals

- 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**

## 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?**

## Risk Management Fundamentals

**Who is responsible for risk management ? NOAA Perspective**

**EACH LINE/STAFF OFFICE and EVERY NOAA EMPLOYEE**
- The 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;
- that the organization has and maintains effective, efficient and transparent systems of safety and risk management and internal control; and
- of internal audit operating in accordance with any prescribed norms and standards.
**INTERNAL AUDITORS**
- The internal auditors at the operational level of the organization or LECO’s must
- Prepare a risk- based audit plan and internal audit program for each job/task; using job safety analysis (JSA)
- 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

## 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 !**

## NOAA RISK MANAGEMENT CONCEPT

- All are responsible for using NRM.
- Risk is inherent in all operations.
- Risk can be controlled.

## 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.**

- Risk

- Benefit

## NOAA RISK MANAGEMENT4 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.
**Accept no unnecessary risks.**
**Make risk decisions at the appropriate****level.**
**Accept risks when benefits outweigh****costs.**
**Integrate NRM into operations and planning at all levels.**

## NOAA RISK MANAGEMENT6-STEP PROCESS

## NOAA RISK MANAGEMENTStep 1. IDENTIFY THE HAZARDS

- The 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.

## NOAA RISK MANAGEMENTHAZARD IDENTIFICATION TOOLS

| Tool | Purpose | Method |
| --- | --- | --- |
| Operation 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. |

## NOAA RISK MANAGEMENTHAZARD 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. |

## NOAA RISK MANAGEMENTStep 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.

## NOAA RISK MANAGEMENTRISK 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
 |

**S**
**E**
**V**
**E**
**R**
** ****I**
**T**
**Y**

**EVENT PROBABILITY**

| Negligible
 | 2 | 3 | 4 | 4 | 5
 |
| --- | --- | --- | --- | --- | --- |

## NOAA RISK MANAGEMENTRISKS ASSESSMENT CODE

**Severity**
- _Catastrophic_ - 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.

## NOAA RISK MANAGEMENTRISKS ASSESSMENT CODE

**Probability**
- _Frequent_ – 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)

## NOAA RISK MANAGEMENTStep 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.

## NOAA RISK MANAGEMENTStep 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.

## NOAA RISK MANAGEMENTStep 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:
**Plan or design for minimum risk**
**Incorporate safety devices**
**Provide Warning devices**
**Develop procedures and training**

## NOAA RISK MANAGEMENTStep 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 Personnel****	****Rehabilitate**

## NOAA RISK MANAGEMENTStep 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.**

## NOAA RISK MANAGEMENTStep 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.** **

## NOAA RISK MANAGEMENTStep 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?

## NOAA RISK MANAGEMENTStep 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**

## NOAA RISK MANAGEMENTStep 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.

## NOAA RISK MANAGEMENTStep 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.

## NOAA RISK MANAGEMENTStep 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.

## NOAA RISK MANAGEMENTStep 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.

## NOAA RISK MANAGEMENTTHE 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.

## NOAA RISK MANAGEMENTTHE 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.

## NOAA RISK MANAGEMENTTHE 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.

## NOAA RISK MANAGEMENTTHE 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.

## NOAA RISK MANAGEMENTTHE 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.

## NOAA RISK MANAGEMENTTHE 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

## NOAA RISK MANAGEMENTTHE 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.

## Date Worksheet Prepared: _________________

| Objective:                                                                                                                                         |  |  |  |  |  |  |  |
| --- | --- | --- | --- | --- | --- | --- | --- |
| Step 1.
Identify Hazards |  |  | Step 2.
Assess Hazards | Step 3.
Make Risk Decisions |  | Step 4.
Implement Controls | Step 5.
Supervise |
| Operation
Phases | Hazards | Causes | Initial
RAC | Develop
Controls | Residual
RAC | How to Implement | How to Supervise |
|  |  |  |  |  |  |  |  |
|  |  |  |  |  |  |  |  |
|  |  |  |  |  |  |  |  |
|  |  |  |  |  |  |  |  |
|  |  |  |  |  |  |  |  |
|  |  |  |  |  |  |  |  |
|  |  |  |  |  |  |  |  |
|  |  |  |  |  |  |  |  |
|  |  |  |  |  |  |  |  |
| Risk Assessment Code: RAC
Catastrophic=1 Critical=2  Major=3 Minor=4 Negligible=5 |  |  |  | Accept Risks:            Yes   No
Como with higher:   Yes  No |  | Lessons Learned:
 |  |

**Date Worksheet Prepared: **_**_________________**_

## RISK MANAGEMENT WORKSHEET

| Risk Management Worksheet |  |  |  |  |  |  |  |  |  |  |
| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
|  |  |  |  |  |  |  |  | PAGE ______ 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. WHO
IMPLEMENTS Step 5 | 12..
STATUS 
   (Y/N) Step 6 |
|  |  |  |  |  |  |  |  |  |  |  |
|  |  |  |  |  |  |  |  |  |  |  |
|  |  |  |  |  |  |  |  |  |  |  |
|  |  |  |  |  |  |  |  |  |  |  |
| 8. OVERALL RISK LEVEL AFTER CONTROLS ARE IMPLEMENTED (Circle one) 
Step 3 |  |  |  |  | 9. RISK DECISION AUTHORITY |  |  |  |  |  |
|     1=Catastrophic            2=Critical          3=Major             4=Minor             5=Negligible |  |  |  |  |  |  |  |  |  |  |
|  |  |  |  |  |  |  |  |  |  |  |

**RISK MANAGEMENT WORKSHEET**

## WORKSHEET INSTRUCTIONS

_**Block**_
**1-4****	****Self-explanatory**
**5.****	****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.

## NRM Cheat Sheet

- 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

**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**

**STEP 6  SUPERVISE AND REVIEW**

**NRM Cheat Sheet**

**           ****HAZARD SEVERITY CATEGORIES**
- I   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 CATEGORIES**
- A 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.

|  |
| --- |

|  |  |  | Event 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 | 5 |

- Severity

## NRM Cheat Sheet2

**                 ****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 Sheet**

**NRM Cheat Sheet2**

## WORK AT WORKING SAFELY

**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, CSP**
**Occupational Safety & Health Manager**
**SECO **
**301-713-2870 x 114**
**ben.bond@noaa.gov**
**www.seco.noaa.gov**

**WORK AT WORKING SAFELY**

## Introduction

- NRM INTEGRATION WORKSHEET

**Introduction**

## 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.

## 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.

## STEP 1 - IDENTIFY INTEGRATION OBJECTIVES

| Change |  | Impact |
| --- | --- | --- |
| a. |  |  |
| b. |  |  |
| c. |  |  |
| d. |  |  |
| e. |  |  |

## 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.
- __________________________________
- __________________________________
- __________________________________
- __________________________________
- __________________________________

## 2.	Identify possible integration objectives cont’d.

- 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.
- _______________________________________
- _______________________________________
- _______________________________________
- _______________________________________
- _______________________________________

## 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.

## 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.

## 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.

## EVALUATING THE OBJECTIVESRATE 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 |  |  |  |  |  |  |  |  |  |  |  |  |

## THE STRONGEST FIVE OBJECTIVES ARE:

- a. _____________________________________
- b. _____________________________________
- c. _____________________________________
- d. _____________________________________
- e. _____________________________________

## 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.

## STEP 3 - DEVELOP INTEGRATION STRATEGIES AND OBJECTIVES CONT’D

- ‘

| INTERGRATION OBJECTIVIES | STRATEGIES |
| --- | --- |
|  |  |
| OBJECTIVE #1 |  |
|  |  |
|  |  |
| OBJECTIVE #2 |  |
|  |  |
|  |  |
|  |  |
| OBJECTIVE #3 |  |
|  |  |
|  |  |
|  |  |
| OBJECTIVE #4 |  |
|  |  |
|  |  |
| OBJECTIVE #5 |  |
|  |  |
|  |  |
|  |  |

## 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.

## 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.

## INTEGRATION PLAN TEMPLATE

**1 PREPARATORY ACTIONS**
- 1. 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):

## QUESTIONS, COMMENTS, DISCUSSIONS

- Risk

- Benefit

## THE     END

**    ****THE     END**

**THE     END**