noaa risk management master.ppt

7/27/2019 NOAA Risk Management Master.ppt

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NOAA SECO 10-23-2005 1

NOAA

RISK MANAGEMENT

Presented by:

Safety and Environmental Compliance

Office


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1. NOAA Risk Management Fundamentals

1.1 Definition of Risk and Risk Management1.2 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 decision1.7 The Risk Management Process

2. Risk Management Best Practise

3. Relationship between Risk Managementand Internal Audit

4. Practical Implications for Municipalities

5. Conclusion

Agenda


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NRM


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Theimpact ofuncertainfutureeventsthat could influence the

achievement of an organizationsobjectives.

Risk directly impacts on the service delivery objective of the

organization, because it manifests as thechance of a lossdueto 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 uncertaintyand makes planning difficult

What is Risk?

Risk Management Fundamentals


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Risk management focuses on the ability of the organization tomeet objectives in the future by identifying risk and making

decisionsto manage these risks

Risk management starts with thestrategicplanningprocess Risk Management is a dynamic, ongoing assessment, decision-

making and implementation process that is integrated with

managementactivities

Risk Management uses instruments such as Job SafetyAnalysis (JSAs), 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 AUDITORS

The internal auditors at the operational level of the organization orLECOs 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 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,

Ships Cook, Ships 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 theresponsibility 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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(NRM) will

Expand operational capabilities invirtually all areas.

Significantly enhance overalldecision making skills.

Power-down decision making.

Make NRM the leading edge ofimproved employee-managementrelations.

Provide a budgetary tool for fiscaldecision making

Cut losses significantly.

Risk

Benefit


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4 KEY PRINCIPLES

Four principles govern all actions associated withrisk management. These continuouslyemployed principles are applicable before,during and after all tasks and operations.

1. Accept no unnecessary risks.

2. Make risk decisions at the appropriatelevel.

3. Accept risks when benefits outweighcosts.

4. Integrate NRM into operations and planning at alllevels.


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6-STEP PROCESS

1. Identify

the Hazards

2. Assess

the Risks

3. Analyze

Risk Control

Measures

4. Make

ControlDecisions

5. Implement

Risk Controls

6. Supervise

and Review


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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.


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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.


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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.


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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 todetermine the level of risk associated with

a specific hazard. Use the Risk

Assessment Code Matrix to help youprioritize the risks.



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RISK ASSESSMENT CODE

MATRIXFrequent 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

EV

E

R

I

T

Y

EVENT PROBABILITY

Negligible 2 3 4 4 5


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RISKS 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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RISKS 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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Step 3. ANALYZE RISK CONTROL

MEASURES

Investigate specific strategies and tools thatreduce, 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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MEASURES (contd)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 ordelaying 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 quickaccomplishment 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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MEASURES (contd)Compensate We can create redundant capability in certain

circumstances (back-up plans)

Reduce The overall goal of NRM is to plan missions ordesign 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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MEASURES (contd)

The following options assist in identifying

potential controls:

Engineer Train and Educate

Guard Warn

Improve Task Design MotivateLimit Exposure Reduce Effects

Selection of Personnel Rehabilitate


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Step 4. MAKE CONTROL

DECISIONS

After controls have been selected to

eliminate hazards or reduce theirrisk, determine the level of residual

risk for the selected tasking,

mission and/or course of action.


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DECISIONS (contd) Accept the plan as is. - Benefits outweigh risks (costs), and total

risk is low enough to justify the proposed action if something goeswrong. 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 theoperation in any form. The plan was probably faulty in somemanner, or the objective was not that important.

Modify the plan to develop measures to control risk.The planis 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 riskhave been considered. If the operation is to continue, a higherauthority must make the decision if the mission or task is worth it,

and accept the risk.


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DECISIONS (contd) 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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Step 5. IMPLEMENT RISK

CONTROLSOnce the risk control decision is made, assets must bemade available to implement specific controls. Part ofimplementing control measures is informing the

personnel in the system of the risk management processresults and subsequent decisions. Carefuldocumentation of each step in the risk managementprocess facilitates risk communication and the rationalprocesses behind risk management decisions.

Make Implementation Clear

Establish Accountability

Provide Support


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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, theprocess must be periodically reevaluated

to ensure their effectiveness.


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(contd)SuperviseMonitor 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 responseto new hazards.

Anytime the personnel, equipment or mission taskings change

or new operations are anticipated in an environment notcovered in the initial request management analysis, the risksand control measures should be re-evaluated.

Successful mission performance is achieved by shifting thecost versus benefit balance more in favor of benefit throughcontrolling risks.


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(contd)ReviewAfter assets are expended to control risks, then

a cost benefit review must be accomplished to determineif 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 thatthe corrective or preventative action taken was effective?

Was documentation available to allow a review of the riskdecision process?

What measurements were in place to ensure accurateevaluations of how effectively controls eliminated hazards or

reduced risks.


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(contd)

FeedbackFeedback informs all involved as to

how the implementation process is working andwhether or not the controls were effective.

Feedback can be in the form of briefings,

lessons learned, cross-tell reports,

benchmarking, database reports, accidentillness reports, etc.


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THE 5M CONCEPT

The 5M concept is acommonly used tool tographically illustrate therelationship that exists in

any typical process. In thiscase, the dynamicinteraction of the man, the

machine and the media(environment) converge toproduce either a successful

mission or if unsuccessful, amishap. Management

provides guidance, policyand standards.


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THE 5M CONCEPT (contd)

Mancategory encompasses all NOAA employees. Itincludes 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 undermanagement criteria. Some of these human elementsare:

Selection:right person emotionally/physically trained in

event proficiency, procedural guidance and habit pattern.


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THE 5M CONCEPT (contd)

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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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 andmust be considered when assessing risk:

Climatic: Temperature, seasons, precipitation, aridity andwind.

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

Hygienic: Vent, noise, toxicity, corrosives, dust andcontaminants.

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


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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 its design, its maintenance,

technical orders and its user perception. This can be assimple 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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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 andControls.

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 ofmanagement performance. When outcome fails to meet

anticipated goals, these


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THE 5M CONCEPT (cont'd)

5 Ms must be thoroughly reassessed. Management is the

controlling factor in defining the process of either

production success or failure.

MissionThe desired outcome. Successful missions, ormishaps 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 andManagement.


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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

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=5Accept Risks: Yes No

Como with higher: Yes No

Lessons Learned:

Date Worksheet Prepared: _________________

RISK MANAGEMENT WORKSHEET


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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. WHO

IMPLEMENTS

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


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WORKSHEET INSTRUCTIONSBlock

1-4 Self-explanatory

5. Identify Hazard: Objective is to ID those things most likely to have a negative impacton the mission.

6. Assess Risk: Determine risk of each hazard using the Risk Assessment Matrix. InBlock 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 residualrisk. This is the overall risk for the task/mission. Circle the appropriate risk level inBlock 9.

9. Make Risk Decision: Decide to accept or not accept the residual risk for thismission/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 ofcommand.

10. Implement Controls: Decide how each control will be put into effect/communicated tothe 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 inreducing the risk of the targeted hazard. Indicate in Block 12 Y (yes) if the control waseffective or N (no) if the control was ineffective. For those controls which were noteffective, determine why and what to do the next time this hazard is identified. Forexample change the control or change how the control will be implemented/supervised.

STEP 1 IDENTIFY THE HAZARD

NRM Cheat Sheet


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Action 1:

Mission/task

analysis

Action 2:

List

Hazards

Action 3:

List

Causes

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:

Provide

support

STEP 6 SUPERVISE AND REVIEW

Action 1:

SuperviseAction 2:

Review

Action 3:

Feedback

NRM Cheat Sheet

HAZARD SEVERITY CATEGORIESI Catastrophic - Complete mission failure, death, or system loss.

II CriticalChief mission impact, severe injury, or major system damage.

III Major - Key mission impact, minor injury, or minor system damage.

IV MinorTrivial 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.

1

2

34

5

6

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 5NRM Cheat Sheet

NRM 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 - compareschanges 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 PressurePotential Thermal

Radiation Humans

NRM Cheat SheetThe 5 M Model

Mission

Man Machine

Media

Management

ORDER OF

PRECEDENCE

1. Design for Minimum Risk

2. Incorporate Safety Devices

3. Provide Warning Devices

4. Procedures & Training

RISK CONTROL

OPTIONS MATRIX

Engineer

Guard

Improve Task Design

Limit ExposureSelection of Personnel

Train and Educate

Warn

Motivate

Reduce Effects

Rehabilitate

MACRO

CONTROL

OPTIONS LIST

Reject

Avoid

Delay

Transfer

Spread

Compensate

Reduce

THE POWER OF COMMAND

Sustained consistent behavior STRONGER

On-going personal behavior

Accountability actions and follow up

Follow up inquiries by phone and visits

Verbal support in staff meetings

Sign directives WEAKER

THE INVOLVEMENTCONTINUUM

User Ownership

Co-ownership STRONGER

Team Member

Input

Coordination

Comment And Feedback

Robot 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, foradditional information on Risk Management contact:

Ben Bond, PA, CSP

Occupational Safety & Health Manager

SECO301-713-2870 x 114

[email protected]

www.seco.noaa.gov

WORK AT WORKING SAFELY


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G O
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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 RiskManagement (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 userdecides which elements to use or not use.

STEP 1 - IDENTIFY


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STEP 1 IDENTIFYINTEGRATION 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 brieflyassess their potential positive or negative

impact.

STEP 1 - IDENTIFY


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STEP 1 IDENTIFYINTEGRATION OBJECTIVES

Change Impact

a.

b.

c.

d.

e.

2 Id tif ibl i t ti


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2. Identify possible integration

objectivesa. Horizontal objectives (those designed to impact

across the entire organization or major parts of it.Examples are generalized job aids or generictraining programs.) Attempt to develop at least fivehorizontal objectives.

1. __________________________________

2. __________________________________

3. __________________________________4. __________________________________

5. __________________________________

2 Id tif ibl i t ti


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2. Identify possible integration

objectives contd.

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 verticalobjectives.

1. _______________________________________

2. _______________________________________

3. _______________________________________

4. _______________________________________

5. _______________________________________

STEP 2 ANALYZE


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STEP 2 - ANALYZE

INTEGRATION OBJECTIVES

Consider using the decision matrix to assist inevaluating the various integration objectives.

Step 1. Tailor the matrix (see below) byentering the integration objectives in thespace at the top. If necessary, use two ormore matrix forms to accommodate allobjectives.

Step 2. Select the assessment criteria from thosesuggested and/or add any other criteriayou consider important. Enter thesecriteria down the left side of the matrix.

STEP 2 ANALYZE


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STEP 2 - ANALYZEINTEGRATION OBJECTIVES contd.

Step 3. Add a weighting factor if desired. Simplyconsider the relative importance of the variousassessment criteria and if one is about twiceas important as another, award it twice the

points.Step 4. Evaluate the various objectives you have

identified against the assessment criteria youhave selected and award the appropriatepoints. A ten is awarded to a target that is (1)stronger than any other target in a givenassessment criteria, and (2) nearly as strongas can be envisioned in that criteria.

STEP 2 ANALYZE


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STEP 2 - ANALYZEINTEGRATION OBJECTIVES contd.

Step 5. When all objectives have beenevaluated against all assessment criteria,total the points down each column.Generally, the objectives that score the

highest are the most attractive integrationobjectives. However, REMEMBER, thatthe matrix is only a job aid and thedecision-maker should evaluate the output

of the matrix as one (albeit a veryimportant one) factor in the overalldecision.


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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 LeaderInterest

TOTAL

THE STRONGEST FIVE


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THE STRONGEST FIVE

OBJECTIVES ARE:

a. _____________________________________

b. _____________________________________

c. _____________________________________

d. _____________________________________

e. _____________________________________

STEP 3 - DEVELOP


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STEP 3 DEVELOPINTEGRATION STRATEGIES

AND OBJECTIVES Evaluate Integration Strategies. Become familiarwith the list of 12 integration strategies. Consider

the potential role of these strategies in

connection with each of the stronger integrationobjectives 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 strategieswill be most effective in implementing NRM in a

given target.

STEP 3 - DEVELOP


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STEP 3 DEVELOPINTEGRATION STRATEGIES

AND OBJECTIVES CONTD

INTERGRATION OBJECTIVIES STRATEGIES

OBJECTIVE #1

OBJECTIVE #2

OBJECTIVE #3

OBJECTIVE #4

OBJECTIVE #5

STEP 4 SELECT THE BEST


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STEP 4 SELECT THE BESTOBJECTIVES

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 theorganization, potential future issues, resource

issues, etc., either make a decision regarding

which objectives and associated strategies to

use or prepare a recommendation to theappropriate decision-maker and obtain a

decision.

STEP 5 IMPLEMENT SELECTED


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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 actualimplementation plan using the template

provided below. Use those elements of the

template you find relevant and feel free toadd 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, degreeof voluntariness):

6. Marketing plan (procedures to build support from allrelevant parties involved):

7. The role of commander (consider using the 12leadership techniques from Module 2):

QUESTIONS COMMENTS


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QUESTIONS, COMMENTS,

DISCUSSIONS

Risk

Benefit


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THE END

noaa risk management master.ppt

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