NOAA RISK MANAGEMENT

Presented by: Safety and Environmental Compliance Office

NOAA SECO 10-23-2005 1

Agenda
1. 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 3. Relationship between Risk Management and Internal Audit 4. Practical Implications for Municipalities 5. Conclusion
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NRM

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Risk Management Fundamentals

What is Risk?
The impact of uncertain future events that could influence the achievement of an organizations 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
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Risk Management Fundamentals

What is Risk Management?

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, decisionmaking and implementation process that is integrated with management activities Risk Management uses instruments such as Job Safety Analysis (JSAs), control processes, strategy/product changes, research/intelligence, risk shifting to control, eliminate or reduce risk.

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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; 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 or LECOs 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

Who is responsible for risk management ? Practical Perspective

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, UtilityMan and Electrician, etc all deal with risk on their own

In other words - Everyone is responsible!

decision making Employees Implementation, vigilance

Executives and Managers Management of risk,

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.

Risk
Benefit

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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.
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 MANAGEMENT 6-STEP PROCESS

6. Supervise and Review 1. Identify the Hazards

5. Implement Risk Controls

4. Make Control Decisions

2. Assess the Risks 3. Analyze Risk Control Measures

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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.

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NOAA RISK MANAGEMENT HAZARD IDENTIFICATION TOOLS

Tool
Operation Analysis

Purpose
To understand the flow of events.

Method
List events in sequence. May use time checks.

Preliminary Hazard Analysis

To get a quick survey of all Tie it to the OA. Quickly phases of an operation. assess hazards using scenario thinking, brainstorming and SMEs. To capture the input of operational personnel in a brainstorming-like environment.
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What If

Choose an area (not an entire operation), get a group and generate as many as what ifs as 13 possible.

NOAA RISK MANAGEMENT HAZARD IDENTIFICATION TOOLS

Tool Purpose Method
Using the OA as a guide, visualize the flow of events. Three types of diagramspositive, negative and risk event. Compare the current situation to a previous situation.
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Scenario Process To use imagination and Tool visualization to capture unusual hazards. Logic Diagram To add detail and rigor to the process through the use of graphic trees. To detect the hazard implications of both planned and unplanned change.
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Change Analysis

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.
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NOAA RISK MANAGEMENT RISK ASSESSMENT CODE MATRIX

EVENT PROBABILITY
Frequent Likely Occasional Seldom Unlikely

S E V E R I T Y

Catastrophic Critical Major Minor

1 1 1 2 2

1 1 2 3 3

2 2 3 4 4

3 3 4 4 4

3 4 4 5 5

Negligible

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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.
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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)
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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.
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NOAA RISK MANAGEMENT Step 3. ANALYZE RISK CONTROL 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 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 SECO 10-23-2005 20

NOAA RISK MANAGEMENT Step 3. ANALYZE RISK CONTROL MEASURES (contd)

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 MANAGEMENT Step 3. ANALYZE RISK CONTROL MEASURES (contd)

The following options assist in identifying potential controls:
Engineer Guard Improve Task Design Limit Exposure Selection of Personnel Train and Educate Warn Motivate Reduce Effects Rehabilitate
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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.

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NOAA RISK MANAGEMENT Step 4. MAKE CONTROL DECISIONS (contd)

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 SECO 10-23-2005 24

NOAA RISK MANAGEMENT Step 4. MAKE CONTROL 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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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
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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.
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NOAA RISK MANAGEMENT Step 6. SUPERVISE AND REVIEW (contd)

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 MANAGEMENT Step 6. SUPERVISE AND REVIEW (contd)

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 MANAGEMENT Step 6. SUPERVISE AND REVIEW (contd)

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 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.
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NOAA RISK MANAGEMENT THE 5M CONCEPT (contd)

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 MANAGEMENT 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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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.
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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 its design, its 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 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
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NOAA RISK MANAGEMENT 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.

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:

Date Worksheet Prepared: _________________

Step 1. Identify Hazards Operation Phases Hazards Causes Step 2.
Assess Hazards

Step 3. Make Risk Decisions Develop Controls Residual RAC

Step 4. Implement Controls How to Implement

Step 5. Supervise How to Supervise

Initial RAC

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:

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RISK MANAGEMENT WORKSHEET

Risk Management Worksheet

PAGE ______ OF ______ 1. OBJECTIVE/TASK: 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

2. DATE/TIME BEGIN:

3. DATE PREPARED:

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

9. RISK DECISION AUTHORITY

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

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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, 2Major, 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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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.

STEP 1 IDENTIFY THE HAZARD

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

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
6 5 1 2
Frequent Likely Occasional Seldom Unlikely

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 implementation clear Action 2: Establish accountability Action 3: Provide support

Catastrophic Critical Major Minor Negligible

I II III IV V

1 1 1 2 2

1 1 2 3 3

2 2 3 4 4

3 3 4 4 4

STEP 6 SUPERVISE AND REVIEW

4 4 5 5
NRM Cheat Sheet

Action 1: Supervise

Action 2: Review

Action 3: Feedback

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NRM Cheat Sheet

The 5 M Model
Management Man Machine

Mission

HAZARDS ARE CAUSED BY ENERGY Force Acceleration Chemical Vibration Electrical Environmental Kinetic Pressure Potential Thermal Radiation Humans MACRO CONTROL OPTIONS LIST Reject Avoid Delay Transfer Spread Compensate Reduce RISK CONTROL OPTIONS MATRIX Engineer Guard Improve Task Design Limit Exposure Selection of Personnel Train and Educate Warn Motivate Reduce Effects Rehabilitate THE POWER OF COMMAND

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.

Media

ORDER OF PRECEDENCE

1. 2. 3. 4.

Design for Minimum Risk Incorporate Safety Devices Provide Warning Devices Procedures & Training

THE INVOLVEMENT CONTINUUM User Ownership Co-ownership STRONGER Team Member Input Coordination Comment And Feedback Robot WEAKER
NRM Cheat Sheet2

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

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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
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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 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 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 contd.
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 contd.
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 OBJECTIVES RATE FROM 1 (LOW) TO 10 (HIGH)

Assessment Criteria
Easy to Integrate Hot Topic Strong Opportunity Potential Short-term Benefits Proven Examples to Model Easy to Find Resources Broad Application

Weight (Optional)

(Enter Integration Objectives Here)

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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 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

STEP 3 - DEVELOP INTEGRATION STRATEGIES AND OBJECTIVES CONTD

INTERGRATION OBJECTIVIES OBJECTIVE #1 STRATEGIES 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 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):
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QUESTIONS, COMMENTS, DISCUSSIONS

Risk
Benefit

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THE

END
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