Risk Management Integration Plan by xscape


									                             Risk Management Integration Plan

                                      Executive Summary

1. The Army’s purpose has not changed in the past 220-plus years: To fight and win the nation’s
wars! An inherent Army leadership responsibility in that mission is to avoid unnecessary risk to
the sons and daughters entrusted to them and to make best use of the nation’s fiscal resources
earmarked for defense. Marshaling these resources to execute the Army’s mission is
fundamental for decisive victory today and tomorrow.

2. Risk Management is the Army’s primary risk-control process. Properly used, it maximizes full
resource potential. It supports and encourages initiative. Risk Management does this by providing
a systematic, logical thought process to identify and control hazards that threaten optimum
resource allocation.

3. Risk Management Integration (RMI) is the method to embed Risk Management in all that the
Army does, both on and off duty.

4. The Risk Management Integration Plan provides a framework for Principal Officials of
Headquarters, Department of the Army (HQDA), and Commanders of major Army commands to
execute their Integrating Agent responsibilities for RMI as defined in Reference 10a. They
develop and implement plans to embed the Risk Management process into their functional areas.
They identify Army functional areas where the five step risk management process will become
integral. Risk Management is used at all levels: in planning, in execution, and in post-execution
review and analysis.

                              Risk Management Integration Plan


1. Purpose: The Risk Management Integration Plan is the Army Integrating Agents’ roadmap to
embed Risk Management in key Army processes. It focuses on policy, training, information and
leadership issues.

2. Goal: Embed Risk Management into Army culture. Make risk management integral to all that
the Army does, both on and off duty. The risk management integration objective is to reduce all
types of accidents, both on and off duty, while optimizing mission effectiveness.

3. Definitions:

a. Risk Management: The process of identifying and controlling hazards to protect the force. The
process contains five main steps to identify, mitigate and/or eliminate hazards in all phases of
Army operations. Risk Management is a key element of the basic decision-making process.
Commanders, leaders, individual soldiers, and employees use it in all aspects of mission

b. Risk Management Integration: The method to firmly fix the Risk Management process as a
guiding principle for individuals and organizations.

c. Integrating Agent: HQDA Principal Officials and MACOM Commanders.
4. Responsibilities:

a. Integrating Agents: Identify and exploit opportunities to integrate Risk Management into
policies, planning, training, and operations. Integrating Agents are MACOM Commanders and
ARSTAF Principals. Develop, integrate, and evaluate techniques and procedures to embed the
Risk Management process into all Army processes. Examples include systems acquisition,
training, management, and the collective and individual decision-making processes.

b. Director of Army Safety:

(1) Synchronize Risk Management Integration for CSA.

(2) Assess improvement opportunities.

(3) Develop integration procedures. For HQDA, this task includes integrating Risk Management
requirements into programming, planning, and budgeting through coordination with Program
Evaluation Groups who program and monitor resources.

(4) Assist implementation of integration procedures.

(5) Measure and reassess progress.

(6) Update Army RMI Plan as needed.

5. Timelines: By FY03, Integrating Agents will firmly embed Risk Management in policies,
planning, and operations with appropriate leadership, policy, training, information, and requisite
tools for respective functional areas.

6. Procedures: Integrating Agents develop and execute phased action plans using the template
enclosed as a guide. Integrate Risk Management into policies, planning, and operations.

a. Embed the Risk Management process in major Army processes.

(1) Identify integration opportunities.

(2) Assess improvement opportunities.

(3) Develop integration procedures.

(4) Implement integration procedures.

(5) Measure and reassess degree of integration with specific attention to results.

b. Document actions in the Integrating Agent Risk Management Integration Plan.

c. Methodology: The RMI Synchronization Matrix (enclosure) is provided as a guide for
Integrating Agents to develop Risk Management Integration Plans. The RMI Progress Indicators
Matrix may be found on the Army Safety Homepage (http://safety.army.mil/rm/rmintplan.html).
This matrix can assist Integrating Agents in assessing current status of RMI in their functional
area and in monitoring phased progress. Model plans for projection, development, acquisition,
and base operations are also available at the website.
8. Performance Indicators: Success will be reflected by progress on Integrating Agent action

9. Senior Staff Oversight: An Integrated Process Team (IPT) will be chartered as a subcommittee
of an existing Department of the Army committee to oversee Risk Management Integration in
Headquarters, Department of the Army, and staff. Issues for the IPT will include the following:

a. Advise Principal Officials and other Integrating Agents as they manage, direct, and adjust
Armywide Risk Management integration as HQDA policies change.

b. Risk Management/Risk Management Integration issues of Armywide significance that cannot
be resolved among Integrating Agents.

c. Army Risk Management Integration Plan progress. The IPT may designate additional
measures of performance.

d. Changes to the Army Risk Management Integration Plan.

10. References:

a. HQDA LTR 5-97-1, DACS-SF, subject: Risk Management Integration Responsibilities (1 May

b. Army Safety Program, AR 385-10 (May 1988).


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