Risk Management In Naval Operations

Risk Management In Naval Operations The concept of risk management has been around the Navy since its inception. During the drawdown of the 1990s, the risk management concept was formalized into the Operational Risk Management (ORM) program. This approach was initiated to mitigate the risks associated with such a massive reorganization. This paper examines the Naval Directive Office of the Chief of Naval Operations Instruction 3500.39C OPNAVINST 3500.39C (02 July, 2010) that explains the ORM process as five basic steps, four principles and a risk management process and measurement that is applied on three levels of operation; in-depth, deliberate, and time critical. As stated in OPNAVINST 3500.39C; risk is expected in all military tasks, training, missions, operations, and personal activities. The most common cause of task degradation or mission failure is human error, specifically the inability to regularly manage risk. ORM reduces the risks by identifying hazards and measuring and controlling the expected risks, allowing decisions to be made that compare risks against the mission benefits. Navy personnel are responsible for managing risk in all tasks while leaders are responsible for ensuring proper procedures are in place and appropriate resources are available for personnel to perform assigned tasks. The Navy vi sion according OPNAVINST 3500.39C is; to develop an environment in which every officer, enlisted, or civilian person is trained and motivated to personally manage risk in everything they do, including on- and off-duty evolutions in peacetime and during conflict, therefore enabling successful completion of any task and mission. Keywords: Operational Risk Management, OPNAVINST 3500.39C I. Statement and significance of the Issue The ORM origins goes back to 1994 when The US Navy team made ORM an integral part of planning, training, and operations. This stemmed from a need to improve operational readiness in peacetime-and to achieve success in combat-during a period of reduced resources and personnel. The Department of the Navy (DON) Safety Objectives for FY 2008 and Beyond (9 Oct 07) stated; Integrate Safety and Risk Management into all on and off-duty evolutions to maximize mission readiness and to establish DON as an organization with world class safety where no mishap is accepted as the cost of doing businessà ¢Ã¢â€š ¬Ã‚ ¦Establish a risk management training continuum to ensure all DON personnel receive targeted [ORM] training and that all formal professional training courses are infused with examples of how effective risk management improves both safety and mission readiness.. Risk is common nature in all military tasks, training, missions, operations, and personal activities. The most common cause of task degradation or mission failure is human error, specifically the inability to regularly manage risk (OPNAVINST 3500.39C, 2010). Navys goal is; to develop an environment in which every officer, enlisted, or civilian person is trained and motivated to personally manage risk in everything they do, including on- and off-duty evolutions in peacetime and during conflict, therefore enabling successful completion of any task and mission (OPNAVINST 3500.39C, 2010). The ORM process minimizes risks to acceptable levels, commensurate with task or mission accomplishment. Correct application of the ORM process will reduce losses and associated costs resulting in more efficient use of resources. Zero risk is not the intent of ORM. Risk management is a continuous process that is integral from the strategic level of planning through the tactical level and execution. It is a tool to help improve mission readiness and mission accomplishment. The ORM benefits when applying the ORM process ensures mission or task success by providing more effective use of resources, improving on- and off-duty risk decision making, reducing injury and property damage, and improving the readiness of all personnel (FAA System Safety Handbook, Chapter 15, 2000) ORM is a process that assists organizations and individuals in making informed risk decisions in order to reduce or offset risk, thereby increasing operational effectiveness and the probability of mission success. The ORM process is applicable across the spectrum of operations and tasks. It should be used by everyone all the time, whether on- or off-duty in their military or civilian life. II. Review of Relevant Research What is ORM? The term Operational Risk Management (ORM) is defined as a continual cyclic process which includes risk assessment, risk decision making, and implementation of risk controls, which results in acceptance, mitigation, or avoidance of risk, (OPNAVINST 3500.39C, 2010). ORM is the oversight of operational risk, including the risk of loss resulting from inadequate or failed internal processes and systems; human factors; or external events. How does it work? The ORM process assists you in making smart and informed decisions. Actually, we apply ORM every day. At times, we may not even be aware of it as you carry out a task or mission. An example of this is as simple as crossing the street; we look both ways because we were taught this at a young age. However, today we dont even look at this as risk management, but something that we know is the right thing to do before crossing the street. Every person has a role to play in managing risk during a commands task or mission, and every person is vital to the success of the Navy team, (ORM Fundamentals, Navy Knowledge Online, 2011). The Five Steps The ORM process is a systematic, continuous, and repeatable process that consists of five basic steps (OPNAVINST 3500.39C, 2010). Identify hazards Assess hazards Make risk decisions Implement controls Supervise (and watch for changes) The first two steps comprise the risk assessment portion of ORM and provide enhanced awareness and understanding of a given situation. This awareness builds confidence and allows for timely, efficient, and effective protective measures. The remaining three steps are the essential follow-through actions to either eliminate the hazard or mitigate the risks. The Four Principles. ORM incorporates the following four principles (OPNAVINST 3500.39C, 2010): 1. Accept Risk When Benefits Outweigh the Cost 2. Accept No Unnecessary Risk 3. Anticipate and Manage Risk by Planning 4. Make Risk Decisions at the Right Level 1. Accept Risk When Benefits Outweigh the Cost The process of weighing risks against the benefits and value of the mission or task helps to maximize success. Balancing costs and benefits can be a subjective process. Therefore, personnel with knowledge and experience of the mission or task must be engaged when making risk decisions (OPNAVINST 3500.39C, 2010). The goal of ORM is not to eliminate risk but to manage the risk so that the mission or task both on- and off-duty can be successful. The bottom line is, if no benefit can be achieved then do not take the risk. 2. Accept No Unnecessary Risk If all detectable hazards have not been identified, then unnecessary risks are being accepted. Additionally, an unnecessary risk is any that, if taken, will not contribute meaningfully to mission or task accomplishment or will needlessly jeopardize personnel or material. The risk management process identifies hazards that might otherwise go unidentified and provides tools to reduce or offset risk. The acceptance of risk does not equate to the imprudent willingness to gamble. Take only risks that are necessary to accomplish the mission or task (OPNAVINST 3500.39C, 2010). 3. Anticipate and Manage Risk by Planning Integrating risk management into planning as early as possible provides the greatest opportunity to make well-informed risk decisions and implement effective risk controls. This enhances the overall effectiveness of ORM and often reduces costs for your organization and yourself when off duty (OPNAVINST 3500.39C, 2010). 4. Make Risk Decisions at the Right Level Anyone can make a risk decision. However, the appropriate decision maker is the individual who can eliminate or minimize the hazard, implement controls to reduce the risk, or accept the risk. Leaders at all levels must ensure that their personnel know how much risk they can accept and when to elevate the decision to a higher level. Ensuring that risk decisions are made at the appropriate level will establish clear accountability. Therefore, those accountable for the mission must be included in the risk management process. If the commander, leader, or individual responsible for executing the mission or task determines that the controls available to them will not reduce risk to an acceptable level, they must elevate the risk decisions to the next level in the chain of command (OPNAVINST 3500.39C, 2010). Risk Assessment Matrix ORM Matrix Card OPNAVINST 3500.39C, (2010). Risk Assessment Matrix. Retrieved from http://safetycenter.navy.mil/ 1 March, 2011. This Matrix uses Risk as an expression of possible loss, adverse outcome, or negative consequences; such as injury or illness in terms of probability and severity of failure (Salas Maurino, 2010, p. 57). Risk Assessment is a structured process to identify and assess hazards. An expression of potential harm, described in terms of severity, probability, and exposure to hazards. Accomplished in the first two steps of the ORM process. Risk Assessment Code (RAC) is an expression of the risk associated with a hazard that combines its severity and probability into a single Arabic numeral which can be used to help determine hazard abatement priorities. This is typically accomplished through the use of the risk assessment matrix. The basic RACs are: 1-Critical, 2-Serious, 3-Moderate, 4-Minor, and 5-Negligible. Another definition not included in this matrix is, Residual Risk and that will be the Risk remaining after controls have been identified and selected. Bringing back the concept that Zero Risk is not the primary purpose of ORM. Also, for the use of this matrix an Operational Analysis of the task at hand has to be made. This means a chronological or sequential list of the major events or elements in a mission or task. This is the complete picture of what is expected to happen and assures all elements of a mission or task are evaluated for all potential hazards. Very important to define what a Hazard is before assigning it a number in this matrix, because a hazard is any real or potential condition that can cause injury, illness, or death to personnel; damage to or loss of equipment or property; degradation of mission capability or impact to mission accomplishment; or damage to the environment, this is also synonymous with the term threat. Last for this chart is the Risk Decision or the ability to make a decision to accept or not accept the risk(s) associated with an action; made by the commander, leader, or individual responsible for performing that action. The Three Levels The risk management process is applied on three levels: in-depth, deliberate, and time critical. The basic factor that differentiates each level is time; that is the amount of time available to dedicate to the preparation and planning of missions or tasks (OPNAVINST 3500.39C, 2010). There is no definitive separating line between the three levels (in-depth, deliberate, and time critical. It is important to know we have resources to tap into. At each level of the planning process, hazards and associated risks are identified and appropriate controls are developed and implemented. These controls become resources upon which we can draw for the next level of planning and ultimately for execution. III. Summary of Major Findings and Conclusions On and Off-duty mishaps are extremely detrimental to the Navys operational capability. Because the Navy works as a team 24/7, the actions one person takes can affect the readiness and operational capability of the commands mission or task, therefore affecting the Navy as a whole. Thus, we must constantly be aware of all risks involved in our everyday off-duty activities. Benefits of using ORM: Reduction of operational loss. Lower compliance/auditing costs. Early detection of unlawful activities. Reduced exposure to future risks. The ORM process minimizes risks to acceptable levels, commensurate with task or mission accomplishment. Correct application of the ORM process will reduce losses and associated costs resulting in more efficient use of resources. IV. Recommendations All Navy military, civilian, and contractors under the direct supervision of government personnel should apply the ORM principles and processes in all activities in order to optimize mission success and maintain readiness. Leadership should be held accountable for the use of ORM processes in their command. An organizations success requires the commitment of leaders to manage risk while meeting the commands mission. Leaders must lead by example and provide thorough policies and goals, with buy-in from all personnel. All personnel must fully trust that they have the support for risk decisions made in the interest of completing the mission, while also recognizing that intentional breaches of regulations will not be tolerated. The responsibilities as a Leader and /or Commanding Officer, or officer-in-charge should include: Establish command policy and expectations for the application of ORM on- and off-duty. Address the ORM process in mission, training, safety, and lessons learned reports. Inform the chain of command of those hazards identified by the ORM process that cannot be controlled or mitigated at the command level. Ensure ORM risk decisions are being made at the appropriate level within the command.

Cause of Homelessness :: Papers Exploratory Poor Poverty Welfare Essays

Cause of Homelessness Two trends are largely responsible for the rise in homelessness over the past 15-20 years: a growing shortage of affordable rental housing and a simultaneous increase in poverty. Below is an overview of current poverty and housing statistics, as well as additional factors contributing to homelessness. A list of resources for further study is also provided. POVERTY Homelessness and poverty are inextricably linked. Poor people are frequently unable to pay for housing, food, child care, health care, and education. Difficult choices must be made when limited resources cover only some of these necessities. Often it is housing, which absorbs a high proportion of income, that must be dropped. Being poor means being an illness, an accident, or a paycheck away from living on the streets. In 1997, 13.3% of the U.S. population, or 35.6 million people, lived in poverty (U.S. Bureau of the Census, 1998a). While the number of poor people remains has not changed much in recent years, the number of people living in extreme poverty has increased. In 1997, 14.6 million people -- 41% of all poor persons -- had incomes of less than half the poverty level. This represents an increase of over 500,000 from 1995. Forty percent of persons living in poverty are children; in fact, the 1997 poverty rate of 19.9% for children is almost twice as high as the poverty rate for any other age group. Two factors help account for increasing poverty: eroding employment opportunities for large segments of the workforce, and the declining value and availability of public assistance. Eroding Work Opportunities Media reports of a growing economy and low unemployment mask a number of important reasons why homelessness persists, and, in some areas of the country, is worsening. These reasons include stagnant or falling incomes and less secure jobs which offer fewer benefits.

Critique of a Commercial Air Conditioning System Sales Speech

This essay is a critique of a recent commercial air conditioning system sales presentation. These commercial systems are manufactured by a Japanese company and are sold in the United States directly to building owners. Consulting engineering firms are also targeted by this HVAC manufacturer because these firms must specify the system to be used in their new building construction projects and because the engineers within the consulting firm usually have some sway and influence on the building owner. This sales presentation was conducted by a Regional Sales Manager for the HVAC manufacturing company. His name is Dennis and he is a mechanical engineer by education who has spent his fifteen year career in outside sales. Dennis’s audience consisted of a dozen consulting engineers who have the ability to specify and help promote these expensive, high-quality HVAC systems to commercial building owners. Dennis and his company chose a very nice, spacious, well-lit conference room within a Marriott hotel to conduct this sales presentation. This two-hour presentation was a prelude to a day-long presentation that would follow later. It began at 10 a. m. nd was followed by a lunch for the attendees at noon. Dennis used two large projection screens; one was for a PowerPoint presentation and the other was for a laptop computer display that demonstrated a software design program for the company’s HVAC systems. Dennis had his room and supporting materials ready by 9:30 a. m. in case some members of his audience arrived early. Dennis was dressed in crisp slacks, dress shoes and a p olo-type golf shirt that had his company’s logo on it. His audience of consulting engineers was mostly conservatively dressed. A couple of them wore golf shirts, but the others had dress shirts with ties or dress shirts with blazers. Based on his known audience of consulting engineers, Dennis should have dressed more formally and conservatively. He began his presentation as all good presenters do, with an attention-getting device or anecdote. He told a short story about his earlier days in minor league baseball. He pitched, and could reach 90 miles per hour with his fastball. But, his fastball lacked movement and he had no other pitches that he could throw consistently for strikes. To keep their attention, Dennis said he would pitch golf balls to audience members throughout the presentation. Dennis is a middle-aged, stocky, well-groomed sales professional with good posture and good enunciation. He varies his tone, cadence and vocal volume to good effect. He regularly moves around his stage area and sometimes walks among his audience, and he uses hand gestures and varied facial expressions frequently to hold his audience’s attention. A southerner, his speech is grammatically correct and nicely formal. He has a booming voice, and uses it every once in a while when he senses a lull or when he wants to enthusiastically make a point. Apart from saying the phrase, â€Å"you know,† every once in a while, his presence and content are professional and non-distracting. Dennis’s presentation was interesting and informative for his audience of engineers because his company manufactures an expensive, state-of-the-art system that is capable of simultaneous heating and cooling. The audience’s interest was confirmed because they asked many pertinent questions. Dennis used his dual screens and handout materials to make and reinforce his product’s attributes and advantages versus their competition. The engineers even worked on their laptops to get a brief feel for the software program, but were firmly told to close their laptops after trying the design program. Open laptops throughout the presentation would have been very tempting and distracting for the engineers, and Dennis did not allow it. And, as every fine speaker does, Dennis ended his presentation with a dramatic, memorable closing summary and statement of his product’s virtues and his company’s commitment to quality.

Nutrition The Weight Loss Program - 1719 Words

Our nutrition plays a very important role in our lives, it will help to increase or decrease our lifespan. With everyone’s potential to live longer than ever before comes the very important need to monitor and change the amounts, the kinds of food and supplements that we have a tendency to put into our bodies. Having the right nutrition in our early years won t solely result in a learned commitment however so will result in a period habit toward a healthy extended life. Realizing the importance of nutrition within the shape i will be able to be discussing insights learned from recording my food and drink intake and its reference to the Atkins weight loss program Realizing that it s necessary to eat a spread of nutrient-dense food and drinks among the fundamental food teams whereas selecting food that limit the intake of saturated and trans fat, cholesterol, additional sugar and salt, in my daily diet I endeavor to consume the maximum amount as potential in line with federal recommendation. My inconsistencies are with milk and vegetables. I typically try to avoid the bad foods but I have a hard time getting quality food because it s so expensive. As a result i m unable to maintain a healthy consumption habit which ends up in some deficiencies like light servings of vegetables daily, typically too much carbohydrates together tends to substitute food, excessive proteins and no carbs. 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