Risk
Management Procedures--Operations
1.
Mission
Planning and Execution (Risk Management).
During
planning and execution of the mission, commander and staff use risk management
procedures to identify and control mission, enemy, terrain/weather, troop and
time (METT-T) hazards. The chart at
Enclosure
15 shows
how risk management can be integrated into the decisionmaking process. Both
of these processes require sequential steps that are executed based on time
available. When time is limited, the steps are streamlined with increased reliance
on the experience and expertise of the commander and staff. The table at
Enclosure
16
shows
how risk management can be integrated into a related mission training plan
task.
a.
Risk
assessment.
The
S3 (Safety) gathers METT-T information from the staff and completes a risk
assessment for each course of action (COA). Risk assessment matrices tailored
for the unit's METL may be used for this purpose. The risk level of each COA
should be entered on the decision matrix as the Force Protection (Safety and
Fratricide Avoidance) criterion. b.
Risk
management.
Commander
selects the COA and decides to accept the level of risk or elevate the decision
to the next command level. Decision is based on the level of risk-acceptance
authority delegated by higher command and significant hazards that cannot be
controlled at his command level. (NOTE:
Each organization is responsible for establishing the level of command with
the authority to accept each level of risk.) For
the selected COA, each staff officer applies risk management procedures for
his BOS function to identify the hazards most likely to result in loss of combat
power and implements one or more controls for each. Care is taken to avoid
unnecessary safety restrictions. The Executive Officer (XO) reviews control
options developed by the staff that have cross-function implications. He ensures
synchronization of the total risk control effort. Control
options addressing high risk hazards and/or those having a potentially significant
impact on the COA are recommended by the XO to the commander for his decision.
Approved
controls are developed by the staff and integrated into appropriate paragraphs
of the operation order and overlays. Commander and staff then monitor and enforce
controls until mission completion. New or increased risk in METT-T hazards
are risk managed as they occur during the mission. The table at Enclosure
17
shows
how risk management can be integrated into an OPORD.
2.
Mission Assessment (After-Action Review).
After
mission completion, commander and staff assess the unit's risk management effectiveness
and force protection (safety/fratricide) performance. Improvements are identified,
and actions to implement are initiated.
a.
For his BOS function, each staff officer assesses the effectiveness of each
risk management step, the reasons (force protection factors) for incidents
experienced during the mission and whether or not the commander's guidance
was met. Based on this assessment, each staff officer identifies (and initiates
action to implement) improvements needed.b.
The S3 (Safety) collects from the staff information about force protection
shortcomings and needed improvements. He identifies those considered significant/having
cross-function application and reports them to the XO. The XO reviews these
shortcomings and needed improvements, takes action to implement those he deems
necessary and elevates to the commander only those having significant mission
impact/high accident risk.c.
The commander uses information from the AAR and recommendations from the XO/staff
to determine if the unit's risk management and safety performance meet hisguidance,
the effectiveness of hazard controls implemented, and necessary changes to
guidance and controls (including SOP) for future missions.
Risk
Management Procedures--Training
Risk
Management Responsibilities
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