Table of Contents. 3 Foreword. 4 Shared Vision and Common Mission. 5 Introduction. 6 Strategic Plan

Transcription

1

2 Table of Contents 3 Foreword 4 Shared Vision and Common Mission 5 Introduction 6 Strategic Plan 7 Goal 1 - Loss Prevention (Objectives/Action Plans) 8 Goal 2 - Safety Culture (Objectives/Action Plans) 9 Goal 3 - Oversight (Objectives/Action Plans) 10 Goal 4 - Organizational Effectiveness (Objectives/Action Plans) 11 Our Environment

3 Foreword As the Army navigates uncertain change during the next few years, we, the Army s safety team the U.S. Army Combat Readiness/Safety Center and Army Safety Office are also in transition. Despite budget constraints and force structure changes, we must remain flexible and adaptive to fulfill our mission of preventing accidental losses. We must take a hard look at our two organizations and focus on how we can best meet that mission, given current organizational structure and existing processes, to fulfill our vision as the Army s action agent, shaping a pervasive culture that values safety as a readiness imperative. Those of you who have worked at the USACRC/SC or in the ASO know we are structured in a functional or productoriented model. For example, on any given day, the Driving Directorate may be assessing risk factors and off-duty trends, while a team of investigators may be combing through accident debris at some far-off location, and our instructors may be preparing another class of safety professionals for their next assignments. Although all our team members are capable and committed, we tend to operate autonomously, with minimal interaction with others outside our immediate offices or directorates. This plan will help us break down artificial communication barriers, thus increasing collective innovation and collaboration that will ultimately lead to enhanced improvements in effectiveness and capabilities across our organizations. In October 2013, the commanding general and director of Army Safety directed we take a holistic look at internal processes to improve integration, communication and information sharing while reducing duplication and isolationism. Under the leadership of the chief of staff, nearly 50 team members from the USACRC/SC and ASO formed line-of-effort working groups that met diligently for more than three months to identify four major goals and associated actions supporting the strategic plan outlined in this booklet. Change can be difficult on the workforce and organization as a whole. More than resources and time, it will take the commitment of every member of the Army safety team to achieve long-term and sustainable results. Given current fiscal constraints, many will ask if we can afford such an undertaking. The answer is we cannot afford to delay this endeavor. Our Army s readiness and its most precious resources our Soldiers, DA Civilian employees and Families remain linked to what we do every day. There should be no doubt that the concerted efforts of the USACRC/SC and ASO directly contributed to fiscal 2013 being the lowest on record for accident fatality rates. Our organizations continue on this positive trend and maintain momentum across the Army because one life lost to an accident or mishap is one too many. This strategic plan will serve as the combined USACRC/ SC/ASO roadmap as our organizations move toward the Army of 2020 and beyond. Army Safe is Army Strong! 3

4 Shared Vision and Common Mission The Office of the Director of Army Safety (ODASAF), which is more widely known as the Army Safety Office (ASO), and the U.S. Army Combat Readiness/Safety Center (USACRC/SC) are two distinct organizations with a common mission. They are led by one individual, the Director of Army Safety and Commanding General, USACRC/SC, whose vision is shared across both organizations. Director of Army Safety Commander U. S. Army Combat Readiness/Safety Center Oversee Assess Mission ODASAF Policy Goals Advise Vision To be the Army's action agent, shaping a pervasive Army culture that values safety as a readiness imperative key to our transition to the Army of Collect Store Mission USACRC/SC Goals Communicate Analyze Mission The Army safety team provides the Army with safety and risk management expertise to preserve readiness through the prevention of accidental loss of our Soldiers, Civilians, Families and vital resources. Goals Objectives Action Plans 4

5 Introduction Would you tell me, please, which way I ought to go from here? asked Alice. That depends a good deal on where you want to get to, said the Cat. I don t much care where said Alice. Then it doesn t matter which way you go, said the Cat. so long as I get SOMEWHERE, Alice added as an explanation. Oh, you re sure to do that, said the Cat, if you only walk long enough. ~ Lewis Carroll, Alice s Adventures in Wonderland The Office of the Director of Army Safety and U.S. Army Combat Readiness/ Safety Center joined forces to develop a strategic plan to guide both organizations as we transition to the Army of From the beginning of this endeavor, it was a team effort as representatives from both organizations contributed their time, energy, ideas and experiences. As our Army draws down from two wars and more than 13 years of sustained combat operations, we must also adapt and change if we are to remain relevant. In Lewis Carroll s book Alice s Adventures in Wonderland, the author eloquently highlights the significance of strategic planning when Alice seeks direction from the Cheshire Cat. From their short discussion came the paraphrase, If you don t know where you re going, any road will get you there. How do we know which road to take if we don t know where we are going? How do we get there from here if we don t know where there is? Following the metaphor from Carroll s story, and given our uncertain environment, arriving at our planned destination depends solely on the route we take and our navigation skills. Alice may not have known where she wanted to go, but we have chosen a more deliberate approach to our future by being visionary about our destination and the path we will travel. Stephen R. Covey, American businessman, educator and author, said, People and their managers are working so hard to be sure things are done right that they hardly have time to decide if they are doing the right things. That cannot be more true when we get caught up in our dayto-day business. We do our jobs very well, but occasionally we must take time to step back and make sure we are doing the right things, and doing them as well as possible. Strategic planning forces us to think about the future not only our endstate or destination, but just as important, the path that will take us there. From the beginning, this was a collaborative effort with representation from across the USACRC/SC and ASO. Armed with the commanding general s guidance, the chief of staff pulled together the executive working group, consisting of the executive directors, senior safety adviser, deputy director of Army Safety and strategic planner to build the framework for the plan. The EWG serves as an executive review board and met throughout the process to synchronize the efforts of the working groups. The planning phase began with the forming of the initial planning group, made up of directors from across the USACRC/SC and representation from the ASO. The IPG reviewed higher guidance, policy and regulations to ensure our plan was nested with the direction the Army is going. The IPG conducted a review of internal and external environments and identified our strengths, weaknesses, opportunities, threats and stakeholders. From this process, a new vision, mission and lines of effort with goals were formed. Leadership from both organizations was used during this phase because of the critical nature of building the plan s foundation. The key to success was having the right representation of people who formed the line-of-effort working groups. The groups were made up of individuals in pay grades GS-7 to GS-15, with each group having subject matter experts related to the focus of each line of effort. The groups established the objectives needed to meet each goal, action plans to meet each objective, and metrics by which success will be measured. With the plan complete and action plan working groups formed, the effort will now shift to putting action behind the words. These groups will work on action plans similar to project management teams. The efforts of these groups are essential to the success of this plan. Do not think of this as taking on additional work; it is about taking those daily efforts and decisions and making them part of an integrated process toward a common vision. This plan will help us improve because it focuses the energy, resources and time of everyone in the two organizations in the same direction. 5

6 Strategic Plan 6

7 Goals/Objectives/Action Plans USACRC/SC and ASO Goals Goal 1 - Loss Prevention (Provide the Army with knowledge, tools and training to prevent mishaps and preserve vital resources) Goal 2 - Safety Culture (Facilitate a proactive safety culture) Goal 3 - Oversight (Provide direction and oversight of the execution of the Army Safety Program) Goal 4 - Organizational Effectiveness (Establish business processes that maximize organizational effectiveness) Loss Prevention Objective 1.1 Align the Army Safety Management Information System (ASMIS) to meet current and emerging business requirements Action Plan (AP) Create an ASMIS steering group AP Establish an executive ASMIS steering group AP Submit valid requirements to the investments review board (DOD) and Army Domain Review Governance Board (DASA) Objective 1.2 Identify and collect relevant and mandatory data requirements AP Identify baseline data requirements (internal and external) for the ASMIS enterprise database AP Identify relevant data from multiple sources Objective 1.3 Identify trends and implement accident prevention initiatives AP Establish a routine process that continually reviews all available data sources, both internal and external to USACRC/SC assets, to identify trends Objective 1.4 Train Army safety personnel to meet current and future requirements AP Maintain accreditation requirements, develop internal collaborative curriculum review and optimize training platforms and delivery methods Objective 1.5 Refine a proactive program that provides targeted assistance to units across the Army AP Develop standardized procedures for assistance visits 7

8 Goals/Objectives/Action Plans Safety Culture Objective 2.1 Empower the additional duty safety officer (ADSO) and collateral duty safety officer (CDSO) with knowledge and tools to confidently and effectively manage unit safety programs Action Plan (AP) Identify ADSOs/ CDSOs through the online training site and capture contact information for those recently trained or newly assigned AP Conduct requirements review (policy, rank structure, retainability, expectations, other duties) AP Conduct a critical task analysis course review and refinement (online) AP Establish a local training baseline to standardize AR requirement for follow-on training AP Create and maintain an ADSO/ CDSO web-based toolbox AP Develop an ADSO/CDSO mentorship program Objective 2.2. Assist leaders and Family members to incorporate risk management into daily activities AP Leverage existing Army policies and programs to shift perception to safety as an enabler AP Refine and promote tools and initiatives targeting leaders and Families AP Provide relevant total mishap cost information to unit leaders AP Target social media AP Assess existing Army Family programs and services for opportunities to integrate safety Objective 2.3 Leverage senior institutional leaders to champion safety as an Army imperative AP Influence Army Command (ACOM), Army Service Component Command (ASCC) and Direct Reporting Unit (DRU) senior safety directors to obtain buy-in and promote safety initiatives AP Capture and exploit successes to reinforce a proactive safety culture 8

9 Objective 2.4 Establish, refine and communicate safety programs to influence unit safety climate AP Promote the Army safety awards program to reinforce proactive behavior AP Implement a nearmiss reporting program AP Integrate the human factors analysis and classification system Oversight Objective 3.1 Provide leadership and direction in developing and updating Army safety strategy, program management, policy and procedures Action Plan (AP) Revise policy, procedures and safety and occupational health objectives that comply and align with statute, DOD guidance, senior leader guidance, current practices and evolving trends AP Assess industry/ safety organizations best practices and integrate into Army programs AP Provide oversight for Career Program-12 AP Communicate changes to policy, objectives, programs and procedures Objective 3.2 Develop a framework to transition the Army Safety Program to the requirements specified under the revised Department of Defense Instruction AP Identify and develop new program elements required under the DOD Safety and Health Management System and develop a transition plan AP Communicate changes to the Army Safety Program as an imperative to a ready force Objective 3.3 Forecast workforce requirements and systematically plan safety and occupational health manning requirements to support the Army s safety mission with trained and ready personnel AP Conduct a formal workforce analysis and forecast requirements AP Manage CP-12 9

10 Goals/Objectives/Action Plans AP Communicate policy/strategy for placing well-trained safety personnel in the right positions Objective 3.4 Evaluate the implementation and effectiveness of the Army safety program AP Redesign the ASO audit program AP Develop metrics to measure and/or assess a command s safety program AP Communicate changes to the audit program Organizational Effectiveness Objective 4.1 Identify, prioritize, develop, implement and evaluate all internal and external business processes to improve communication and collaborative efforts Action Plan (AP) Codify administrative staffing AP Formalize the mishap notification and the CAI deployment process AP Formalize an internal process for initiatives and program development AP Formalize an internal process for enterprise help desk requests AP Develop a USACRC/SC senior leader engagement and communication strategy Objective 4.2 Employ cost-effective, innovative technology that provides value by streamlining USACRC/SC business processes and communication AP Leverage technology Objective 4.3 Leverage a resilient USACRC/SC workforce with knowledge, skills and opportunities through workforce development and succession planning AP Develop a workforce management plan AP Formalize the data reconciliation process 10

11 Our Environment Internal-Direct Internal-Indirect External-Direct External-Indirect Internal-Direct This is the core team responsible for the development, implementation and evaluation of the Army safety program. Internal-Indirect These organizations include safety professionals in the field who have responsibilities at their organizations for development, implementation and evaluation of the Army safety program, but the USACRC/SC and ASO do not have direct oversight, as they work for their commanders. External-Direct These organizations have established lines of two-way communication with the USACRC/SC and ASO and, in some cases, have direct influence over development, implementation or evaluation of the Army safety program. External-Indirect These organizations generally have no influence over the development, implementation and evaluation of the Army safety program, but are either customers for products or enablers for programs. 11

12 12