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The Leader's Guide to Force Protection through Risk Management is designed to serve as both a quick and a comprehensive reference on risk management and force protection in today's force-projection Army. It is intended for use by commanders and other leaders, planners, and operators in brigades, battalions, and smaller units. The first section defines risk management and illustrates the relationship between force protection and operations. Section 2 provides examples of hazards associated with common tasks and missions along with control measures to reduce risks associated with the hazards. Subsections are arranged by topic. To use them most efficiently when time is short: (1) find the task(s) related to your mission; (2) review the list of possible hazards, and select the appropriate controls to reduce the risks to your force. (It is important to remember that the lists arc general and are not all inclusive. Hazards listed should be addressed in addition to not instead of the hazards identified by ris? assessment of the specific mission); (3) embed the selected controls in the appropriate paragraphs or graphics of your OFORD, FRAGO, or plan; and, 6) Enforce the control measures in the same manner as all other aspects of the order. Section 3 focuses on special conditions that may produce hazards unique to force-projection operations in various geographical locations. Applicable material in this section should be used to supplement that in section 2. Section 4 contains additional tactics, techniques, and procedures. Tailor and use these risk management-integration tools to meet your training and operational requirements. Remember, no single tool or technique alone can adequately protect the force. And tactics, techniques, and procedures applied without disciplined execution will not work.
This research paper will provide the framework for a risk management based security methodology, which can be directly applied to the current Air Force protection level asset security system. This risk management process will allow the Air Force to use a validated, systems approach to identify acceptable levels of security risk and employ appropriate, cost effective countermeasures to reduce the vulnerabilities associated with its protection level assets. In today's environment of decreased military spending and budget cuts, the Air Force is finding it increasingly more difficult to fund for additional or more advanced security countermeasures. Because of this, it must learn to balance the risk of loss or damage to its protection level assets against the cost of countermeasures and select a mix that will provide adequate protection. The risk management process can greatly assist the Air Force in determining how to protect these assets; to what extent; against what type of threat; and the costs and benefits of countermeasures.
Risk management is especially important for military forces deployed in hostile and/or chemically contaminated environments, and on-line or rapid turn-around capabilities for assessing exposures can create viable options for preventing or minimizing incapaciting exposures or latent disease or disability in the years after the deployment. With military support for the development, testing, and validation of state-of-the-art personal and area sensors, telecommunications, and data management resources, the DOD can enhance its capabilities for meeting its novel and challenging tasks and create technologies that will find widespread civilian uses. Strategies to Protect the Health of Deployed U.S. Forces assesses currently available options and technologies for productive pre-deployment environmental surveillance, exposure surveillance during deployments, and retrospective exposure surveillance post-deployment. This report also considers some opportunities for technological and operational advancements in technology for more effective exposure surveillance and effects management options for force deployments in future years.
Deployment of forces in hostile or unfamiliar environments is inherently risky. The changing missions and increasing use of U.S. forces around the globe in operations other than battle call for greater attention to threats of non-battle-related health problemsâ€"including infections, pathogen- and vector-borne diseases, exposure to toxicants, and psychological and physical stressâ€"all of which must be avoided or treated differently from battle casualties. The likelihood of exposure to chemical and biological weapons adds to the array of tactical threats against which protection is required. The health consequences of physical and psychological stress, by themselves or through interaction with other threats, are also increasingly recognized. In addition, the military's responsibility in examining potential health and safety risks to its troops is increasing, and the spectrum of health concerns is broadening, from acute illness and injury due to pathogens and accidents to possible influences of low-level chemical exposures, which can manifest themselves in reproductive health and chronic illnesses years later, perhaps even after cessation of military service. Strategies to Protect the Health of Deployed U.S. Forces develops an analytical framework for assessing risks, which would encompass the risks of adversed health effects from battle injuries, including those from chemical- and biological-warfare agents, and non-battle-related health problems. The presumed spectrum of deployment ranged from peacekeeping to full-scale conflict.
This research paper will provide the framework for a risk management based security methodology, which can be directly applied to the current Air Force protection level asset security system. This risk management process will allow the Air Force to use a validated, systems approach to identify acceptable levels of security risk and employ appropriate, cost effective countermeasures to reduce the vulnerabilities associated with its protection level assets. In today's environment of decreased military spending and budget cuts, the Air Force is finding it increasingly more difficult to fund for additional or more advanced security countermeasures. Because of this, it must learn to balance the risk of loss or damage to its protection level assets against the cost of countermeasures and select a mix that will provide adequate protection. The risk management process can greatly assist the Air Force in determining how to protect these assets; to what extent; against what type of threat; and the costs and benefits of countermeasures.
Army safety activities are organized to protect the force and enhance warfighting capabilities through a systematic and progressive process of hazard identification and risk management. These activities support commanders by early identification of safety problems that could degrade readiness or mission accomplishment. When safety problems are identified, actions to address them are initiated and implemented through command channels. The Army Safety Program provides a source of technical support to assist commanders in achieving their goals. This support embodies policies, procedures, criteria, information, and personnel assets throughout the Army and its supporting agencies and contractors. With the support of a cohesive Army Safety Program, commanders can institute a risk-management program that will allow them to accomplish their mission while maintaining readiness and protecting the force. Except for requirements levied by public law or imposed by higher headquarters, it is up to commanders to decide what are acceptable levels of risk and actions to take to control those risks. This differs from traditional approaches wherein safety offices were perceived as tending to impose operational "restrictions."
Since the Gulf War ended in 1991, various constituencies, including a significant number of veterans, speculate that unidentified risk factors led to chronic, medically unexplained illnesses, and these constituencies challenge the depth of the military's commitment to protect the health of deployed troops. Despite general concurrence in findings to support these claims, few changes have been made at the field level. The most important recommendations remain unimplemented, despite the compelling rationale for urgent action. Protecting Those Who Serve illuminates these recommendations and government-developed plans that remain inactive due to a lack of authority within the Department of Defense, while describing the dangers that may result from failure to protect our forces in the field.
Today's Army is challenged by a wide range of threats and operating environments. These challenges, plus new technologies, require our leaders to use creative measures to provide positive protection to our Soldiers and equipment. In April 1998, Field Manual (FM) 100-14 (FM 5-19) introduced to the Army the first doctrinal publication on risk management. It detailed the application of a step-by-step process to conserve combat power and resources. This milestone manual outlined a framework that leaders could use to make force protection a routine part of planning, preparing, and executing operational, training, and garrison missions. Before the outset of the global war on terrorism it became apparent that FM 100-14 would require updating to meet the needs of the future. Army assessments also indicated that the existing manual needed to be expanded to provide clear standards and guidance on how the risk management process was to be applied. This led to this current revision. During development of this revision the Army broadened its understanding of the risk management process to encompass all operations and activities, on and off duty. This holistic approach focuses on the composite risks from all sources rather than the traditional practice of separating accident from tactical hazards and associated risks. This revision has been refocused to clearly reflect the Army's new composite approach, and has been retitled Composite Risk Management (CRM). CRM represents a culture change for the Army. It departs from the past cookie cutter safety and risk management mentality through teaching Soldiers “how to think” rather than telling them “what to think.” This manual expands the context of the original FM by focusing on the application of composite risk management to the military decisionmaking process (MDMP) and the Army training management system. It further assigns the responsibilities for conducting risk management training during initial entry training and professional military education. It is a tool that works in conjunction with the Army's on-going initiative to firmly attach CRM to all Army processes. It is a milestone document for the standardization and institutionalization of the techniques, tools, and procedures that lead to sound decisionmaking and valid risk acceptance by leaders at all levels. This revision is a full rewrite of FM 100-14. It marks a break with the past by integrating the CRM process into Army operations. CRM is not a stand-alone process, a “paper work” drill, or an add-on feature. Rather, it is used as a fully-integrated element of detailed planning. It must be so integrated as to allow it to be executed intuitively in situations that require immediate action. CRM should be viewed as part of the military art interwoven throughout the Army's military decisionmaking and training management cycles.