Downloaded from https://www.everyspec.com workplace-safety standards of another Service’s regulations, or provide a lower degree of protection, the other Service’s regulations will apply. When requirements in this regulation are equal to or exceed the other Services’ requirements in providing workplace safety, the Army requirements will apply. 1–10. Obligation for coordination and collaboration Whenever possible, Army personnel will coordinate and collaborate with other services and Federal agencies to develop mutual standards, procedures, and processes. 1–11.
Existing documentation and programs Existing documentation (for example, written programs like hazard communication, system safety programs, SOPs, waivers, exemptions, hazard analysis, risk assessments, system safety program plans, and so forth) which met standards and regulations at their time of development need not be updated to meet the new requirements of this regulation until other reasons or conditions dictate revision. Chapter 2 Strategic Planning, Army Safety Program Structure, Safety Program Evaluation, Councils, and Committees Section I Strategic Goals and Strategic Planning 2–1. Safety program planning a.
Each safety office will develop strategic goals, a strategic plan, and a business plan to execute the strategic plan in accordance with DA Pam 385–10. Strategic planning will include planning for accidents and incidents. Plans will call for inclusion of public affairs operations. b. Strategic planning will determine the organizational direction and metrics. c. Planning within Army safety offices will focus on the organization’s mission, vision, values, and goals. As a minimum, the strategic plan should encompass goals and objectives for 5 years, with a section that specifically addresses the focus of each year. d.
Strategic planning will be conducted at least annually in preparation for the coming fiscal year. Strategic planning should be conducted in time to identify the organizational goals to be achieved over the coming fiscal year, resources needed to achieve those goals, and funding required. e. Progress in implementing the plan should be reviewed at least quarterly. The frequency of the review depends on the activity level and changes that may affect the plan. f. The strategic planning package will be provided to the organization’s commander for review and approval. 2–2.
Prioritization All safety functions and tasks will be prioritized based on regulatory requirements and strategic planning in accordance with DA Pam 385–10. a. All safety and tasks identified as not being met or completed will be evaluated to identify the potential risk to the organization. b. The organization’s commander will be provided the complete ranking of all safety functions and tasks along with the risk assessment for review and approval. 2–3. Strategic Management System The Defense Readiness Reporting System is an integrated strategic management and measurement system developed by DCS, G–3/5/7 at the direction of the Chief of Staff, Army (CSA).
The system uses the Balanced Scorecard approach and the Army’s overall scorecard is the "pinnacle" of the system. Each Army safety office will use the Balanced Scorecard approach in accordance with DA Pam 385–10 during their strategic planning sessions to ensure that goals and objectives are consistent with those established by the CSA. Section II Army Safety Program Structure 2–4. Introduction The Army Safety Program provides the guidance and emphasis necessary to ensure that the Army operates in as safe and efficient an environment as is possible.
This is achieved by applying the mishap risk management component of CRM and the formal Occupational Safety and Health (OSH) programs directed at the individual Soldier and Army civilian. Therefore, it is important that safety organizations at all levels support the Army Safety Program. Each 16 AR 385–10 • 23 August 2007