​What key elements in the homeland assessment process have you identified as your top five in an ordinal ranking?

Law

Bethel University

Question Description

Question: What key elements in the homeland assessment process have you identified as your top five in an ordinal ranking? Why? What other component parts should be included as part of an assessment? What key components have you identified in the command arena?

Requirements: (minimum of 250 words) to the initial topic on the Discussion Board by Wednesday. Remember to support your work with APA references from three scholarly/academic resources.

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H1237 Fisher03.qxd 8/27/04 2:13 PM Page 33 3 Category 1 Leadership C H A P 10 1 Leadership (120 pts.) M The Leadership category examines howA the organization’s senior leaders address values, directions, and performance expectations, as well as a focus on customers and other stakeholders, Nregarding the organization’s homeland security initiaempowerment, innovation, and learning tives. Also examined are the organization’s , governance and how the organization addresses its public and community responsibilities for homeland security. K A R I S S A 1 8 3 4 T S Forms can be downloaded from the CD-ROM located inside the back cover of this book. 33 H1237 Fisher03.qxd 8/27/04 2:13 PM Page 34 34 Chapter Three 1.1 Organizational Leadership (70 pts.) Process Describe how senior leaders guide your organization. Describe your organization’s governance system. Describe how senior leaders review organizational performance. AREAS TO ADDRESS a. Senior Leadership Direction (1) How do senior leaders set and deploy organizational values, short- and longer-term directions, and performance expectations? How do senior leaders include a focus on creating and balancing value for customers and other stakeholders in their performance expectations? How do senior leaders communicate organizational values, directions, and expectations through your leadership system, to all employees, and to key suppliers and partners?CHow do senior leaders ensure two-way communication on these topics? H for empowerment, innovation, and organizational (2) How do senior leaders create an environment agility? How do they create an environment forAorganizational and employee learning? How do they create an environment that fosters and requires legal and ethical behavior? P b. Organizational Governance M How does your organization address the following key factors in your governance system? A actions • Management accountability for the organization’s N • Fiscal accountability • Independence in internal and external audits , • Protection of stockholder and stakeholder interests, as appropriate c. Organizational Performance Review K (1) How do senior leaders review organizational performance and capabilities? How do they use these A performance, and progress relative to short- and reviews to assess organizational success, competitive longer-term foals? How do they use these reviews R to assess your organizational ability to address changing organizational needs? I (2) What are the key performance measures regularly reviewed by your senior leaders? What are your S key recent performance review findings? (3) How do senior leaders translate organizational S performance review findings into priorities for continuous and breakthrough improvement of key business results and into opportunities for innovation? A How are these priorities and opportunities deployed throughout your organization? When appropriate, how are they deployed to your suppliers and partners to ensure organizational alignment? (4) How do you evaluate the performance of your1 senior leaders, including the chief executive? How do you evaluate the performance of members of the board of directors, as appropriate? How do senior leaders use organizational performance review8findings to improve both their own leadership effectiveness and that of your board and leadership3 system, as appropriate? 4 T S 1.1 Percent Score ✔ Approach ✔ Deployment ✔ Learning ✔ Integration H1237 Fisher03.qxd 8/27/04 2:13 PM Page 35 Category 1: Leadership 35 1.1a(1) How do your senior leaders set and deploy organizational values, short- and longer-term directions, and performance expectations as they relate to homeland security within the organization? Interview notes: Zero-Based Preparation 0 10 World-Class Preparation 20 Green (Low) 30 40 Blue (Guarded) 50 60 Yellow C (Elevated) 70 Orange (High) 80 90 100 Red (Severe) H A P World-Class Organization M • Senior leaders are personally involved in setting A and deploying homeland security directions and N expectations throughout the organization. , • Senior leaders volunteer with citizen corps in the (Circle Appropriate Percentile) Zero-Based Organization • A limited number of senior leaders are involved in setting and deploying homeland security directions and expectations among the workforce. • Senior leaders outsource all management of the organization’s homeland security directions and expectations to outside consultants. 1.1a(1) communities where the organization is located and deploy corporate security values among employees, customers, partners, and suppliers. K A R ✔ Approach ✔ Deployment I ✔ Learning ✔ Integration S Senior leaders set and deploy organizational values, S short- and longer-term directions, and performance expectations as they relate to homeland security within the organization. A + Strengths 1. 2. 3. – Opportunities for Improvement 1. 2. 3. Homeland Security Planning Issues: Short Term (1 to 2 years) 1. 2. Long Term (2 years or more) 1. 2. 1 8 3 4 T S H1237 Fisher03.qxd 8/27/04 2:13 PM Page 36 36 Chapter Three 1.1a(2) How do your senior leaders create an environment for empowerment, innovation, and organizational agility among employees regarding homeland security issues throughout the organization? Interview notes: Zero-Based Preparation 0 10 World-Class Preparation 20 Green (Low) 30 40 Blue (Guarded) 50 60 Yellow C (Elevated) 70 Orange (High) 80 90 100 Red (Severe) H A P World-Class Organization M • Senior leaders empower employees to form A homeland security teams within their departN ments and recognize individual employees for innovative homeland security ideas. , (Circle Appropriate Percentile) Zero-Based Organization • Senior leaders do not encourage employees to discuss homeland security issues on the job. • Senior leaders are not concerned about employee involvement in emergency readiness, and they forbid employee involvement in homeland security issues on work time. 1.1a(2) • Senior leaders have formed “study circles” throughout the organization where concerned employees identify disaster-related issues and seek resolution from management. K A R ✔ Approach ✔ Deployment I ✔ Learning ✔ Integration S Senior leaders create an environment for empowerment, innovation, and organizational agility among S employees regarding homeland security issues throughout the organization. A + Strengths 1. 2. 3. – Opportunities for Improvement 1. 2. 3. Homeland Security Planning Issues: Short Term (1 to 2 years) 1. 2. Long Term (2 years or more) 1. 2. 1 8 3 4 T S H1237 Fisher03.qxd 8/27/04 2:13 PM Page 37 Category 1: Leadership 37 1.1b How does your organization address management accountability, fiscal accountability, independent internal/external audits, and protection of stockholder/stakeholder interests regarding the organization's homeland security efforts? Interview notes: Zero-Based Preparation 0 10 World-Class Preparation 20 Green (Low) 30 40 Blue (Guarded) 50 60 Yellow C (Elevated) 70 Orange (High) 80 90 100 Red (Severe) H A P World-Class Organization M • Organization rewards managers and supervisors A who have disaster recovery plans documented N and in place within their areas of responsibility. , • Organization conducts annual corporate home- (Circle Appropriate Percentile) Zero-Based Organization • Organization has no interest in ensuring that homeland security audits are conducted to ensure a safe environment for employees, customers, and suppliers. • Organization does not associate the identification of homeland security issues and vulnerabilities as a protective initiative for stockholders and stakeholders. 1.1b land security self-assessments and hires an external security agency to validate assessment findings. K A R ✔ Approach ✔ Deployment I ✔ Learning ✔ Integration S Organization addresses management accountability, S fiscal accountability, independent internal/external audits, and protection of stockholder/stakeholder interests regarding the organization’s homeland security A efforts. + Strengths 1. 2. 3. – Opportunities for Improvement 1. 2. 3. Homeland Security Planning Issues: Short Term (1 to 2 years) 1. 2. Long Term (2 years or more) 1. 2. 1 8 3 4 T S H1237 Fisher03.qxd 8/27/04 2:13 PM Page 38 38 Chapter Three 1.1c(1) How do your senior leaders review and assess the organization’s homeland security readiness and capabilities? Interview notes: Zero-Based Preparation 0 10 World-Class Preparation 20 Green (Low) 30 40 Blue (Guarded) 50 60 Yellow C (Elevated) 70 Orange (High) 80 90 100 Red (Severe) H A P World-Class Organization M • Senior leaders hold all employees accountable for A reviewing and for identifying homeland security N issues and vulnerabilities within their work areas. Senior staff meet with employees annually , to develop a homeland security readiness plan (Circle Appropriate Percentile) Zero-Based Organization • Senior leaders do not review and assess the organization’s homeland security readiness and capabilities. • Senior leaders conduct a partial review and assessment of the organization’s homeland security readiness and capabilities in order to conduct business with some government contractors. 1.1c(1) for their departments. • Senior leaders review and assess the organization’s homeland security plan on a monthly basis. K A R ✔ Approach ✔ Deployment I ✔ Learning ✔ Integration S Senior leaders review and assess organization’s homeland security readiness and capabilities. S A + Strengths 1. 2. 3. – Opportunities for Improvement 1. 2. 3. Homeland Security Planning Issues: Short Term (1 to 2 years) 1. 2. Long Term (2 years or more) 1. 2. 1 8 3 4 T S H1237 Fisher03.qxd 8/27/04 2:13 PM Page 39 Category 1: Leadership 39 1.1c(2) What key homeland security performance measures are regularly reviewed by senior leaders? Interview notes: Zero-Based Preparation 0 10 World-Class Preparation 20 Green (Low) 30 40 Blue (Guarded) 50 60 Yellow C (Elevated) 70 Orange (High) 80 90 100 Red (Severe) H A P World-Class Organization M • Senior leaders review on a monthly basis their A emergency response cycle time, surveillance N technology, high-speed Internet access, fax capability, bioterrorism readiness, and worker safety , preparation time. (Circle Appropriate Percentile) Zero-Based Organization • Senior leaders have not identified key homeland security performance measures to review in case of an organization-wide disaster. • Senior leaders have identified five key homeland security performance measures but conduct random reviews on an inconsistent basis. 1.1c(2) • Senior leaders review quarterly radiological attack response time, monitoring of radioactive fallout, evacuation, and decontamination of facilities. K A R ✔ Approach ✔ Deployment I ✔ Learning ✔ Integration S Key homeland security performance measuresS are regularly reviewed by senior leaders. A + Strengths 1. 2. 3. – Opportunities for Improvement 1. 2. 3. Homeland Security Planning Issues: Short Term (1 to 2 years) 1. 2. Long Term (2 years or more) 1. 2. 1 8 3 4 T S H1237 Fisher03.qxd 8/27/04 2:13 PM Page 40 40 Chapter Three 1.1c(3) How do your senior leaders translate homeland security performance review findings into priorities for continuous and breakthrough improvement that are aligned throughout the organization? Interview notes: Zero-Based Preparation 0 10 World-Class Preparation 20 Green (Low) 30 40 Blue (Guarded) 50 60 Yellow (Elevated) 70 80 Orange (High) 90 100 Red (Severe) C H A P World-Class Organization M • Senior leaders have translated their homeland security performance review findings for bioterA rorism readiness and emergency response cycle N time into an action agenda specific for deployment throughout the organization to employees, , suppliers, partners, and customers. (Circle Appropriate Percentile) Zero-Based Organization • Senior leaders do not translate homeland security performance review findings into priorities that align with and help drive the organization’s strategic plans and goals. • Senior leaders do not consider that homeland security performance review findings can provide a reliable means to guide both improvement and opportunities for innovation that are tied to the organization’s key objectives, success factors, and measures. 1.1c(3) • Senior leaders ensure that homeland security performance review findings are aligned with the organization’s strategic goals and plans. K A R ✔ Approach ✔ Deployment I ✔ Learning ✔ Integration S Senior leaders translate homeland security S review findings into priorities for breakthrough improvement that are aligned throughout the organization. A + Strengths 1. 2. 3. – Opportunities for Improvement 1. 2. 3. Homeland Security Planning Issues: Short Term (1 to 2 years) 1. 2. Long Term (2 years or more) 1. 2. 1 8 3 4 T S continuous and H1237 Fisher03.qxd 8/27/04 2:13 PM Page 41 Category 1: Leadership 41 1.1c(4) How does your organization evaluate senior leaders’ involvement in homeland security and their performance in securing a safe work environment for all employees? Interview notes: Zero-Based Preparation 0 10 World-Class Preparation 20 Green (Low) 30 40 Blue (Guarded) 50 60 Yellow (Elevated) 70 Orange (High) 80 90 100 Red (Severe) C H A P World-Class Organization M • Senior leaders’ performance is evaluated by employees on an annual basis regarding their A involvement in homeland security throughout N the organization. Evaluation results are used by senior leaders to improve their performance and , involvement. (Circle Appropriate Percentile) Zero-Based Organization • Senior leaders’ involvement with homeland security issues is not evaluated by employees, suppliers, partners, or customers. • Senior leaders’ involvement in homeland security issues within the organization is evaluated, but results are neither shared nor used for leadership improvement. 1.1c(4) • Employees, customers, partners, and suppliers focus groups are held semiannually to review senior leadership involvement with homeland security. K A R ✔ Approach ✔ Deployment I ✔ Learning ✔ Integration S Senior leaders are evaluated regarding their involvement in homeland security and their performance S in securing a safe work environment for all employees. A + Strengths 1. 2. 3. – Opportunities for Improvement 1. 2. 3. Homeland Security Planning Issues: Short Term (1 to 2 years) 1. 2. Long Term (2 years or more) 1. 2. 1 8 3 4 T S H1237 Fisher03.qxd 8/27/04 2:13 PM Page 42 42 Chapter Three 1.2 Social Responsibility (50 pts.) Process Describe how your organization addresses its responsibilities to the public, ensures ethical behavior, and practices good citizenship. AREAS TO ADDRESS a. Responsibilities to the Public C products, services, and operations? What are your (1) How do you address the impacts on society of your key compliance processes, measures, and goals H for achieving and surpassing regulatory and legal requirements, as appropriate? What are your key processes, measures, and goals for addressing risks A associated with your products, services, and operations? P (2) How do you anticipate public concerns with current and future products, services, and operations? How do you prepare for these concerns in a proactive manner? M b. Ethical Behavior A How do you ensure ethical behavior in all stakeholder transactions and interactions? What are your key Nethical behavior throughout your organization, with processes and measures or indicators for monitoring key partners, and in your governance structure? , c. Support of Key Communities How does your organization actively support and strengthen your key communities? How do you idenK for organizational involvement and support? What tify key communities and determine areas of emphasis are your key communities? How do your senior leaders and your employees contribute to improving A these communities? R I S S A 1 8 3 4 T S 1.2 Percent Score ✔ Approach ✔ Deployment ✔ Learning ✔ Integration H1237 Fisher03.qxd 8/27/04 2:13 PM Page 43 Category 1: Leadership 43 1.2a(1) How does your organization address societal impacts of homeland security on your products, services, and operations? Interview notes: Zero-Based Preparation 0 10 World-Class Preparation 20 Green (Low) 30 40 Blue (Guarded) 50 60 Yellow C (Elevated) 70 Orange (High) 80 90 100 Red (Severe) H A P World-Class Organization M • Organization developed a brochure describing A impacts of homeland security against terrorist N attacks on its products, services, and operations and distributes the brochure to community agen, cies, key suppliers, partners, and customers. (Circle Appropriate Percentile) Zero-Based Organization • Organization does not address societal impacts of homeland security on its products, services, and operations and considers it a breach of security to expose its plans to guard against terrorist attacks. • Organization does not address or detail societal impacts of homeland security on its products, services, and operations. 1.2a(1) • Organization holds public forums with communities where business is conducted to address societal impacts of homeland security on products, services, and operations. K A R ✔ Approach ✔ Deployment I ✔ Learning ✔ Integration S Organization addresses societal impacts of homeland security on products, services, and operations. S A + Strengths 1. 2. 3. – Opportunities for Improvement 1. 2. 3. Homeland Security Planning Issues: Short Term (1 to 2 years) 1. 2. Long Term (2 years or more) 1. 2. 1 8 3 4 T S H1237 Fisher03.qxd 8/27/04 2:13 PM Page 44 44 Chapter Three 1.2a(2) How does your organization anticipate the public’s homeland security concerns with current and future products, services, and operations? Interview notes: Zero-Based Preparation 0 10 World-Class Preparation 20 Green (Low) 30 40 Blue (Guarded) 50 60 Yellow C (Elevated) 70 Orange (High) 80 90 100 Red (Severe) H A P World-Class Organization M • Organization surveys the public to identify A homeland security concerns with current and N future products, services, and operations. , • Organization uses its website and 24-hour (Circle Appropriate Percentile) Zero-Based Organization • Organization has limited concern for anticipating the public’s homeland security concerns with current and future products, services, and operations. • Organization does not address or hold public forums to gauge homeland security concerns with current and future products, services, and operations. 1.2a(2) response telephone system to allow the public to log in and register homeland security concerns with current and future products, services, and operations. K A R ✔ Approach ✔ Deployment I ✔ Learning ✔ Integration S Organization anticipates homeland security concerns of the public with current and future products, S services, and operations. A + Strengths 1. 2. 3. – Opportunities for Improvement 1. 2. 3. Homeland Security Planning Issues: Short Term (1 to 2 years) 1. 2. Long Term (2 years or more) 1. 2. 1 8 3 4 T S H1237 Fisher03.qxd 8/27/04 2:13 PM Page 45 Category 1: Leadership 45 1.2b How does your organization ensure ethical behavior regarding homeland security issues in all stakeholder transactions and interactions? Interview notes: Zero-Based Preparation 0 10 World-Class Preparation 20 Green (Low) 30 40 Blue (Guarded) 50 60 Yellow C (Elevated) 70 Orange (High) 80 90 100 Red (Severe) H A P World-Class Organization M • Organization has developed a code of ethical A conduct regarding homeland security issues that N i ...
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