Follow-up the final step to successful health and safety system

• Health and safety plan shouldn't end with training (May 2010)
• Health and safety program success is in the details (April 2010)
• Health and safety success starts with a plan (February 2010)
• Management needs to be on board with health and safety plan (November 2009)
• Z10 the benchmark for safety standards (October 2009)

By Bob Carruth
Risk Control Manager

Over the past several months, I have provided insights on how to create an operational occupational safety management system, based on the basic provisions laid out in ANSI Z-10, Occupational Health & Safety Management Systems. I have laid out several clear steps to establishing a strong and effective safety management system, which includes management support and employee participation, planning, implementation and operations, and evaluation and corrective action.

"One cannot expect what he doesn't inspect" is an oft-used phrase attributed to a famous World War II general. This holds especially true for an organization's health and safety management system.

The final step in this process is clearly the most important, and it doesn't require a safety degree or years of safety engineering experience to accomplish. Why? Because the final step is a simple function of management of any system: Did the organization accomplish what it set out to do?

Early in the process, when the management team set out to develop goals and objectives for the organization, it took into consideration several factors such as actual injury data, and existing and potential hazards and exposures for loss. This final step brings us full circle by verifying and reviewing the effectiveness of the various initiatives that were developed.

In order for any review of the OHSMS to be effective, the senior management must get answers to the following questions:

• Was progress made in reducing risk to the organization?
• Was the process of identifying, assessing and prioritizing risk effective?
• Was the organization effective in addressing underlying causes of risks?
• Were employees routinely asked for their input into resolving risk situations?
• What is the status of any corrective actions that are taking place? Have any circumstances changed that require a change in approach?
• Has staff followed up and corrected findings from previous management reviews?
• Have the objectives established for the system been met?
• Has the OHSMS adapted to changes in the business, legal or cultural environment?

By all means, this is not an exhaustive list, but it is the start of information that will provide for a comprehensive review of the system for the senior management team – be it the county manager or board of commissioners. Once the information is gathered, it should be organized into a presentation or other simple communications piece that details successes and identifies additional areas for improvement.

Of course, information without action is worthless. Once the information concerning the state of the OHSMS has been compiled, two additional questions must be discussed and answered:

1. With our current economic, cultural and political environment, what direction does our safety management system take in the future?
2. What changes do we need to make to our organizational policies, priorities, objectives, resource allocation or program elements to improve the effectiveness of the overall system?

At the conclusion of the discussion concerning any needed changes or updates, the findings should be documented, communicated to the relevant employees and stakeholders, and put into an action plan that allows for continued tracking and accountability. These findings then become part of follow-up system management reviews and tracked until completed.

For any manager who has completed an audit of a program or system, the steps and components outlined above are not unique to the safety field and don't require a safety engineer to perform them. Without a proper management review, any system – safety, maintenance, budgeting, tax revaluation, or other local government function – will soon spin out of control and not resemble what it was intended to be. Just like steering a ship, the manager must continuously watch for the system to go off course. This tool can act as that steering mechanism.

Through this series of articles, I hope you have learned a few hints on how to improve your overall program. The more work that is put in up front will help you in the long run to develop a stronger, more comprehensive program.

As your risk control staff, we are prepared to assist members in setting up programs to comply with ANSI Z-10, or provide consultation for other counties that are not members of the NCACC Workers' Compensation or Liability and Property pools. Contact me at (919) 719-1150, (704) 425-3321, or bob.carruth@ncacc.org for additional information.

As Risk Control Manager for the NCACC, Bob Carruth manages the operation of the Risk Control Team for the Risk Management Pools. The team assists members with development of safety policies and programs and identification of liability exposures and controls. Carruth is a Certified Safety Professional and is certified as Associate – Risk Management. A current Cabarrus County commissioner, he serves on the Board of Directors for Piedmont Behavioral Healthcare and the Water & Sewer Authority of Cabarrus County.