This chapter addresses program execution. Execution is that part of the program
where NOAA managers, employees and safety staff carry out the day-to-day
safety activities identified in the NOAA Safety Strategy and funded through
Our discussion will cover four major aspects of safety program execution: Injury
Reporting; Operational Risk Management; Training; and Outreach.
The U.S. Department of Commerce (DOC) Occupational Safety and Health
Manual (March 2000), provides policies, procedures, and responsibilities for
incident reporting, investigation and record keeping. Each employee is responsible
for reporting accidents to their supervisor. Each supervisor is responsible for
submitting Commerce Department form number 137 (CD-137), Report of
Accident/Incident, to the appropriate Administrative Support Center (ASC) safety
representative. The ASC representative completes the Occupational Safety and
Health Association (OSHA) form number 200, Log of Federal Occupational
Injuries and Illnesses.
The DOC Occupational Safety and Health Manual also provides reporting
procedures and responsibilities for completion and submission of Department of
Labor forms CA-1, Federal Employee’s Notice of Traumatic Injury and Claim for
Continuation of Pay/Compensation, and CA-2, Federal Employee’s Notice of
Occupational Disease and Claim for Compensation. The employee completes
their request for compensation, and forwards the form to their supervisor. The
supervisor completes their section of the form within 10 working days, and then
forwards the form directly to the DOC contractor managing the Federal
Employees Compensation Act (FECA) program for DOC.
Approximately 500 NOAA operating locations report injuries, as follows:
Injuries with medical bills. Injured employees and their supervisors send
CA-1 and CA-2 compensation claims to Contract Claims Services,
Incorporated, a DOC contractor in Irving, TX, for claims processing:
Approximately half of claims forms are currently being copied and
sent to the Regional Safety Manager (RSM) to notify the RSM of the
injury. RSM’s use the claim forms to count injuries and calculate
injury rates by line office.
DOC sends monthly copies of CA-1 and CA-2 claims forms to the
ECHSSO Safety Division Chief, who faxes copies to the RSM’s. The
Safety Division Chief also faxes copies of claims forms for National
Marine Fisheries Service (NMFS) employee injuries to the NMFS
safety manager to honor a request from the NMFS safety manager.
Supervisors of injured employees send CD Form 137 to RSM’s to report
accidents. CD 137s are required for injuries and for accidents and near-
The Lost Time Injury (LTI) rate from the Safety Information Reporting
System (SIRS) is used:
RSM’s enter OSHA 200 log type data into a SIRS spreadsheet, and e-
mail an electronic copy monthly to the ECHSSO Safety Division Chief
for collation into a master SIRS report for NOAA.
The ECHSSO Safety Division Chief sends the reports to the line office
Line offices have identified injury and accident reporting inconsistencies (e.g.,
what is reported and to whom it is reported, and the manner and timeliness of
reporting). The forms currently used to report accidents and injuries serve
different purposes for different offices. DOC and NOAA safety offices report that
this, as well as recent changes in reporting submission guidance, may be the
sources of the inconsistency.
Some line offices have recognized and developed procedures to resolve the
reporting inconsistencies within their line office, including the following:
The Marine Operations Center has drafted an internal instruction for
routing shipboard and marine center accident reports. The Marine
Operations Center is evaluating the possibility of using vendor software to
automate the injury reporting process.
NOAA Fisheries has implemented a reporting process that augments the
DOC reporting requirement. At Fisheries, each injured employee’s
supervisor sends a detailed e-mail regarding every mishap within 24 hours
of occurrence. The email notifies the Deputy Assistant Administrator for
Operations and leadership throughout NOAA Fisheries. Upon notification
of the mishap, all leadership levels within NOAA Fisheries take
appropriate corrective action.
Supervisors report accidents rapidly throughout the supervisory chain of
command, with information available for review by the supporting line office
safety staff. This timely reporting provides responsible managers information they
need to take timely corrective action, and line office safety staff to provide advice
to their managers in accident investigations and hazard abatement options.
Accident information is available to all supervisory levels faster than the
compensation claim information, and meets time requirements of 29 CFR 1960
for notifying OSHA of fatalities and hospitalizations within 8 hours. Regional
Safety Managers have access to accident information for them to fulfill their roles
in providing technical support to NOAA locations in their geographic region.
DEFENSE LOGISTICS AGENCY
Defense Logistics Agency has developed and implemented their Safety and Health
Information Reporting System (SHIRS), which has been in operation for several
years. SHIRS is a robust database designed to report and monitor mishaps and
their associated costs throughout DLA. Safety staff record in SHIRS those
accidents reported to them by supervisors. As a check on supervisor accident
reports, SHIRS automatically receives injury compensation claim data from the
DoD Civilian Personnel Management System (CPMS)/Department of Labor
Workers Compensation Office, and matches injury claims against the accident
reports. Injury claims without an accident report are referred to the safety manager
and workplace supervisor for investigation and reporting in SHIRS. SHIRS
currently operates using a client-server software system. A fully web-enabled
version is being considered.
NATIONAL AERONAUTICS AND SPACE ADMINISTRATION
NASA has a mature injury reporting process that has been in place for many
years. Currently, this automated process is being modified to a web-based
platform. Safety and health professionals crosscheck the mishaps reported in this
in-house Incident Reporting Information System (IRIS) with activity reported in
the workers compensation claims process.
NATIONAL INSTITUTE OF SCIENCE AND TECHNOLOGY
The National Institute for Standards and Technology (NIST), as an agency in the
Department of Commerce (DOC) with NOAA, uses DOC procedures for injury
compensation claims. DOC has hired a contractor to manage all workers
compensation claims from all DOC organizations, including those originating at
NIST and NOAA. DOC receives the claims directly from the contractor claims
processor, and relies on these claims to monitor DOC accident rates.
Unfortunately, this claims process has not generated accurate information for
NIST or for NOAA. The NIST Occupational Health and Safety Directorate
(OHSD) Director has discovered problems ranging from underreporting of
accidents to claims assigned to the wrong organization. The NIST OHSD Director
is instituting a major initiative to increase reporting and improve understanding of
the sources of accidents.
NIST is asking injured employees to report first to the NIST Health Unit before
seeking medical care from their personal health care provider. The Health Unit
has an on-site emergency medical technician and ambulance for transporting
employees to a local hospital for more extensive care when needed. When
employees report to the Health Unit, they fill out a workers compensation claim
form and a CD-137. The Health Unit sends a copy of the CD-137 to the injured
employee’s supervisor and to the Safety Office to collect additional information
on the accident. For employees not using the Health Unit, NIST also provides a
copy of the workers compensation claim forms and CD-137 on the NIST intranet
web site. As a quality control check, the Safety Office reviews all workers
compensation claims provided by DOC to make sure the Safety Office has
accident reports for all injuries. OHSD summarizes the accident data and sends
the Operating Unit Directors monthly reports of injuries.
The OHSD Director feels that the new process with employees reporting to the
Health Unit first is improving injury reporting. Since instituting the new
procedures, the NIST accident rate increased in Fiscal Year (FY) 2003. The
OHSD Director is expecting the accident rates to decrease in FY 2004 as the
improved accident reporting provides information to prevent accidents.
In addition to this traditional accident tracking and analysis by OHSD, the
supervisory chain performs direct verbal notification of accidents from the
supervisor to the line manager to the Operating Unit Director and to the NIST
Director and Public Relations Office.
Issue policy requiring employees and supervisors report accidents within
eight working hours to the management level responsible for performing
Issue accident investigation policy identifying levels and oversight for
Establish trained mishap investigation teams.
Conduct NEC reviews of serious mishaps (i.e., a mishap resulting in a
fatality, three or more hospitalizations, permanent disability, five or more
lost work days, or high potential for multiple injuries).
NOAA develop or purchase a web-based accident reporting system to
support accident reporting to line managers and supporting safety staff.
OPERATIONAL RISK MANAGEMENT
Operational risk management (ORM) is the process whereby line managers
manage safety risks for their operations using the following steps:
Identify safety hazards in work operations and locations.
Assess risk of accidents from these hazards.
Identify potential corrective actions, including cost of implementing
expected effectiveness and controlling risk and the risk remaining after
Select corrective actions to be implemented, and the accompanying
residual risk, at the appropriate level of authority.
Implement corrective actions.
Evaluate corrective actions for their effectiveness.
There is evidence of ORM principles being applied at multiple locations within
NOAA. However, application of ORM is inconsistent. NOAA Marine and
Aviation Operations (NMAO), National Weather Service (NWS) and National
Marine Fisheries Service (NMFS) have an existing approach toward
implementing ORM principles within their operations and tasks. Other line offices
rely on job hazard analyses (JHAs) as a method to identify hazards. JHAs are also
applied inconsistently throughout NOAA.
NOAA institutionalizes the principles of Operational Risk Management (ORM)
throughout the organization. ORM will be a decision making tool used by people
at all levels to increase operational effectiveness by anticipating hazards and
reducing the potential for loss, thereby increasing the probability of a successful
operation or task. The benefits of applying the ORM process will reduce mishaps,
lower injury and property damage costs, provide for effective use of resources,
and improve training realism and effectiveness.
NAVY AND MARINE CORPS OPERATIONAL RISK MANAGEMENT
Military commanders have a fundamental responsibility to safeguard highly
valued personnel and material resources, and to accept only the minimal level of
risk necessary to accomplish an assigned mission. Historically, a greater
percentage of losses during combat operations was caused by mishaps than by
Since 1991, ORM, applied both in day-to-day operations and during crisis
periods, has produced dramatic results in reducing these losses. All naval
missions, as well as daily routines, involve risk. Every operation, both on- and off-
duty, requires some degree of decision making that includes risk assessment and
risk management. The naval vision is to develop an environment where every
leader, sailor, marine and civilian is trained and motivated to personally manage
risk in everything they do, thereby completing all operations with minimum risk.
ORM is a decision making process that enhances operational capability. ORM is a
method for identifying hazards, assessing risks and implementing controls to
reduce the risk associated with any operation. Implementation of ORM in the
Department of the Navy will be accomplished as follows:
ORM will be included in the orientation and training of all military
personnel. The level of training will be commensurate with rank,
experience, and leadership position.
ORM lessons learned will be submitted to the Chief of Naval Operations
and/or Commandant of the Marine Corps for inclusion in ORM databases.
The ORM process will be integrated into all levels of a command.
The Navy and Marine Corps make it clear that the leader directly responsible for
the mission makes ORM decisions. Prudence, experience, judgment, intuition and
situational awareness are critical elements in making effective risk management
decisions. When the leader responsible for executing the mission determines that
the risk associated with that mission cannot be controlled at their level, or goes
beyond the commander’s stated intent, they shall elevate the decision through
their chain of command.
The ORM concept
is a decision making tool used by people at all levels to increase
operational effectiveness by anticipating hazards and reducing the
potential for loss, thereby increasing the probability of a successful
increases the ability to make informed decisions by providing the best
baseline of knowledge and experience available; and
minimizes risks to acceptable levels, commensurate with mission
accomplishment. The amount of risk taken varies, depending on the
mission, but the process is the same. Applying the ORM process reduces
mishaps, lowers costs, and results in a more efficient use of resources.
ORM incorporates the following four principles:
Accept risk when benefits outweigh the cost.
Accept no unnecessary risk.
Anticipate and manage risk by planning.
Make risk decisions at the right level.
Establish an ORM Process Improvement Team
Develop an ORM chapter as part of the NOAA Safety Manual, which includes
roles and responsibilities and an overall implementation plan.
Develop curricula and incorporate ORM policy and instruction in each level of
leadership training (senior-management, mid-level management, first-line
supervisors and employee levels).
Perform an ORM policy gap analysis of all written NOAA and line office policies
DEPARTMENT OF COMMERCE REQUIREMENTS
Department of Commerce Safety Manual, Chapter 6, contains NOAA safety
training policy. Table 6-1 of that Manual provides the recommended minimum
safety training for job categories (top management, supervisory, non-supervisory,
employee representatives, collateral duty representatives, and safety
DOC has a strong, comprehensive training policy. It specifically states “top
management personnel shall receive OSH [occupational safety and health]
training to enable them to actively and effectively support OSH programs in their
specific areas of responsibility.” In addition to the coverage of appropriate
statutes, regulations, and applicable DOC OSH standards, management level
training shall include the following:
1. An in-depth examination of management’s responsibilities that includes
training topics covering analysis of compliance procedures, the study of
current accident and injury reporting procedures, and a thorough
understanding of investigation/inspection procedures;
2. A review of DOC policy on all relevant aspects of the DOC OSH program
at all levels throughout the Department; and
3. A comprehensive examination and analysis of the operating unit program
objectives and goals.
The training goal for managers and supervisors is to enable them to recognize
unsafe/unhealthful working conditions and practices in the workplace. Training
goals also includes developing skills necessary to manage the OSH program at the
work unit level, developing management skills training to motivate subordinates,
and training that results in integration of occupational safety with job training.
Finally, the supervisor training policy covers training for newly appointed
Specific safety training for non-supervisory personnel includes a requirement for
specialized job safety and health training directed to the individual’s work site
with input and direction from the workplace supervisor. For new employees, the
manual lists required training, as follows:
1. Individual responsibility for safety and health;
2. Employee reporting procedures for hazardous operations/conditions;
3. Awareness of hazards common to the individual’s work site, trade,
occupation or tasks; and
4. Departmental and local policy on occupational safety and health.
The DOC Safety Manual also provides detailed training requirements for Safety
and Health Specialists and Collateral Duty Personnel.
Currently, NOAA does not have a formal training program that follows the DOC
training policy and training requirements. NOAA does not appear to have a
standard way of certifying, recording, and tracking training that has been
conducted and completed. While the NOAA ECS Training Team establishes
budget priorities for training, the Training Team did not meet in FY2003 because
there was no ECS budget for training. NOAA NFA is currently providing
comprehensive safety training to supervisors on their roles and responsibilities
through either DuPont training (funded by the line offices) or NOAA Stop Taking
Avoidable Risks (STAR) (funded by NFA). These programs include safety
behavior, injury reporting, and all other supervisor functions. NOAA NFA has
initiated electronic safety training for all employees. These programs have been
accepted and well supported.
LINE OFFICE TRAINING
Each line office has implemented a safety training program, but the degree of
implementation varies between line offices. The line office training efforts are
described in detail in the line office reports provided as appendices to this report.
NMAO provides its employees with additional job-related safety training. For
example, all NOAA Corps Officers receive pre-assignment training that prepares
them for NOAA ship and aircraft positions, NOAA shipboard personnel receive
training based on established International Convention on Standards of Training,
Certification, and Watchkeeping for Seafarers (STCW) requirements, and NOAA
divers receive extensive training. Fleet inspectors attend U.S. Coast Guard
training in ship inspection and shipboard safety standards. Aircraft maintenance
personnel are trained to meet FAA and related requirements. Dive program and
small boat program managers are fully trained and conversant in their areas of
NWS and NMAO each have electronic training tracking systems. NMAO is
investigating and implementing improvements in certification, record keeping,
and tracking of personnel being trained. A manual record keeping system is
currently in place at the Marine Operations Center (MOC) until an automated
system can be implemented to meet Integrated Safety Management (ISM)
PROFESSIONAL STAFF TRAINING
NOAA has not established standard training requirements for its safety
professionals. Some, but not all, of the collateral duty safety representatives have
the 40-hour OSHA 600 Collateral Duty Safety training course.
Every job has been evaluated using a job hazard analysis to identify changes in the
process and employee training requirements for unabated hazards. Employees
have received the training per the requirements. The safety professionals assist
managers, supervisors and employees in completing the Job Hazard Analyses.
Managers and supervisors know and understand the hazards of each task.
Managers, supervisors, and employees receive web-based safety training (i.e., e-
There is a training tracking system in place. Training information is electronically
recorded into a database. The database reminds managers, supervisors, and
employees about periodic training requirements.
Managers/supervisors/employees evaluate the adequacy of their training. A
training team uses these evaluations to improve each training course.
All new employees receive safety orientation training. All new collateral duty
safety representatives have received the OSHA 600 collateral duty safety class.
Safety professionals obtain training and maintain their professional accreditation
(i.e. CSP, CIH, PE). Safety professionals receive at least one 40 hour advanced
course and attend one safety conference per year.
NATIONAL INSTITUTE OF SCIENCE AND TECHNOLOGY
Training—All employees and associates receive training in the skills required to
understand and comply with all safety policies and requirements applicable to
their daily activities.
NIST employees and associates (including students) receive training in
NIST safety policies, practices, and procedures (routine and emergency),
with additional training for new employees and associates.
NIST Safety Council recommends a suite of suitable training materials
appropriate for different work environments.
NIST ensures that all students and associates receive appropriate
supervision in safety procedures.
NIST developed incident investigation procedures and trains supervisors
in their use.
The NIST Safety Office recognizes the difficulty of providing new employees
training in safe work procedures. They currently provide a 5-minute introduction
to safety during new employee training and provide supervisors with a standard
form to train new employees.
Additionally, NIST provides task-specific safety training to employees, and
maintain a matrix of training completed for each employee. The Safety Office is
considering using Training and Education in the 21st Century, Inc., to provide
employees task specific safety training.
OHSD has plans to complete accident investigation training for managers in the
supervisory chain from Operating Unit Directors to Division Chiefs. After 2004,
the Safety Office plans to train supervisors subordinate to Division Chiefs. The
Chair of the Safety Council introduces each accident investigation training class to
demonstrate accident investigations are a management responsibility, not a safety
NIST senior management attended the 2-day DuPont Management Leadership
Course. The DuPont Safety Director provided the introductory presentation.
Attendees included the NIST Director, Operating Unit directors and deputy
directors, and Division chiefs (typically GS-15 level). NIST managers took three
field trips to the DuPont Research Facility and met with DuPont Senior
Management. These trips gave NIST managers insight into how safety is
integrated into the daily operations for a major research operation similar to NIST.
After the field trips, NIST managers identified best practices NIST needed to
follow to instill a safety culture into NIST operations. DuPont benchmarked the
Chemical Science & Technology Laboratory and the Electronics and Electrical
Engineering Laboratory and found the need to increase the safety culture in these
NATIONAL AERONAUTICS AND SPACE ADMINISTRATION
NASA provides an exhaustive array of safety training. It includes instructor-based
training at central locations, instructor visits to Centers, and on-line courses at its
“Site for Online Learning And Resources”(SOLAR) at
U.S. POSTAL SERVICE
USPS established a Safety Training Working Group in FY00 to evaluate the
current state of safety training and to recommend a course of action to solve USPS
training issues. One result was to focus the workgroup’s efforts on the most
critical OSHA programs, which they achieved by developing a training matrix.
The training matrix identified critical OSHA programs and corresponding
OSHA/USPS training requirements. The matrix breaks training requirements into
three groups: Customer Services; Vehicle Maintenance Facilities; and Plants,
Bulk Mail Centers and Air Mail Centers. Designated assignments, job
classifications and employee potential for exposure then serve to filter specific
If the safety training is not available from USPS, the matrix contains guidelines to
develop local training or to evaluate vendor training that meets the OSHA
required elements. USPS distributed the matrices and advised the USPS Area
Directors to develop a plan for identifying and addressing gaps in OSHA and
postal required training.
USPS identified the benefits of this approach to include: management
commitment to safety training; completing required training; reducing injuries and
illnesses; reducing training costs; and increasing the use of existing training
As the next step, the USPS Safety Training Working Group developed “InfoPaks”
for all Facility Safety Coordinator (their collateral duty safety personnel) and
made them available on the USPS Intranet. Of significance is the fact that the
American Society for Training and Development recognized the USPS with an
“Excellence in Practice” citation for the Facility Safety Coordinator Training
Course, as follows: “This self-study course targets 35,000 postal managers who
are assigned collateral safety duties. The product is available in both web-based
and hard copy formats. ASTD is the world’s premiere professional association in
the field of workplace learning and performance.”
Currently, USPS is evaluating a prototype “Safety and Health Training Decision
Tree (SOHDT)” web based application that will enable managers and supervisors
to plan employee safety training requirements based on their assigned tasks.
Managers and supervisors will use the SOHDT to identify employees that require
training and select courses to meet OSHA and Postal Service safety and health
Each USPS Area/District/Plant safety office will answer a series of initial profile
questions. By answering the profile questions, experienced safety professionals
identify basic safety and occupational health (SOH) training requirements for each
USPS plant, facility or installation. For example, the first profile covers asbestos.
The first profile question is “Does this facility have asbestos?” A safety specialist
answers the asbestos profile question. If the answer is ‘Yes,’ asbestos training is
included on the list of training subjects that managers and supervisors at that
facility must address. If the answer to the profile question is ‘No,’ asbestos is
eliminated from the SOH training requirements at that facility.
Upon completion of the profile questions, each identified manager and supervisor
with web access can view his/her facility-specific list of SOH training
Accessing the list leads each manager/supervisor through a sequence of queries
and data entry forms, for each of the applicable, facility-specific, OSHA training
subjects. The queries and data entry forms enable managers and supervisors to
develop and update an annual SOH training plan for each of his/her employees.
The annual training plan will roll up to various levels (e.g., work unit, department,
plant/facility, district and area) for review, analysis and approval.
Managers/supervisors execute their training plan, monitor completion rates, and
change or modify the training plan, as necessary, throughout the year.
During the fiscal year, HQ USPS plans to visit each Area Office to review
completion of objectives and training targets and reports. At the end of the year,
HQ USPS and the Areas/District SOH Offices review annual training plans for
completion of objectives, and compare these objectives against accident rates and
other outcome measures to identify potential successes in affecting accident rates.
HQ USPS and the Areas/District SOH Offices use the outcomes to update the
SOHDT, the USPS Safety and Health Program Evaluation Guide and facility
action plans and to choose objectives and metrics for the coming fiscal year.
Develop and publish safety training policy and procedures for all
employees in the NOAA Safety Manual.
Establish training policy for Safety professionals to attend annual training
to maintain their technical skills and certifications (i.e. CSP, PE, CIH).
Implement a Job Hazard Analysis (JHA) program to evaluate each job and
identify job-specific training needs and hazards
Develop an automated training tracking system for NOAA-wide
application, including a review of NWS, NMAO, and commercial training
Develop and Implement a new employee safety orientation training and
checklist for supervisors to use for new employees or when they change
Analyze training options, including the course provider, course names and
content, cost, and the effectiveness of the training.
Advertise the availability of (and provide access to) online safety training
on the NOAA and line office homepages.
Evaluate training; recommend training programs; and purchase training
products and training courses for evaluation and reporting).
Host periodic safety workshops for the NOAA safety staff.
Host Annual safety conference for the NOAA safety community.
Implement ergonomics awareness training
Provide STCW training for shipboard employees to meet new and current
federal and international requirements.
INDUSTRIAL HYGIENE AND MEDICAL SURVEILLANCE
NOAA conducts few industrial hygiene surveys to assure both management and
employees that unhealthful exposures are not occurring in the work environment.
The ability to conduct industrial hygiene surveys is limited by the insufficient
number of industrial hygiene personnel, sampling equipment, travel funds and the
costs of laboratory analysis.
A medical surveillance program is a process that follows the medical condition of
employees, over a period of time, who have been exposed to significant on-the-
job health hazards. It is also required for employees who are required to wear
respiratory protection or hearing protection. NOAA does not have a consistent
medical surveillance program across all line offices to monitor health effects in
exposed employees. As a notable exception, NMAO provides medical
surveillance supported by extensive written protocols.
NOAA conducts industrial hygiene surveys consistent with “Best in Class”
criteria. Surveys are completed annually for high risk operations (e.g., research
facilities, laboratories), biannually for medium risk operations, and as needed for
low risk operations.
NOAA performs targeted medical surveillance for employees to monitor for the
health effects of workplace exposures, and to ensure they are qualified to perform
assigned duties (e.g., wearing respirators, performing fire fighting).
Develop an inventory of required industrial hygiene surveys by location
Conduct Industrial Hygiene surveys of work spaces identified by the line
office safety managers
Perform medical surveillance as determined by the industrial hygiene
The DOC Manual, Chapter 4.02, states clear support for safety staff participation
in the Federal Advisory Council on Occupational Safety and Health (FACOSH)
and Field Federal Safety and Health Councils sponsored by OSHA. Some of the
NOAA safety staff participate in these and other professional organizations.
NOAA schedules environment and safety meetings and conferences to provide
forums for NOAA Environmental Compliance and Safety (ECS) professionals the
opportunity to exchange information and plan activities. One of these forums is
the NOAA annual ECS Conference. Unfortunately, due to funding constraints in
FY03, NOAA cancelled this conference.
The Department of Commerce and NOAA have safety websites. However, the
information posted on the websites requires more consistency. For example, the
website could provide consistent reporting to management and employees of
monthly, quarterly, and annual injury and illness rates for NOAA and each line
Among the line offices, NMAO continues to evaluate other means to improve
prevention and outreach. NMAO periodically publishes and distributes a safety
newsletter to all NMAO employees. The newsletter serves as a reminder to keep
safety foremost in employees’ minds and actions and provides a means to
disseminate safety information on topics pertinent to ship and aircraft operations.
It provides a means to report on the status of safety-related projects, accident
statistics, and other areas of concern.
NWS conducts monthly conference calls with Regional and Operating Unit
Environmental/Safety Coordinators to discuss various issues related to
implementation of the safety program. The NWS Safety Officer communicates
with Environmental/Safety Coordinators via e-mails on a daily basis. Other
examples of NWS outreach include,
NWS designed a safety awareness poster that is in stock at the National
Logistics Support Center.
NWS has an environmental/safety web page that has NWS safety and
health policy, NWS safety manual, legal memoranda, and NOAA
information available for downloading.
NOAA outreach efforts also include Regional Safety Managers (RSM) who
conduct inspections and evaluations, and provide training and follow up support,
as resources permit. The following examples offer opportunities to improve RSM
RSM’s receive requests for support and funding directly from the line
offices. In those instances, if the line office does not have funding, the
RSM safety advisory support is further limited.
Field activity visits indicate that many field facilities do not post the
OSHA poster and very few offices post additional safety posters in their
workplace. Furthermore, was common to find that employees did not
know their safety representatives.
Currently, the DOC Safety Manual does not address safety awards/recognition.
NOAA’s safety awards and recognition program is beginning.
NOAA’s outreach efforts result in the following:
Managers and employees know whom they can contact for assistance and
Managers and employees feel that they play a vital role in NOAA’s Safety
Employees are aware of the safety status of their work environment and
the steps that are being taken to ensure safe conditions.
A fully developed NOAA safety awards and recognition program exists.
Line offices and multi-agency facilities work together in a coordinated
Data analysis becomes the launching pad for numerous safety initiatives.
Facility employees interact with the communities surrounding them and
work with local safety groups/agencies.
NOAA urges safety professionals and safety officials to attend safety
NOAA uses websites to serve as on-line safety offices, which provide
substantial safety related content.
NASA Headquarters and the Centers extensively use websites to serve as virtual
on-line safety offices with substantial safety related content. NASA is currently
putting in a new on-line system for incident reporting and corrective actions.
The NIST intranet main page provides a direct link to a safety web page
maintained by OHSD. OHSD posts safety messages, training materials, and a
summary of recordable injuries for all NIST employees to view.
The NIST intranet main page provides a direct link to a “Staff Forum” where
NIST employees can provide feedback, suggestions, or other comments on NIST
operations, including reporting hazards and improving safety. Employees can
submit comments anonymously or identify themselves for direct follow-up. The
NIST “Program Office” is the executive-level office that monitors employee
submissions and refers comments to staff offices to provide responses. The
Program Office sends employee comments about safety, including reported safety
hazards, to OHSD for review and response. The Program Office publishes staff
office responses on the web site for the viewing of all employees.
NIST communicates their safety vision and expectations clearly and succinctly:
“Safety will be a visible part of all activities at NIST. All persons are expected to
report all incidents, accidents, and unsafe conditions. NIST management will
communicate all accidents, near misses, and root causes to everyone at NIST.”
NIST also makes it clear that they recognize and reward safe behavior, while
noting “Unsafe behavior will be corrected promptly.” The NIST Administrative
Manual is undergoing a revision that will increase consequences for unsafe
conduct and behavior.
Enhance the ECS website as a one-stop location for employee safety information.
Publicize its existence.
Create an electronic safety suggestion box on the web.
Establish safety councils/committees at all facilities or have membership on an
established council/committee where NOAA is not the responsible official.
Review and update the NOAA safety awards/recognition program and investigate
other safety awards offered by outside agencies.
Host NOAA safety days for NOAA employees
Encourage NOAA Safety professionals to participate on safety committees and
workgroups outside NOAA
Publish a NOAA Environmental, Health, Safety & Emergency Preparedness