6. making it happen taking the smart approach
DESCRIPTION
The sixth presentation for a workshop in Singapore and AIOH2013TRANSCRIPT
INSTITUTE OF OCCUPATIONAL MEDICINE . Edinburgh . UK www.iom-world.org
Making it happen
John CherrieI want
to
ELIMINATE
workplace
cancer
Summary…
• We need to convince key stakeholders• to identify important control technologies• to change ingrained attitudes• plan to monitor progress, etc.
• We need to campaign for change• We need clear and realistic goals• We need a good plan
It won’t happen without a campaign!• Organised actions around the
issue seeking to bring about changes in the policy and behaviours of institutions and/or specific public groups
• It won’t happen unless you are part of the campaign!
Analyse the issue and landscape
• Building robust supporting evidence, so that you have good information on: • Who are the decision makers• Which “players” are likely to be supportive of your
campaign, who may oppose it and who may be persuaded
• Is public opinion supportive • What resources for campaigning are available, and
what constraints you face• What solutions are needed• Why others should support your suggested
solutions
Set SMART objectives…
• We need to be: • Specific about what has to be achieved• Provide a way of Measuring progress• Goals should be Attainable• Relevant to all stakeholders and • Time-bound
Specific goals…
• Well defined description of the final position we want to achieve
• Clear to anyone that has a basic knowledge of the issues
• Developed on the basis of a well researched position
• For example…• Reduce exposure to respirable crystalline
silica for most workers (90%) to below the exposure limit
• Eliminate all new uses of asbestos
Measureable…
• So that we know what has been achieved and what is still left to be done
• For example…• We can “measure” progress towards
better compliance with the TLV• How can we measure progress towards |
elimination” of new uses of asbestos?
Tracking progress…
• The best way of tracking progress is periodic surveys of exposure by trans-national and national authorities• Exposure intensity (including contextual
information)• Prevalence of exposure
• Estimates of occupational cancer burden• Routine reporting by health and safety
professionals through national associations
Attainable…
• Realistic goals are essential for success• Don’t set goals that are so simplistic that they do not
bring about any change • Don’t set goals that are so idealistic that one can
never realistically achieve them
• When setting a “distant” goal then it is important to have milestones along the way
• For example…• Every painter should wear a coverall and gloves
while painting• In the next year asbestos cement should be
banned in construction
Relevant…
• The goal has to be relevant to the overall objective to eliminate occupational cancer
• Focus on the agents that create the greatest occupational cancer burden
• For example…• Ban the use of vinyl chloride in the
plastics industry• Promote the use of control measures that
can reduce exposure to wood dust below 1 mg/m3
Time bound…
• Write goals that includes a timeline for accomplishment
• A goal without a deadline is a goal that will most likely never be achieved
• For example…• Within the next five years increase awareness
amongst workers and managers in the transportation sector of the cancer risks from diesel engine exhaust particulate
Devise a strategy and make it happen!
• What’s the best route to influence• How should I organise to do this?• Who should I be talking to?• Who can help?• H&S professionals• Politicians• Civil servants• Industry• Worker groups
Some tips for success…
• Compile strong and compelling evidence• Understand who can make the changes and
who can influence them• Be clear what you want to achieve• Use a range of tactics• Involve workers• Find and work with useful allies• Communicate well and often• Stick with it to the end
Summary…
• To achieve a change it is necessary to campaign
• Your targets need to be SMART
• Understand who can bring about change
• Keep up the pressure