environment, safety and occupational health (esoh) performance measures ndia environmental meeting...

Environment, Safety and Occupational Health (ESOH)

Performance Measures

NDIA Environmental MeetingApril 2004 San Diego, CA

Donald Kennedy, MPH, JD, CIH Raheem Cash, MS

Steven J. Stone, P.E., DEE, CIH*

Energy & Environment, LMI, McLean, VA

7 April 2004 S. J. Stone, LMI (703) 917-7096 2

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Presentation Purpose

Provide attendees:

Methods for developing ESOH

performance measures

Examples of ESOH performance

measures Safety and Occupational Health Action Plan

Environmental Risk Index


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Outline Basic Concepts

Why measure?

Methods for building metrics

Testing and using metrics

Applying the Concepts Safety and Health Action Plan



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Why Measure

Monitoring existing program how well are we doing?

Measure effect of change initiatives shift in funding & emphasis organizational changes

change processes or procedures

To Make Decisions about Change


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Outline

Basic Concepts Why measure?






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Developing Metrics3 Common Methods

Brainstorming Process based Decision Based


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Brainstorming Safety and Occupational Health Metrics

# of medical exams

# of hazard abatement projects

$ spent on hazard abatement

# of worker complaints

# of safe behaviors

% supervisors and employees trained

# of individuals enrolled in medical surveillance

programs

# employees wearing respirators


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BrainstormingEnvironmental Metrics

# completed site assessments

# sites remediated

% reduction in emissions

% of compliance inspections completed

$ spent on fines and penalties


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Brainstorming

Gets everyone involved Lots of metrics rapidly How to narrow the list of

metrics?


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Developing Metrics3 Common Methods



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Process BasedExample – Inspection Process

inspectworkplaces

safe workplace

& no mishaps

controlhazards

identifyhazards

% workplacesinspected

% hazards controlled

“process” or “leading” indicators“outcome”

or “lagging” indicators

injury & illnessrate


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Developing Metrics 3 Common Methods



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Decision Based Mission

Finance office – to spend all $$ this FY

What decisions are you trying to make How can I reach “zero” on Sep 30th

Information needed for decisions How much am I over / under / on-track

Data supporting the information outstanding bills sub-accounts


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Why measure?






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Testing Metrics

Meaningful to the customer Simple, understandable, repeatable Shows a trend Clearly defined Data that’s economical to collect Timely Drives “appropriate action” Meets organizational goals & objectives


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Meaningful to the Customer

0

0.5

1

1.5

2

2.5

3

1984 1986 1988 1990 1992 1994 1996

Accidents per 100,000 Flying Hours

DoD Aviation “Class A” Accident Rate


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Shows a Trend

0

1

2

3

4

5

6

84 85 86 87 88 89 90 91 92 93 94 95

UCL(4.92)

LCL(2.64)

Mean(3.78)

Lost time injury & illness rate (cases/100 employees)


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Timely (not!)Workers’ Compensation Hearing Loss Claims

0.00.10.20.30.40.50.60.70.8

1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996

# claims/100 Employees

UCL(0.74)

LCL(0.20)

Mean(0.47)

shipyards closed


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Feedback Loop

data-based decisions

data entry


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Why measure?






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Overview of a SOH Action Plan

It contains a Strategy Mission “Mission metrics” to measure

mission success Accidents, fatalities, injuries, $$$

Vision Commitment


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Overview of an Action Plan (cont’d)

It contains Actions Five Action areas modeled from VPP Each Action has specific objectives that include

Classical safety program elements Best practices of the best private industry programs

Metrics to measure achievement of each objective % employees trained % accidents investigated % workplaces inspected


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Actions Support the Mission

Action Plan Mission & Vision

A c tio n M e trics

O b jec tives

A c tio ns

M iss io n M e tric s- P reve n t A cc id e n ts- P re ve n t In ju ries- P reve n t lo sse s - $ $$

S O H M iss io n & V is ion

A g e ncy S tra te g ic P lan


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Action Plan Metrics Support Mission Metrics

Action Plan Metrics

Mission Metrics

• % employees trained• % accidents investigated• % workplaces inspected• # near-misses reported• # behavior observations

• Accident rate• Lost workday Injury

rate• Total case rate


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Why emphasize performance measures?

Clarify the target Use objectives & metrics

to build: work plans budget

Audit/assess progress


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How were the Action Plan metrics selected? Included all possible metrics

Classical safety programs Superior corporations and government agencies

with significant reductions in injuries and illnesses Metrics ‘cafeteria’ from which you can select

Removed some metrics as unworkable Professional experience Professional judgment


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Local Culture Example Example Metrics

Dynamic local commander Leadership Commitment

Employees empowered to make changes

Employee Involvement

No local strengths or weaknesses

‘Gut feeling’ as most likely to make a difference

Select Metrics That Fit the Culture


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Metrics Are Usable Metrics

Meet local organizational goals & objectives Drive “appropriate action”

Law of Unintended Consequences

They are Linked to the process Simple, understandable, repeatable Clearly defined Economical to collect Timely & Show a trend


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How it will work – The Action Plan Process

1. Each FA selects field activity-specific objectives and metrics

2. Agency HQ Safety reviews selected metrics & measurement procedures with FA

3. Each FA implements the action plan and monitors their metrics, adjusts program execution, and reports throughout the year

4. Agency HQ Safety reviews performance annually with FAs

5. Agency HQ Safety reviews agency performance and briefs DASHO and Agency Leader

6. FAs select objectives & metrics for new FY


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How It Will Work –

The Numbers


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Safety Metric Quality Control Report

Select a numerator or denominator value to modify

0

10

20

30

4050

60

70

80

90

100

Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep

FY01

Per

cen

tag

eMetric #67: Percent of Hazards with a Required

Completion Date

Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug SepNumerator 8 12 3 6 13 18 24 28 38 34 32 23Denominator 15 20 5 7 15 20 25 30 42 37 36 25Rate 53 55 58 75 85 88 95 90 85 82 87 92

Target Ranges(R/Y/G/B)

95-99

0-84

85-94

100


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Performance By Action Report

0

0.5

1

1.5

2

2.5

3

3.5

4

2001 2002 2003 2004 2005 2006 2007 2008 2009 2010

Fiscal Year

Action 1: Management Commitment & Employee Involvement Target Ranges(R/Y/G/B)

2.6 - 3.5

1.0 - 1.5

1.6 - 2.5

3.6 - 4.0


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Internal Business Perspective

Innovation and Learning Perspective

Customer PerspectiveFinancial Perspective

Agency HQ S&H

Hazard Prevention & Control

Safety & Health Training

Activity and Worksite Analysis

Mgt. Commitment & Employee Involvement

Safety & Health

How SOH Action Plan will fit into the Agency Strategic Plan


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Why measure?




Environmental Risk Index (ERI)


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Background The ESOH office is tasked to develop

performance measures that: Can be readily explained to the Agency

leadership and members of Congress, and

Can clearly show how appropriated funds would improve the environmental performance of a particular building, a region’s building portfolio, and/or the entire Agency building portfolio.


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Purpose of the Measure

ERI Results will be used to: Measure progress towards meeting the Agency

environmental goal and objective Goal: Carry out social, environmental, and other

responsibilities as a federal agency. Objective: Provide safe and environmentally responsible

workplaces

Assist in identifying greatest environmental risks Support program and budgeting decisions at the

facility, regional and headquarters level.


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Define & Prioritize Environmental Risks

1. Hazardous waste

2. Asbestos

3. IAQ

4. Hazardous materials

5. Subsurface contamination

6. Lead

7. PCB

8. Storage tanks

9. Air emissions

10. Drinking water (Agency or Utility)

11. Wastewater

12. Radon

13. Stormwater


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Define & Prioritize Impact Scenarios

Impact scenarios1. Human harm

2. Environmental damage

3. Property damage

4. Financial harm

5. Legal liability

6. Public relations damage


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Criteria 5 4 3 2 1

Discharges from WWTP meet permit requirements.

N Y

The facility’s WWTP is at or near recommended carrying capacity.

Y N

Major upgrades or replacements are required at the facility’s WWTP.

Y N

WW management or operator staff receives required training or certification.

N Y

Discharges to POTW and FOTW meet all pretreatment requirements.

N Y

E.g.: (17 / 23) * 3.32 = 2.45 ERI

Scoring formula: ERI = (Sum / max. possible points) * weighting factor [unique for each risk category]

Sample Score Sheet-Wastewater


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Obtaining a Building ERI Score

ERI Score Example:

Wastewater field score = 17 out of 23 Wastewater Expert Choice weight = 3.32 Wastewater ERI = 2.45

Each of the 13 category scores is entered and summed to provide a Building ERI Score


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Environmental Risk Index for Each Facility Compute an ERI

Index based on percent scale – 0 to 100 Zero represents a building with no risk An index of 100 will be assigned to buildings

with the highest risk for every risk


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Develop Resource Allocation Portfolios

Portfolio parameter examples Strategic Plan Goal

Cost to reduce the ERI by ___ percent Highest – Lowest Risk

Abate/remediate based upon available resources Number of projects

Number of large projects Number of projects per region Number of total projects funded

Risk category (i.e., asbestos, IAQ, hazardous waste)

Cost per sq. ft.


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Portfolio Summary

Portfolio # Budget Constraint

# of projects selected

New ERI Average Total Cost

1 1,000,000$ >=1 project per building 13 15% 975,000$

2 1,500,000$ >=1 project per building 15 9% 1,500,000$

3 500,000$ >=1 project per building 10 23% 475,000$

4 500,000$ >=1 building with asbestos 10* 23% 462,000$

5 1,000,000$ >=1 project per building and 4 buildings with asbestos 12 18% 975,000$

*Note: Total number of projects selected is 10 like portfolio #3, but different projects were chosen


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Resource Allocation Portfolio Benefits

Employees at several levels of the organization become involved and provide input

The process is credible because it is aligned with Agency strategies & goals

The process provides a performance metric that can be measured

The process is repeatable. The priorities may change, but the process remains the same.


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Review Do you need metrics? Link metrics to your organizational plans Which metrics development method

works best for you? Test your metrics Monitor & adjust metrics and then

performance targets accordingly


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Questions?

environment, safety and occupational health (esoh) performance measures ndia environmental meeting...

Documents

environmental metrics

decision based slide

developing metrics

change slide

va slide

occupational health

list of metrics

building metrics testing