Safety Strategic Plan

 Safety Strategic Plan Fiscal Years 2001-2006

Overview:

This Strategic Plan was developed to help guide Risk Management in protecting worker safety and health in the City of Carson. It is designed to measure impact using a balanced combination of enforcement and outreach approaches.

 

Mission Statement:

It is the mission of the City of Carson to provide a safe work environment for all of our employees, as well as providing for the safety of our residents and visitors. The City management will provide the leadership and support in order to develop and maintain an effective Injury and Illness Prevention Program (IIPP).

 

Injury and Illness Prevention Program Overview:

The City of Carson Risk Management division established the Injury and Illness Prevention Program  (IIPP). The overall philosophy of the IIPP has been, and continues to be, one where employees are provided assistance through a combination of enforcement; consultation, education and training; and various other support services. The IIPP covers all City of Carson employees.  The IIPP is administered by the Risk Manager in the Risk Management division as part of the Administrative Services Department. 

  

STRATEGIC GOALS

 The City of Carson's strategic goals are as follows:

  1. Comply with Cal-OSHA regulations that are applicable to the City's operations and functions.

  2. Improve workplace safety and health for all employees, as evidenced by fewer hazards, reduced exposures, and fewer injuries, illnesses, and fatalities.

  3. Increase management and employee awareness of, commitment to, and involvement with safety and health to effect positive change in workplace culture.

  4. Secure management and employee confidence in workplace safety through excellence in the development and delivery of safety programs and services.

 

OUTCOME AND PERFORMANCE GOALS 

The City of Carson has established outcome goals and performance goals that will focus activities on key areas to accomplish the City of Carson's safety mission and address the four strategic goals.  The City of Carson will use the combination of enforcement, outreach, voluntary assistance and innovative partnering with departments, employee associations and committees to meet these goals. Following is a presentation of the City of Carson Strategic, Outcome and Performance Goals along with the strategies that will be used to accomplish them.

 

Strategic Goal #1:  Comply with Cal-OSHA regulations that are applicable to the City's operations and functions.

 

Outcome Goal #1:  Completion of the City�s Injury and Illness Prevention Program. 

 

Performance Goal #1:  Program development for all applicable regulations including the necessary manager and employee training. 

Strategies to Achieve Goal #1

  • Conduct hazard assessments on City departments to determine exposures and the need to develop applicable programs.
  • Utilize the citywide safety committee to maintain open communication with the employee population.

 

Strategic Goal #2: Improve workplace safety and health for all employees, as evidenced by fewer hazards, reduced exposures, and fewer injuries, illnesses, and fatalities.

 

Outcome Goal #2:  Reduce the number of employee injuries and illnesses by focusing attention and resources on the most prevalent types of workplace injuries and illnesses.

 

Performance Goal #2:  Reduce three of the most prevalent types of injuries and causes of illnesses by 15%.

Strategies to Achieve Goal #2
  • Implement all elements and programs in the Injury and Illness Prevention Program. 
  • Correct unsafe conditions as identified in the facility inspections and address unsafe acts to prevent reoccurrence. 
  • Coordinate education and training strategies to impact the hazards targeted by our performance goals.

 

Strategic Goal #3: Increase management and employee awareness of, commitment to, and involvement with safety and health to effect positive change in the workplace culture.

 

Outcome Goal #3: Promote safety and health programs in the workplace.

 

Performance Goal #3: Training 25% of all managers and employees at the end of each fiscal year on applicable safety programs. 

 

Strategies to Achieve Goal #3
  • Increase manager and employee awareness of the value and importance of safety and health programs through expanded development and delivery of targeted outreach activities.
  • Make safety and health information and materials easily accessible to management and employees via both the Intranet and written materials.
  • Continue to develop and disseminate occupational safety and health training and reference materials, which address the elements and needs of department managers and employees.

Strategic Goal #4: Secure management and employee confidence in workplace safety through excellence in the development and delivery of safety programs and services.

 

Outcome Goal #4: Foster program excellence and confidence through effective delivery of safety services.

 

Performance Goal #4: Ninety percent (90%) of managers and employees receiving safety intervention, rate their experience as useful.

Strategies to Achieve Goal #4
  • Coordinate safety education and training strategies to impact the hazards and departments targeted by our performance goals.
  • Develop partnerships and other cooperative efforts with the management committees, employee associations and safety committee to identify and address significant workplace hazards.
  • Initiate proactive approaches to address the hazards identified by the Strategic Planning Process.
  • Increase management and employee awareness of the value and importance of safety and health programs through expanded development and delivery of targeted outreach activities.
  • Identify program improvement opportunities, which result in quicker abatement of hazards.
  • Consult with stakeholders to obtain input and advice on programs and policies to assess Risk Management's impact on employee safety and health.
  • Develop management systems to accurately target the most prevalent sources of workplace injuries and illnesses.
  • Establish and implement a performance measurement system to track departmental performance against strategic and performance goals and use the results to evaluate and modify programs and strategies.
  • Review and revise all policies/procedures to be in conformance with the goals of the strategic plan.

 

STRATEGIC TOOLS

The City of Carson will use a variety of enforcement and outreach strategic tools to accomplish its safety mission. These and other tools will continue to be used in implementing the strategic plan.  Among these tools are the following:

 

Data Analysis - Risk Management will use available safety and health information to determine where resources should be directed. Risk Management expects that the measurement systems developed to support strategic planning will enhance its ability to further data driven approaches.

 

Enforcement - Risk Management will require that management and employees comply with all elements of the safety program in an effort to achieve the strategic goals.

Partnerships - Risk Management will have partnerships with various management and employee associations as well as safety committees. The strategic planning process will enhance and expand these partnerships.

 

Education and Training - Risk Management will implement and maintain a strong program to provide education and training to managers and employees through multiple avenues. These avenues include direct services, training, consultations, seminars, equipment loans, video distribution and written material development and distribution. These tools will be used, enhanced and modified as part of the City of Carson's approach to accomplish its mission and meet its strategic goals.

 

Information Technology - Risk Management will use its information technology systems to acquire measurement data, evaluate results and improve it effectiveness in meeting its strategic goals.

 

City of Carson Management Systems - Effective management systems are a key factor for all organizations to effectively accomplish their missions. The City of Carson will continue to improve its management systems to accomplish its missions and address the strategic and performance goals.

 

CONSULTATION WITH STAKEHOLDERS

The City of Carson's principle safety stakeholders include employees, employee associations, management, safety committees as well as the public.  The City of Carson's strategies for consulting with its stakeholders are very broad-based and included the following:

 

City-wide Safety Committee - The City of Carson's draft safety strategic plan will be presented to the City-wide safety committee. Members will be invited to offer comments/ideas throughout the process.

 

Management Team - The City of Carson's draft safety strategic plan will be presented to the General Managers for their comments/ideas. 

 

IMPACT FACTORS

A number of external factors may impact the City of Carson's ability to effectively carry out its mission, implement the strategic plan and measure outcomes. These factors undoubtedly influence workplace injuries and illnesses. The City of Carson will monitor these factors and modify the strategic plan and its implementation as necessary to address these issues. The impact factors, which could affect the City of Carson's plan, include the following:

 

General Economic Conditions - Economic changes clearly influence workplace safety and health. An improving economy can result in increased injuries and illnesses due to an influx of younger employees, increased production of newer untested production operations and shrinking economic conditions, which often have a mixed impact on injuries and illnesses. While employers may reduce safety and health resources in such situations, they often employ employees with more experience who have the knowledge to work more safely.

 

Changing Work and Workforce Demographics - The City of Carson must continue to monitor the types of work being performed and the people doing it. Strategies may be modified to address issues such as increased service, non-English speaking employees, as well as younger and older employees.

 

Stakeholders - Historically, and with this strategic plan, stakeholder needs will impact City of Carson's approach to safety and health and implementation of its plan. The City of Carson will adjust its program to most effectively meet the needs of its stakeholders.

 

Data Systems and Analysis - The City of Carson will develop data systems and analysis for measurement-related analysis. The City of Carson recognizes that there will likely be a time lag between interventions and measuring actual results.

 

EVALUATION

Evaluating the City of Carson's performance in meeting its goals is a critical component in strategic planning. The primary responsibility for collecting, processing and compiling the City of Carson management information and maintaining an occupational injury and illness base rests with the City of Carson Risk Management Division. The loss analysis data compiled by this division will provide a comprehensive overview of the City of Carson's workplace safety and health needs by identifying the nature of injury and illness cases and the events or exposures causing these occurrences. This data will be used to establish strategic goal #1.  Based on a review and analysis of injuries and illnesses and their related frequencies, the Risk Management division developed targets and strategies for the Strategic Plan. This data was used to develop Performance Goals. In selecting three of the most prevalent types of injuries and illnesses throughout the City of Carson, this data was used to select   (backs, carpal tunnel and falls).

 

In developing the Strategic Plan, Risk Management initiated an aggressive plan for obtaining input from stakeholders. Through the employee associations and citywide safety committee the City of Carson sought information and feedback from managers and employees. These sources of information have and will continue to provide data particularly useful for developing Performance Goals for Strategic Goal 3 and 4.

 

During the first year, the City of Carson will use its resources to establish baselines in many areas, establish data collection methods and establish systems for tracking the impact of the Strategic Plan.  The City of Carson expects to use the Strategic Planning Team to monitor the implementation of the plan.

 

The team will meet regularly to evaluate the plan's progress, assist in its overall implementation and make modifications where appropriate.

 

CONCLUSION

This Strategic Plan will help guide and focus the City of Carson's resource strategies in protecting and promoting employee health and safety. The City of Carson will use a balanced combination of enforcement and outreach approaches to accomplish its mission and work toward meeting the goals in the strategic plan. The City of Carson will also review the plan periodically and make adjustments in goals and strategies as necessary.

 

 

 

City Hall Contact

701 E Carson Street
Carson, CA 90745
(310) 830-7600, 7 AM - 6 PM
Monday - Thursday
24-hour automated: (310) 952-1700

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