The way we've done that is by focusing on leading metrics. Traditional lagging indicators or trailing metrics alone are insufficient measures for development, implementation and management of the safety program. The Total Recordable Case and Days Away, Restricted and Transferred rates limit looking at only past negative outcomes that can not be changed, rather than looking at current indictors to predict future performance.
Tracking, analyzing, acting upon each leading indicator is a best practice associated with safety excellence and it will result in superior safety performance. Results are distributed to the team in the monthly comprehensive occupational safety progress report.
The partnership benefits everyone, including the hospital, its employees and patients, construction workers and surrounding neighborhoods. For example, the group identified the parking garage represented a hazard to construction workers, patients and staff due to distracted driving. So, a poster program was implemented for all parking garage users.
Through the partnership, a Safety Discovery Team has been assembled with tradesperson representatives from each contractor. They meet monthly with the project management team and a Department of Labor representative to review monthly summary reports and project metrics.
This group implemented a tradesperson recognition program to promote personal ownership of safety. The tradespeople quickly became engaged with IOSHA representatives and the safety team and they understand a safe space was created.
It's about having a safe work site, not a culture of fear and blame.