Ansi z10. v1

Final Draft Report
American National Standard for

Occupational Health and Safety
Management Systems (ANSI Z10)
Safety and Occupational Health
Program Action Plan Team #2 Recommendations
U.S. Department of the Interior

Bureau of Reclamation December 2015
Mission Statements
The mission of the Department of the Interior is to protect and
provide access to our Nation’s natural and cultural heritage and
honor our trust responsibilities to Indian Tribes and our
commitments to island communities.
The mission of the Bureau of Reclamation is to manage, develop,

and protect water and related resources in an environmentally and
economically sound manner in the interest of the American public.
American National Standard for
Occupational Health and Safety
Management Systems (ANSI Z10)
Prepared by:
Safety and Occupational Health

Program Action Plan Team #2
Mike Bernardo, Lower Colorado Regional Office

Trina Mailloux, Great Plains Regional Office
Brenda Mendoza, Albuquerque Area Office
David Palumbo, Lower Colorado Regional Office
Juli Smith, Lower Colorado Regional Office
Toni Turner, Snake River Area Office
Amy Whittington, Great Plains Regional Office
Contents
Page
Executive Summary .............................................................................................. 1

Background ........................................................................................................... 3
Overview of ANSI Z10.......................................................................................... 6
Reclamation Policy and ANSI Z10 Comparison Results .................................. 8
Comparison Conclusions .................................................................................. 9
Implementation Perception Survey ................................................................... 10
Survey Conclusions ........................................................................................ 10
Program Strengths ..................................................................................... 10
Program Weaknesses ................................................................................ 11
Recommendations ............................................................................................... 12
Conclusion ........................................................................................................... 13
References ............................................................................................................ 14
Appendices
Appendix A: Survey Analysis and Short-Term Recommendations
Appendix B: Conformance Scorecard – ANSI Z10 Elements Compared
with Reclamation SAF Products
Appendix C: Survey Questions
Appendix D: Survey Response Breakdown by Position
Appendix E: Survey-Identified Strengths and Weaknesses
Appendix F: SAF P01: Reclamation Safety and Occupational Health
Program
Appendix G: SAF 01-01: Reclamation Occupational Safety and Health –
General
Appendix H: ANSI Z10 Occupational Health and Management Systems
Requirements
i
Acronyms
ANSI Z10 or Z10 American National Standard for Occupational
Health and Safety Management Systems
D&S Directives & Standards
DOI U.S. Department of the Interior
JHA Job Hazard Analysis
MESH Managing Employee Safety & Health (Training)
OHSMS Occupational Health and Safety Management
System
RLT Reclamation Leadership Team
RSHS Reclamation Safety & Health Standards
SOH Safety & Occupational Health
ii
Executive Summary
In 2012, the U.S. Department of the Interior’s Office of Occupational Safety and Health (DOI)
conducted a review of the entire Reclamation Safety and Occupational Health (SOH) Program
and identified areas needing improvement. Two of the review’s conclusions (identified in a
report published in July 2013) refer to (1) the lack of accountability systems to ensure the
effective implementation of the Safety and Occupational Health Program and (2) the incomplete
implementation of the safety policy as the cause for Reclamation not establishing safety as a core
value. Additionally, the lack of an implementation plan was identified in multiple conclusions
within the DOI report.
Program Action Plan Teams were established in 2014 to address the deficiencies noted in the
review. Team #2 was tasked to evaluate the agency’s implementation of Reclamation safety
policy SAF P01 (dated July 23, 2013) which states that Reclamation will implement the
principles of American National Standard for Occupational Health and Safety Management
Systems (ANSI Z10 or Z10) – “Plan, Do, Check, Act”.
The objective of this report is to provide recommendations to address gaps in existing

Reclamation policies, directives and standards (D&Ss), and implementation actions, and more
fully integrate the ANSI Z10 principles into Reclamation’s safety culture.
The Team recommends the Reclamation Leadership Team (RLT) take the following actions to
achieve this goal (more details can be found in the “Recommendations” section of this report):
1. Expand and clarify Reclamation’s Safety Policy, SAF P01.
2. Re-write / clarify Reclamation’s policy implementation instruction, SAF 01-01, with

references to new supplemental directives.
3. Develop supplemental D&Ss to address the gaps with ANSI Z10 principles regarding
employee participation, planning, implementation, evaluation, and management review.
4. Streamline implementation efforts within existing processes and internal controls where
practical.
5. In the short term, begin implementing the recommendations provided to resolve the gaps
identified in the perception survey (Appendix A) and improve communications to clarify
expectations.
1
The Team concludes that developing a system of directives that align Reclamation policies and
standards with ANSI Z10 would provide the foundation for more successful SOH program
implementation. Additionally, implementation of the ANSI Z10 management system will enable
continual, measureable, and sustainable improvement.
2
Background
The Department of Interior’s Office of Occupational Safety and Health reviewed Reclamation’s
Safety and Occupational Health Program in 2012. Two of the report’s conclusions (1-2 and 6-1,
seen below) have general and specific references, respectively, to the implementation of
Reclamation’s SOH policy SAF P01. Conclusion 1-2 identifies the need to establish safety as a
core value, while Conclusion 6-1 states that SAF P01, and in particular, its reference to adopting
American National Standard for Occupational Health and Safety Management Systems (ANSI
Z10 or Z10), has the potential to establish the foundation for a strong safety culture within
Reclamation.
Table 1: DOI SOH Report Conclusions Addressed by Team #2

Conclusion 1-2 Conclusion 6-1
Senior leadership and line Reclamation has recently approved

management have not established Reclamation Manual Policy SAF P01,
safety as an organizational value Safety and Occupational Health
throughout all ranks of Reclamation Program that establishes the
and have not established accountability foundation for an effective SOH
systems to ensure effective Program. This policy defines
implementation of the safety and responsibilities and also requires SOH
occupational health program at the managers to organizationally report to
working level. A degree of cultural senior leadership or management of
complacency exists in Reclamation that their respective offices which is
results in the acceptance of workplace potentially of great benefit to the safety
hazards and contributes to the program. Very importantly it adopts
presence of uncorrected hazards, non- ANSI Z10 principles for an SOH
compliance issues, and incomplete management system and accordingly
SOH program implementation. … The emphasizes continuous improvement
newly adopted safety and health policy processes and “developing and
(SAF P01) could serve as a foundation implementing SOH as a core value of
to address this weakness, but an Reclamation.” This policy establishes
implementation plan has yet to be the foundation to build a strong safety
developed. culture ….. Reclamation has not
established a concrete action and
implementation plan with expectations,
action items, and timetables to achieve
the worthwhile objectives of this policy;
however this will be addressed
beginning with its FY 2014 Action Plan.
In 2014, 21 Reclamation Action Teams were formed to address the various weaknesses in the
SOH Program that were identified in the DOI report. SOH Action Team #2 was tasked with
identifying gaps in the implementation of SAF P01 and ANSI Z10. SAF P01 provides direction
3
for the implementation of Reclamation’s SOH Program as required by DOI and Executive
Orders, and is designed to incorporate the principles and best practices identified in Z10.
Although SAF P01 was finalized in 2013, it was not clear how well the policy had been
implemented across Reclamation. Z10, a national consensus standard, employs the fundamental
process of continuous improvement in meeting and exceeding SOH standards to help ensure
employers provide a safe and healthful workplace. Z10 is valuable to the entire safety action
process and at least 16 of the 21 Reclamation Safety Action Teams are addressing Z10 principles
in their efforts.
The Team approached the task by reviewing Reclamation’s existing SAF documents to evaluate
if the ANSI Z10 principles are fully addressed in the policy and directives. The implementation
of the SAF policy and ANSI principles was then assessed by conducting a survey of Reclamation
management staff and safety professionals. Lastly, gaps in Reclamation’s implementation of
SOH policies and D&Ss were characterized. Recommendations were developed to resolve both
the policy and implementation gaps.
Reclamation has one policy, six D&Ss and a handbook of standards for the agency’s SOH
Program. Of these, SAF P01 establishes the policy, SAF 01-01 provides general program
implementation guidance, and the Reclamation Safety and Health Standards (RSHS) provide the
minimum required criteria for Reclamation workers and contractors. The remaining five
documents provide guidance on specific topics under the umbrella of the SOH Program: these
include accident reporting and investigation (SAF 01-02), motor vehicle safety (SAF 01-04),
diving (SAF 01-05), inspection and abatement (SAF 01-06), and exposure assessment (SAF 02-
01). Upon reviewing these D&Ss, the Team determined its focus should be on the program
policy and implementation directive.
Team #2’s review of these documents found that the ANSI Z10 principles are not fully addressed
in Reclamation policy and directives, and that additional implementation guidance is required. A
consolidated implementation plan that more closely aligns SAF 01-01 with Z10 would
significantly improve the program and allow for more measureable progress, consistent annual
goal prioritization, and programmed periodic reviews.
A Google survey consisting of 28 questions was sent to management and safety professionals
throughout the agency to assess gaps in the knowledge of and implementation of SAF P01 and
ANSI Z10 principles. With a response rate of approximately 71%, the prevailing perception is
that Reclamation maintains the workplace and equipment in a safe manner, and continual
improvement of SOH program performance is occurring. However, understanding the roles and
responsibilities of SOH personnel and their ability to effectively accomplish their work was seen
4
as a program weakness. Using these responses, Team #2 identified and prioritized the specific
areas needing improvement, and made recommendations to address the gaps.
Disparities seen in the survey results, such as those related to roles, responsibilities and processes
involving safety support and employee participation appear to correlate with the lack of specific
direction in the D&S. Because ANSI Z10 is stated as policy in SAF P-01, but has not been
reflected in the implementation directive (SAF 01-01), there is a general lack of knowledge of
the standard and its principles.
Reclamation’s SOH Program policy provides the guidelines that demonstrate Reclamation’s
acceptance of systems thinking for the SOH Program; however, the program implementation and
overall infrastructure is incomplete and does not provide specificity, leaving organizational units
within Reclamation to develop individualized methods to implement and assess SOH system
progress. Developing a system of directives that align with Z10 and the DOI criteria would
provide the foundation for systemic thinking and implementation. Additionally, implementation
of the ANSI Z10 management system will enable continual, measureable, and sustainable
improvement. To accomplish this, the system policies, directives, and standards need to be
restructured to more closely align with the Z10 structure.
This report documents this Action Plan Team’s findings and recommendations to improve
Reclamation’s implementation of SAF P01 and ANSI Z10.
5
Overview of ANSI Z10
ANSI Z10 focuses on management leading continuous improvement demonstrated through a
strong commitment from the top down organizationally. The program is based on the Deming
Cycle and is very similar to the “Plan-Do-Check-Act” process used in the ISO 14001 Standard
for Environmental Management Systems.
The five basic elements in the Z10 cycle (Figure 1) are:
• Management Leadership and Employee Participation,

• Planning,
• Implementation and Operation,
• Evaluation and Corrective Action, and
• Management Review.
Note that “Appendix H: ANSI Z10 Occupational Health and Management Systems
Requirements” contains more details on this process / cycle.
Figure 1: Occupational Health and Safety Management System (OHSMS) Cycle
A well-defined policy and management commitment to the continual improvement of employee

safety and health are critical to the success of the program. Involving employees in planning and
implementation of an SOH program contributes to buy-in and engagement, and results in
processes being developed that can be fully implemented at all organizational levels. Adjusting
these processes and implementation steps is accomplished through continual monitoring and
periodic program checks.
6
Under Z10 program guidelines, management conducts an annual review of specific program
elements (Table 2) to prioritize needs and establish goals and metrics for the coming year. By
reviewing Reclamation’s standards and programs and comparing them to the ANSI Z10
elements, management receives a clear picture of the system, program weaknesses can be
identified for improvement, and the resulting process shifts the safety focus to long-term
solutions rather than one-time fixes.
Table 2: ANSI Z10 Conformance Scorecard

Z10 Elements
Used to Evaluate Reclamation Policies
1. Management Leadership
2. OHSMS Policy
3. Responsibility and Authority
4. Employee Participation
5. Review Process
6. Assessment and Prioritization
7. Objectives and Implementation Plans
8. Risk Assessment
9. Hierarchy of Controls
10. Design Review and Management of Change
11. Procurement
12. Contractors
13. Emergency Preparedness
14. Education, Training and Awareness
15. Communications
16. Document and Record Control
17. Monitoring and Measurement
18. Incident investigation
19. Audits
20. Corrective and Preventive Action
21. Feedback to the Planning Process
22. Management Review (Process, Outcome and Follow-up)
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Reclamation Policy and ANSI Z10 Comparison
Results
Reclamation safety documents SAF P-01, D&S SAF 1-01, and the RSHS were evaluated using
the ANSI Z10 Standard Conformance Scorecard (Table 2, above) to identify gaps between the
policy and the implementation directives. Appendix B provides a color-coded matrix indicating
the level of conformance of each SAF product to each Z10 element.
SAF P01 does not include all the desired elements; however, its generalized terminology does
allow for interpretation to be made in the accompanying implementation directive. Some of the
elements are addressed in more detail in SAF 01-01 or the RSHS. But, although the RSHS is
listed in policy definitions, there are no specific references to the RSHS throughout the policy
narratives.
Through the analysis, it was apparent that not all Z10 elements are addressed in Reclamation’s
SOH policy and implementation documents:
• SAF P01 (Appendix F), as Reclamation’s primary SOH program policy statement
(updated in 2013), does not address accountability and delegation of authority to
Regional Directors, managers, or safety support personnel despite it identifying multiple
levels of responsibilities. It also does not reference the RSHS. Elements pertaining to
management review, prioritization of objectives, recordkeeping, audits, and contractors
were not included either. However, the overall impression of the policy was that it was
designed to capture the acceptance of ANSI Z10 principles, and provide the management
commitment to systems thinking.
• SAF 01-01 (Appendix G) (1997 version updated in 2010 with only minor revisions) is
the implementation instruction for the policy. The document provides very general
guidance and does not address all of the Z10 elements, nor does it reference the RSHS.
• Reclamation Safety and Health Standards documents the minimum SOH standards for
accomplishing Reclamation work. Historically, this document was designed for
construction activities, and also provides instructions for Bureau contractors. RSHS
provides more stringent requirements than OSHA, and details directions for assessing
risk, contractor operations, hierarchy of controls, training, and emergency preparedness.
However, the RSHS does not discuss a process for reviewing, providing feedback, or
updating the standards themselves. This may be discussed elsewhere in the Reclamation
Manual, but there is no opportunity for user input documented in the RSHS.
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• Additional SAF Directives provide implementation instruction in incident investigation
(SAF 01-02), motor vehicle safety (SAF 01-04), diving safety (SAF 01-05), inspection
and abatement (SAF 01-06), and exposure assessment (SAF 02-01). These directives are
generally up-to-date with the exception of diving safety, which was issued in 2008. The
Team determined these D&Ss could easily be updated to meet the Z10 requirements,
replaced by alternate standards (such as the Dive Manual), or retired.
Comparison Conclusions
The cumulative review reflects that there is an inconsistent and incomplete approach to
addressing written policy and implementation.
• Responsibility is discussed in depth in the policy, SAF P01; however, accountability and
authority are not adequately covered. While the RSHS is included in the SAF P01
definitions, the policy does not direct the RSHS to be used as the minimum standard.
SAF P01 incorporates Z10 principles by reference, but the implementation directive
(SAF 01-01) has not been updated to reflect a thoughtful corporate implementation
approach for the Z10 system.
• SAF 01-01 was issued in 1997 and updated in 2010. Out of the possible 22 elements in
the ANSI Z10 scorecard (Table 2), only three are discussed adequately in this
implementation policy. This D&S provides only minimal guidance for the ANSI Z10
elements such as reviews, metrics, goal setting, action planning, and annual reporting.
Significant gaps exist regarding expectations and provisions for employee participation
and communication.
• Only about six of the 22 Z10 elements (Table 2) are addressed in the RSHS.
• There does not appear to be a pre-established structure to the SAF Directives and
Standards. The topic-specific D&Ss are updated frequently, while the backbone of the
implementation has not been updated since the adoption of ANSI Z10.
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Implementation Perception Survey
This section provides a brief summary of the survey process and analyses that were used to
assess the implementation of SAF P01 throughout Reclamation. Specific recommendations to
address program weaknesses are provided in Appendix A.
In January 2014, the survey (Appendix C) to assess the implementation of SAF P01 was sent to
the Reclamation Leadership Team, Area Office Managers, and a selection of Field
Office/Facility Managers, supervisors, and SOH personnel. The Regional SOH Managers and
RLT were offered the opportunity to further distribute the survey to others within their respective
Regions. Of the 129 individuals who received a survey invitation, 91 responses were received,
which equates to a response rate of nearly 71 percent.
The responses were analyzed by grouping similar responses into brackets and evaluating by
percentages with similar responses to each question. The data was sorted and graphed with
color-coding corresponding to response by organizational level (Appendix D). The color-coding
representation enables easy visualization of areas needing improvement (shades of red) and areas
of strength (shades of green). Gaps between management and safety staff responses to many
survey questions were notable, as were gaps between management levels for certain survey
questions.
Survey Conclusions
The responses reflected the following conclusions (Appendix E). (Strengths and Weaknesses are
each listed in descending order of priority.)
Program Strengths
1. Supervisors are maintaining workplace and equipment in a safe manner.
2. Reclamation is providing a safe and healthy workplace, free of hazards.
3. Reclamation allows for continual improvement of the SOH program and program
performance.
4. SOH Managers report to the Director, Regional Director, or Area Manager or to their
immediate Deputy Director or Assistant Director.
5. SOH personnel are responsible for providing assistance to identify, evaluate, and address
SOH hazards.
10
Program Weaknesses
1. SOH personnel are not adequately assisting with management processes.
2. SOH personnel are not adequately analyzing injury and illness reports and data to ensure
countermeasures are developed.
3. SOH personnel are not adequately advising management and employees of SOH
responsibilities.
4. SOH personnel are not adequately reviewing and monitoring compliance with policies.
5. Reclamation employees and contractors fail to recognize SOH as a core value.
6. Reclamation is not providing necessary resources and training to implement policy.
7. Reclamation is not ensuring SOH considerations are integrated into planning decisions
and daily work.
8. Reclamation does not involve employees in development and implementation of the SOH
program, policies and procedures.
A number of responses indicated unfamiliarity with the policy, including a lack of awareness of
the qualifications of safety professionals, and of the roles and responsibilities of supervisors and
the safety professionals in conducting incident investigations and identifying corrective actions.
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Recommendations
The team recommends the Reclamation Leadership Team (RLT) take the following actions to
help address the gaps in Reclamation’s implementation of ANSI Z-10 principles:
1. To further articulate Reclamation’s Safety Policy, rewrite SAF P01 to include:

a. A reference to the RSHS as minimum organizational standards.
b. Clarified roles, responsibilities, authority and accountability. With the
exception of their role as inspectors, SOH personnel serve as consultants and
have presumed authority to accomplish SOH program implementation. A
safety manager or specialist who reports to the Regional Director or Area
Manager has a great deal more presumed authority than a collateral duty
safety representative who does not report directly to the site manager.
Clarifying the authority of SOH personnel and the accountability of line-
management will address implementation of the recommendations provided.
c. Documented intervals for minimum SOH D&S review and comprehensive
program evaluation.
2. Re-write / clarify SAF 01-01, the implementation instruction, with references to new
supplemental directives listed in Recommendation #3 below.
3. Develop supplemental D&Ss to address the gaps with ANSI Z10 principles that address:
a. Employee participation (Z10, Section 3.2): safety committees, recognition,
incentive, and/or safety awards guidance.
b. Planning (Z10, Section 4.0): action plans, prioritization, objectives, metrics,
and funding resources.
c. Implementation & Operations (Z10, Section 5.0): procurement processes,
hazard assessments, etc. that can be developed based on prioritization.
d. Evaluation and Corrections (Z10, Section 6.0).
e. Management Review.
4. Streamline implementation efforts (including those developed by the 21 Safety Action

Teams) within existing processes and internal controls where practical. (For example,
incorporate or parallel the processes used in the Sustainable Environmental Management
System to conduct periodic reviews, or the recommendations provided by the
Procurement Action Team to conduct safety reviews prior to procurement of hazardous
materials or equipment.)
5. In the short term, implement the recommendations provided (See Appendix A) to resolve
the gaps in the perception survey, improve communication, and clarify expectations.
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Conclusion
Team #2’s review of SAF P01 and the associated implementation perception survey verified the
DOI’s finding that there is a lack of accountability in implementing the Reclamation SOH
Program and a significant lack of knowledge of Z-10 principles.
The review of SAF P01 and the perception survey responses demonstrate that there is no
common understanding of SOH roles, responsibilities, and authorities. A lack of clarity in
communicating expectations of line-management, SOH staff, and collateral duty safety
representatives has resulted in incomplete accountability for program implementation. This
indicates that the issuance of the revised SAF P01 policy in 2013 may not have been
communicated adequately to all levels of the organization. Additionally, many of the
weaknesses identified indicated a lack of understanding of the responsibilities of the safety staff,
and only limited involvement of safety professionals in organizational processes.
According to the 2014 Federal Employee Viewpoint Survey, most survey respondents feel safe
in the workplace; however, more than 56% did not feel free from reprisal if they were to report
an illegal activity. In the context of safety, it is likely that an employee who is hesitant to report
illegal activity would also not be comfortable reporting a safety issue. It is possible that
employee would be concerned there would be a backlash from a supervisor or a co-worker, and
would continue to accept the unsafe condition or practice. This is also consistent with the DOI
finding that safety has not been established as a core value within Reclamation.
Sixteen of Reclamation’s 21 Safety Action Teams have Z10 principles identified in their
deliverables. By integrating those Teams’ recommendations into a comprehensive series of
D&Ss that reflect ANSI Z10 standards and processes, Reclamation can establish a well-
implemented safety management system that builds – and sustains – a thriving, safety-minded
culture throughout Reclamation.
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References
American Society of Safety Engineers. Occupational Health and Safety Management Systems
ANSI Z-10-2012 (In its entirety).
Bureau of Reclamation. Associated Safety Directives and Standards. Accessed on 10/6/2015 at

http://www.usbr.gov/ssle/safety/directives.html
_____. Reclamation Policy SAF P01. Accessed on 10/6/2015 at

http://www.usbr.gov/recman/saf/saf-p01.pdf
_____. Reclamation Manual, Directives & Standards, SAF 01-01. Accessed on 10/6/2015 at
http://www.usbr.gov/recman/saf/saf01-01.pdf
_____. Reclamation Safety and Health Standards. Accessed on 10/6/2015 at

http://www.usbr.gov/ssle/safety/RSHS/rshs.html
_____. Reclamation Safety and Health Standards, Foreword. Accessed on 10/6/2015 at

http://www.usbr.gov/ssle/safety/RSHS/Fwd-cntnts.pdf
Howe, Jim. Implementing an ANSI Z-10 Based Management System based on the New View of
Safety. Safety Solutions; March 2014.
Occupational Safety and Health Administration. ANSI Z10 Overview. Accessed on 8/9/2013 at
https://www.osha.gov/dte/grant_materials/fy09/sh-19494-
09/ansi_z10_session_2r_c2.pptx
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Appendix A:
Survey Analysis and Short-Term
Recommendations
Survey Analysis and Short-Term Recommendations
In January 2014, Reclamation’s Safety Action Team #2 distributed a survey (Appendix C) to

five focus groups:
1. all members of the RLT,

2. all Reclamation Area Office Managers,
3. most Field Office/Facility Managers,
4. a random sampling of supervisors, and
5. all SOH personnel.
The Regional SOH managers and RLT were offered the opportunity to further distribute the
survey to others within their Regions. Some forwarded the survey and gathered additional
responses from facility managers and supervisors.
Of the 129 individuals who received a survey invitation, 91 responses were received, which
equates to a response rate of nearly 71 percent. (Note: Management responses were initially
lacking from one Region, so the survey was re-sent to managers in that Region. After the second
survey offering, only one management response was received.) The complexities of survey
approval requirements and the bargaining unit process were instrumental in the Team’s decision
to primarily survey Reclamation management and safety staff. The responses from these groups
could be obtained in a timely manner and would be more reflective of the organizational culture,
and therefore, would be a more accurate indicator of actual policy implementation. Furthermore,
another Action Team was tasked to survey the general employee population as part of its efforts.
The responses were analyzed by a number of methods to determine the best way of viewing and
interpreting the data. The optimal representation was by grouping similar responses to each
question and evaluating the resulting percentages.
The results from the survey were compiled and sorted to offer a quick visual identification of key
areas: the data was bracketed based on the percentage of responses to each question, and then as
plotted by color-coding with emerald green for responses indicating “World Class” to yellow for
moderate, and red for “Does Not Meet.” Data was filtered and/or sorted by responses from the
five focus groups, and by Region or geographical area in order to discern patterns in the data.
The color-coding of responses made it possible to visualize areas needing improvement (shades
of red) and areas of strength (shades of green).
Further review of the response plots indicated a significant gap between management and safety
staff responses. Management (RLT, Area Office Managers, Field Office/Facility Managers and
supervisors) results were combined into one collective group and the Safety staff responses were
grouped separately; the responses of these two groupings were then compared. Finally, the
Team combined the results from all five focus groups surveyed and evaluated those as well.
Analysis and Findings
After the data were reviewed for all five focus groups, the Team then developed a Tiered
Prioritization Test to identify areas needing improvement or the existing best practices based on
whether the question was seen as a high, medium, or low priority for resolution. The
rationalization behind this concept was that not all questions are weighted equally in regard to
manifesting a change or improvement in either the safety of employees or to Reclamation’s
organizational culture.
Table A1: Tiered Prioritization Test

Priority Levels Total Response Rate
Tier 1: High ≤ 34.9 percent
Tier 2: Medium Between 55 and 69.9 percent
Tier 3: Low ≥ 70 percent
The Team discussed and compared the priorities with the response percentages, and identified
eight questions/areas in which the cumulative survey responses reflected a need for improvement
and five questions/areas reflecting programmatic strengths. These areas were identified by
“natural” gaps observed in the data, and by collaborative agreement based on the response
percentages.
Identified Focus Areas (Areas Needing Improvement)

Based on the individual priority assessments, the eight areas that needed improvement were
identified as Tier 1: High Priorities. They are listed below in descending order of priority 1:
1. SOH personnel are not adequately assisting with management processes 2.

2. SOH personnel are not adequately analyzing injury and illness reports and data to ensure
countermeasures are developed 3.
3. SOH personnel are not adequately advising management and employees of SOH
responsibilities 4.
4. SOH personnel are not adequately reviewing and monitoring compliance with policies 5.
1
Note that the percentages in the following footnotes indicate the level of agreement that Reclamation is
meeting the requirements; thus, the higher the percentage, the more indicative that Reclamation is
performing well.
Question 11 – The collective group responded with 34%, SOH personnel with 43%, total response was
2
38%.
3
47%.
4
49%.
5
54%.
5. Z-10 Principle: Reclamation employees and contractors fail to recognize SOH as a core
value 6.
6. Z-10 Principle: Reclamation is not providing necessary resources and training to
implement policy7.
7. Z-10 Principle: Reclamation is not ensuring SOH considerations and integrated in
planning decision and daily work 8.
8. Z-10 Principle: Reclamation does not involve employees in development and
implementation of the SOH program, policies and procedures 9.
Identified Strengths (Best Practices)

Based on the individual priority assessments, five areas were identified as agency strengths.
These strengths were considered best practices and are listed below descending order of priority:
1. Supervisors are maintaining workplace and equipment in a safe manner 10.

2. Z-10 Principle: Reclamation is providing a safe and healthy workplace, free of hazards 11.
3. Z-10 Principle: Reclamation allows for continual improvement of SOH program and
program performance 12.
4. SOH managers report to the Director, Regional Director, or Area Manager or to their
immediate Deputy Director or Assistant Director 13.
5. SOH personnel are responsible for providing assistance to identify, evaluate and address
SOH hazards 14.
6
48%.
7
58%.
8
54%.
Question 22 – The collective group responded with 69%, SOH personnel with 32%, total combined
9
response was 52%.

10
response was 73%.

11
response was 69%.

12
response was 63%.

13
response was 69%.

14
response was 64%.

Disparities/Anomalies
When reviewing some other questions from the survey, there were a few disparities/anomalies as
identified below:
Question 25 – Employ certified professionals as the senior manager to recommend policy and
guidance at the Commissioner’s Office and Regional Offices; and
Question 26 – Encourage all safety professionals to attain credentials
These two questions received the “I Don’t Know” response three times more than that of
all other question(s) in the survey. This could potentially be an area in which to provide
future education/training; however, because both questions address SOH staffs’
professional credentials, it was agreed these questions were not a priority at this time.
Credentials of SOH personnel are not necessarily marketed throughout Reclamation and
most employees may not be familiar with specific SOH professional qualifications, even
though SOH personnel do attain and maintain their credentials.
In addition, when analyzing Question 6 – Conducting investigations, identifying factors,

corrective actions and implementation, the combined survey responses resulted in a highly
favorable rating; however, SOH personnel gave this question the lowest rating out of all the
questions (24 percent). Upon further discussion, the Team determined that SOH personnel were
concerned that supervisors may complete investigations in a “pro forma” manner which could
lead to missed opportunities in preventing future incidents. Frequently, the information in the
DOI Safety Management Information System is insufficient to make valid recommendations.
The responsibility for investigating incidents is that of the supervisor. With the exception of
incidents involving significant injury or property damage, the safety staff would not investigate
most incidents, but will provide assistance when requested. The current process does not lend
itself to active participation of the safety staff, and many supervisors have not been trained in
incident investigation techniques.
Recommended Resolutions (FOR SURVEY ONLY)

The Team completed the review of the survey, prioritized the areas for improvement (focus
areas) and best practices (strengths), and developed possible resolutions for improving
implementation of Z-10 and bridging the gaps between management and safety staff responses.
Because it appears that there is a clear lack of mutual understanding of the roles and
responsibilities at various levels of the organization, the following recommendations address
three focus areas relating to the roles and responsibilities of Safety and Occupational Health
managers:
a) Clarify the language in policies regarding the roles and responsibilities,

accountability, and safety hierarchy of employees, supervisors, managers, and
safety staff.
b) Clarify and communicate the SOH roles in Denver, Region and Area Offices, and
for Collateral Duty Safety Representatives. Develop site-specific processes /
procedures to identify SOH professional roles to establish accountability.
c) Educate supervisors and managers about their personal and SOH professionals’
roles and responsibilities during the Managing Employee Safety & Health
(MESH) training.
d) Provide short briefings and discussion on roles, accountability, and authorities
during RLT/RMT meetings.
e) Employ a marketing blitz (via PIO messaging) to describe SOH staff support
services and expertise.
f) Develop Reclamation “corporate” training for safety staff on interpersonal skills
to improve and increase communication and collaboration with managers and
supervisors.
Additional recommendations are provided for the individual questions as follow:
1) Question 11 – SOH Personnel: Assist with management process
a) Identify management processes that would benefit from having safety input in the
early planning stages or as a stage of development. An example of such a process
is “Safety In Design” (Team #20) that includes safety considerations in the
design-build stages in order to design-out hazards early in the process, as opposed
to relying on PPE or other measures (i.e., ladders) later.
2) Question 15 – SOH personnel: Analyze injury and illness reports and data to ensure
countermeasures are developed
a) Review and evaluate trends at the Reclamation-level. The small number of

incidents within a Region or Area Office jurisdiction makes it difficult to identify
a trend, so this corporate-level method would be most effective.
b) Re-evaluate the investigation process to include safety in a more timely fashion
for lost-time and ‘near-miss’ incidents. This would allow for improved safety
input into the investigation to better identify causal factors and mitigating actions.
3) Question 12 – SOH Personnel: Advise management and employees of SOH

responsibilities
a) Clarify the basic program policies to convey who has accountability and the
authority to complete specific actions.
b) Include discussion of safety roles, responsibilities, accountability, and authority at
all levels.
c) Timeframes for discussion could include employees at new employee orientation,
supervisors during MESH training, and managers and RLT during their quarterly
meetings.
d) Include managers in the complete MESH training.
e) Provide Reclamation orientation for new safety representatives to ensure
complete understanding of roles, responsibilities (expectations), accountability,
and authorities of each respective position in the organization.
4) Question 16 – SOH Personnel: Review and monitor compliance with policies
a) Establish a process to review incident and near miss reports at least quarterly with
the facility, Area Office, and/or Regional Management Team with the intent of
discussing incident trends and communicating observations.
b) Establish a process through which SOH personnel collaborate with management
and employees or their representatives in the conduct of annual and/or periodic
reviews of lockout procedures, confined space procedures, personal protective
equipment program, etc. This will make these procedures more meaningful, and
will allow for information and educational exchange during the improvement
process.
c) Require each organizational entity to maintain a tracking system or process to
ensure training and medical monitoring reflect current information.
d) A comprehensive list of minimum required SOH Program documents and the
required review intervals should be developed and regularly reviewed for
improvements, with both employee and supervisor input.
e) Include compliance with SOH regulations as a critical element in performance
evaluations of employees, supervisors and management. In this regard, develop a
process for documenting unsafe and safe behaviors.
f) Continue conducting facilitated sessions. Include informal conversations with
employees, union representatives, and supervisors to solicit recommendations for
where improvements are needed, where compliance is difficult to achieve, an
understanding of safety expectations, the effectiveness of training, etc.
6) Question 21 - ANSI: Provide necessary resources and training to implement policy
a) Survey Safety Professionals, Safety Leads, Collateral Duty Safety

Representatives, and Supervisors to determine specific (i) training and (ii)
resource needs and shortfalls.
b) Training: Create a database to track required training by job classification and
activity, and to provide reminders to supervisors as to when refreshers are needed.
c) Training: Coordinate training needs through Training Officers to improve the
quality of the training, and contract for multi-site training from the same provider.
d) Resource: Evaluate needed resources, and when possible create a master contract
to take advantage of bulk pricing.
e) Resource: Create periodic maintenance work orders to better manage human
resource workload, schedule calibration, and inspections.
f) Resource: Develop a strategic plan to project programmatic needs for new or
replacement equipment, and to establish the need for increased staffing to support
routine operations.
7) Question 21 - ANSI: Ensure SOH considerations are integrated in planning decision,
and daily work
a) Create a process that includes SOH through the design, procurement, and
construction phases of project work.
b) Improve communication of Reclamation directives and goals to the workforce,
which may include periodic visitation to offices and/or facilities to discuss and
reiterate these goals.
c) Assign rotational ‘Safety Lead’ for first-line supervisors or workers to help ensure
team safety considerations are addressed, including discussing with workers or
supervisors observed unsafe behaviors, unaddressed hazards, procedural
discrepancies, and/or close calls. Have the Safety Leads meet with SOH
representatives routinely to discuss and resolve issues.
d) Institute minimum SOH representative presence at industrial facilities to improve
the working relationships and to ensure communication, collaboration and
integration into forecasted projects and to resolve issues in a timely fashion.
8) Question 22 - ANSI: Involve employees in development and implementation of the SOH

program, policies, procedures
a) Institute safety inspections prior to a scheduled safety/staff meeting in which two

or more employees are assigned to conduct a safety inspection of a specified
office area. The findings are discussed at the safety meeting and an employee is
tasked with resolving the finding(s).
b) Include safety representatives in the agenda for the monthly “all-hands” meetings
to discuss safety-related issues and present educational information.
c) Motivate employees through recognition and awards. Include consideration of
Team #6’s Safety Incentive Program to engage employees, and offer incentives
for suggestions that eliminate hazards or reduce risk of injury.
d) Include safety performance actions as an element on performance plans.
e) Include safety committee approval in the process for approval of programmatic
guidance and office procedures.
f) Job Hazard Analyses (JHAs) should be developed by the employee closest to the
job, and all affected employees and the supervisor should be offered an
opportunity to provide input.
g) Supervisors could engage employees in discussions of job hazards, barriers to
accomplishing tasks, and employee suggestions for improving health and safety
procedures relating to their duties.
Appendix B:
Conformance Scorecard – ANSI Z10 Elements
Compared with Reclamation SAF Products
Appendix C:
Survey Questions

Appendix D:
Survey Response Breakdown by Position
Response Position Responsibilities - Directors Regional 4E.RLT, AO Mgrs: 4E.RLT, AO Mgrs: Supervisors are Supvsr: Maintaining Supvsr: Conducting Supvsr: Meeting SOH Employees are held Employees are Employees are SOH Personnel are SOH Personnel are SOH personnel are SOH personnel are SOH personnel: Analyze SOH to Review and 5A. ANSI Recognition SOH as a ANSI: Reclamation ANSI: Continual ANSI: Compliance with ANSI: Ensure SOH ANSI: Involve employees ANSI: Provide necessary ANSI: Communicate the Employ Certified Encourage all safety SOH managers report to
Directors, Managers are fulfilling their Responsibilities Ensuring Responsibilities. Ensuring responsible for: workplace & equipment in investigations, id fators, needs i.e engineering accountable/responsible accountable for: accountables for : responsible for: Assist responsible for: Advise responsible for: Provide responsible for: provide injury and illness reports monitor compliance with core value providing a safe and improvement of SOH SOH regs considerations are in development and resources and training to policy to employees and Professionals (CSP, CIH, professional to attain the Director, Regional
responsibilities: Communicating and compliance and training mechanisms are in place Implementing SOH safe manner corrective actions, controls, training, PPE for:Comlying with REC Completing SOH training Reporting SOH w/Management process mgmt and employees of assistance to identify guidance for training and and data to ensure policies health wrokplace, free of Program and program integrated in planning implementation of the implement policy affected parties PE, or master's SOH) as credentials Director, or Area
Implementing SOH requirements to incorporate SOH into Program implementation SOH requirements hazards/unsafe SOH responisibilities evaluate and address assistance to hep countermeasures are hazards performance decision, and daily work SOH program, policies, the senior manager to Manager or to their
operations and work conditions to Sup SOH hazards employees perfrom work developed procedures recommend policy and immediate Deputy or
processes safely guidance at the Assistant.
C i i ' Offi
Area Office Manager Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Moderate Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Moderate Strong w/minor gaps World Class Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Don't know Strong w/minor gaps Strong w/minor gaps
Area Office Manager Moderate Moderate Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Moderate Moderate Strong w/minor gaps Moderate Moderate Strong w/minor gaps Strong w/minor gaps Moderate Moderate Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Moderate Moderate Moderate Moderate Don't know Don't know Strong w/minor gaps
Do not have deputy or
Area Office Manager World Class World Class World Class World Class World Class World Class World Class World Class World Class World Class World Class World Class World Class World Class Strong w/minor gaps World Class World Class World Class World Class World Class World Class World Class World Class World Class Don't know World Class
assistant, but report to
Area Office Manager Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Don't know Don't know Strong w/minor gaps
Area Office Manager Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps
Area Office Manager Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps World Class
Area Office Manager Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Moderate Strong w/minor gaps Moderate Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps World Class Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Don't know Don't know World Class
Area Office Manager World Class Strong w/minor gaps Strong w/minor gaps Moderate Moderate Moderate Moderate Moderate Moderate Moderate Moderate Moderate Moderate Significant gaps Moderate Strong w/minor gaps Moderate Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Moderate Moderate Moderate Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps World Class
Don't understand the
Area Office Manager Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Moderate Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps World Class Significant gaps Moderate Strong w/minor gaps Significant gaps Significant gaps Strong w/minor gaps Don't know Strong w/minor gaps Moderate Strong w/minor gaps Significant gaps Significant gaps Moderate Moderate Don't know World Class
question. Are you asking
Area Office Manager Moderate Strong w/minor gaps Moderate Moderate Moderate Strong w/minor gaps Strong w/minor gaps Moderate Strong w/minor gaps Moderate Moderate Moderate Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Moderate Moderate Strong w/minor gaps Moderate Moderate Strong w/minor gaps Strong w/minor gaps Moderate Strong w/minor gaps Moderate Strong w/minor gaps
Area Office Manager Moderate Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Moderate Strong w/minor gaps Moderate Strong w/minor gaps Moderate Moderate Moderate Moderate Moderate Moderate Moderate Strong w/minor gaps Moderate Strong w/minor gaps Moderate Moderate Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Moderate Moderate
Area Office Manager Strong w/minor gaps Strong w/minor gaps World Class Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Moderate Strong w/minor gaps Strong w/minor gaps World Class Strong w/minor gaps Strong w/minor gaps World Class Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Don't know Don't know World Class
Chief of Engineering Strong w/minor gaps Strong w/minor gaps Moderate Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Don't know Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Moderate Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Moderate Moderate Does not meet
Collateral Duty Safety Officer Don't know Don't know Don't know Don't know Strong w/minor gaps Don't know Don't know Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Moderate Moderate Moderate Moderate Moderate Strong w/minor gaps Significant gaps Significant gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Moderate Moderate World Class Don't know Moderate World Class
Collateral Duty Safety Officer Significant gaps Strong w/minor gaps Strong w/minor gaps Moderate World Class Strong w/minor gaps Strong w/minor gaps Moderate Strong w/minor gaps World Class Moderate Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Don't know Strong w/minor gaps World Class Don't know Strong w/minor gaps Moderate World Class World Class Don't know Moderate Don't know
Crafts Significant gaps Moderate Moderate Moderate Moderate Strong w/minor gaps Moderate Strong w/minor gaps Moderate Strong w/minor gaps Significant gaps Moderate Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Don't know Moderate Moderate Moderate Moderate Significant gaps Moderate Moderate Significant gaps Don't know Don't know
Field Office/Facility Manager Moderate Moderate Moderate Strong w/minor gaps World Class Moderate World Class Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Moderate Moderate Moderate Moderate Moderate Moderate Moderate World Class Strong w/minor gaps Moderate Moderate Strong w/minor gaps World Class Strong w/minor gaps Don't know Don't know Don't know
Field Office/Facility Manager Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Moderate Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Moderate Moderate Strong w/minor gaps Strong w/minor gaps Don't know Moderate Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Don't know Don't know Strong w/minor gaps
Field Office/Facility Manager World Class World Class World Class World Class World Class World Class World Class World Class World Class Strong w/minor gaps World Class World Class World Class World Class World Class World Class World Class World Class World Class World Class World Class World Class World Class World Class Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps
Field Office/Facility Manager Strong w/minor gaps Strong w/minor gaps World Class World Class World Class Strong w/minor gaps World Class Strong w/minor gaps World Class Strong w/minor gaps Moderate Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Moderate Strong w/minor gaps Moderate Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps
Some employees do,
Field Office/Facility Manager Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Moderate Moderate Don't know Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Don't know Don't know Don't know Don't know Don't know Don't know Don't know Don't know Don't know Don't know Don't know
some I would question
Field Office/Facility Manager Moderate Moderate Moderate Significant gaps Moderate Significant gaps Strong w/minor gaps Does Not meet Moderate Strong w/minor gaps Significant gaps Significant gaps Moderate Significant gaps Does Not meet Significant gaps Moderate Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Significant gaps Strong w/minor gaps Does not meet Strong w/minor gaps World Class
Field Office/Facility Manager World Class World Class Don't know Strong w/minor gaps Strong w/minor gaps World Class Strong w/minor gaps Strong w/minor gaps World Class Strong w/minor gaps Don't know Strong w/minor gaps World Class World Class Strong w/minor gaps Strong w/minor gaps World Class World Class World Class World Class World Class World Class World Class World Class Don't know Don't know World Class
Field Office/Facility Manager Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Moderate Moderate Moderate Moderate Moderate Moderate Moderate Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Moderate Moderate Strong w/minor gaps
Field Office/Facility Manager World Class Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps World Class World Class Strong w/minor gaps World Class Strong w/minor gaps World Class World Class Strong w/minor gaps World Class Strong w/minor gaps Don't know World Class Strong w/minor gaps World Class Strong w/minor gaps Strong w/minor gaps World Class World Class Strong w/minor gaps World Class World Class Don't know World Class
Field Office/Facility Manager Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps World Class World Class Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Moderate Strong w/minor gaps Strong w/minor gaps Don't know Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps World Class Strong w/minor gaps Strong w/minor gaps Moderate Strong w/minor gaps Strong w/minor gaps Moderate World Class
Field Office/Facility Manager Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Moderate Strong w/minor gaps Moderate Moderate Strong w/minor gaps Moderate Moderate Moderate Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Moderate Moderate Moderate Strong w/minor gaps Strong w/minor gaps Moderate Strong w/minor gaps Moderate Moderate Strong w/minor gaps Don't know Don't know Moderate
RLT Member, Director, or Senior Manager Strong w/minor gaps Don't know Don't know World Class World Class World Class Don't know World Class Strong w/minor gaps Moderate Moderate Moderate Strong w/minor gaps World Class Don't know Don't know Don't know Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps World Class World Class Don't know Strong w/minor gaps Strong w/minor gaps
RLT Member, Director, or Senior Manager Moderate Moderate Strong w/minor gaps Moderate Strong w/minor gaps Strong w/minor gaps Moderate Moderate Strong w/minor gaps Strong w/minor gaps Moderate Moderate Strong w/minor gaps Strong w/minor gaps Moderate Moderate Moderate Moderate Strong w/minor gaps Moderate Strong w/minor gaps Moderate Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Moderate Strong w/minor gaps
Not really necessary in I do not believe we have
RLT Member, Director, or Senior Manager Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps World Class Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Don't know Strong w/minor gaps
this environment had a report.
RLT Member, Director, or Senior Manager Strong w/minor gaps Strong w/minor gaps Moderate Moderate Strong w/minor gaps Strong w/minor gaps World Class Strong w/minor gaps Strong w/minor gaps Moderate Moderate Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Moderate Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Significant gaps Moderate Strong w/minor gaps World Class World Class
RLT Member, Director, or Senior Manager Significant gaps Moderate Significant gaps Moderate Strong w/minor gaps Moderate Moderate Moderate Moderate Moderate Significant gaps Significant gaps Significant gaps Significant gaps Moderate Moderate Moderate Strong w/minor gaps Moderate Moderate Significant gaps Moderate Significant gaps Significant gaps Don't know Don't know Don't know
RLT Member, Director, or Senior Manager Strong w/minor gaps World Class World Class Strong w/minor gaps Strong w/minor gaps World Class Strong w/minor gaps Strong w/minor gaps World Class Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps World Class World Class Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps World Class Strong w/minor gaps Moderate Strong w/minor gaps World Class World Class
training needs to be training still under
RLT Member, Director, or Senior Manager Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Significant gaps Moderate World Class Moderate Strong w/minor gaps Moderate Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Moderate Strong w/minor gaps Does not meet Strong w/minor gaps World Class World Class World Class
developed development
RLT Member, Director, or Senior Manager Significant gaps Moderate Significant gaps Moderate Strong w/minor gaps Significant gaps Moderate Significant gaps Moderate Moderate Significant gaps Moderate Moderate Moderate Moderate Moderate Significant gaps Moderate Moderate Moderate Moderate Moderate Moderate Moderate Significant gaps Strong w/minor gaps Strong w/minor gaps
RLT Member, Director, or Senior Manager Moderate Moderate Moderate Moderate Strong w/minor gaps Strong w/minor gaps Moderate Strong w/minor gaps Moderate Moderate Moderate Moderate Strong w/minor gaps Moderate Moderate Moderate Strong w/minor gaps Strong w/minor gaps Moderate Moderate Moderate Moderate Moderate Moderate Don't know Don't know Strong w/minor gaps
RLT Member, Director, or Senior Manager Moderate Moderate Strong w/minor gaps Moderate Moderate Moderate Moderate Strong w/minor gaps Moderate Moderate Strong w/minor gaps Moderate Moderate Moderate Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Moderate Strong w/minor gaps Strong w/minor gaps Moderate Strong w/minor gaps Does not meet Moderate World Class
RLT Member, Director, or Senior Manager Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Moderate Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Moderate Strong w/minor gaps Moderate Moderate Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Moderate Strong w/minor gaps Moderate Strong w/minor gaps Moderate Strong w/minor gaps Strong w/minor gaps Moderate Moderate Moderate World Class
Safety Professional Significant gaps Moderate Moderate Moderate Significant gaps Moderate Moderate Moderate Significant gaps Don't know Significant gaps Significant gaps Significant gaps Significant gaps Don't know Strong w/minor gaps Don't know Significant gaps Strong w/minor gaps Moderate Strong w/minor gaps Moderate Moderate Strong w/minor gaps Don't know Does not meet Does not meet
Safety Professional Strong w/minor gaps Moderate Moderate Strong w/minor gaps Strong w/minor gaps Moderate Strong w/minor gaps Moderate Strong w/minor gaps Moderate Moderate Moderate Strong w/minor gaps Moderate Moderate Moderate Moderate Strong w/minor gaps Moderate Moderate Moderate Moderate Moderate Moderate Don't know Don't know Moderate
Some are really good and
Safety Professional Moderate Moderate Significant gaps Moderate Moderate Strong w/minor gaps Does Not meet Strong w/minor gaps Significant gaps Significant gaps Significant gaps Significant gaps Does Not meet Does Not meet Moderate Moderate Moderate Significant gaps Moderate Significant gaps Significant gaps Moderate Moderate Does not meet Significant gaps Strong w/minor gaps
some are not
Safety Professional Moderate Moderate Moderate Moderate Moderate Moderate Moderate Significant gaps Moderate Moderate Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Significant gaps Significant gaps Moderate Moderate Significant gaps Significant gaps Moderate Moderate Moderate Significant gaps Strong w/minor gaps Moderate Strong w/minor gaps
Safety Professional Moderate Don't know Don't know Moderate Moderate Don't know Moderate Moderate Don't know Moderate Moderate Moderate Moderate Strong w/minor gaps Don't know Significant gaps Moderate Moderate Moderate Moderate Moderate Significant gaps Moderate Moderate Significant gaps Significant gaps Does not meet
Safety Professional Strong w/minor gaps Strong w/minor gaps Moderate Moderate Significant gaps Moderate Moderate Moderate Strong w/minor gaps Don't know Significant gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Moderate Moderate Moderate Significant gaps Strong w/minor gaps Moderate Significant gaps Moderate Moderate Does not meet World Class World Class
Safety Professional Significant gaps Moderate Significant gaps Significant gaps Moderate Moderate Significant gaps Moderate Significant gaps Moderate Significant gaps Moderate Moderate Significant gaps Significant gaps Significant gaps Significant gaps Moderate Significant gaps Significant gaps Moderate Significant gaps Moderate Moderate Significant gaps Moderate Moderate
Safety Professional Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Moderate Strong w/minor gaps Moderate Moderate Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Moderate Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Significant gaps Strong w/minor gaps
Safety Professional Significant gaps Does not meet Significant gaps Moderate Does not meet Moderate Significant gaps Moderate Moderate Strong w/minor gaps Significant gaps Moderate Significant gaps Strong w/minor gaps Moderate Moderate Moderate Moderate Moderate Does not meet Significant gaps Strong w/minor gaps Moderate Strong w/minor gaps Strong w/minor gaps Significant gaps Don't know
Safety Professional Moderate Moderate Moderate Moderate Strong w/minor gaps Don't know Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Significant gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Moderate Strong w/minor gaps Strong w/minor gaps Moderate Moderate Strong w/minor gaps
Safety Professional World Class World Class World Class Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps World Class Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps World Class Strong w/minor gaps World Class Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps World Class World Class World Class Moderate World Class
Safety Professional Significant gaps Moderate Significant gaps Moderate Strong w/minor gaps Significant gaps Moderate Moderate Strong w/minor gaps Significant gaps Moderate Moderate Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Significant gaps Significant gaps Significant gaps Significant gaps Moderate Significant gaps Significant gaps Significant gaps World Class World Class World Class
Safety Professional Strong w/minor gaps Moderate Moderate Strong w/minor gaps Strong w/minor gaps Moderate Moderate Moderate Strong w/minor gaps Moderate Moderate Strong w/minor gaps World Class World Class Strong w/minor gaps Strong w/minor gaps Moderate Strong w/minor gaps Moderate Moderate Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Moderate World Class Strong w/minor gaps World Class
Safety Professional Moderate Moderate Significant gaps Moderate Moderate Significant gaps Moderate Strong w/minor gaps Strong w/minor gaps Moderate Strong w/minor gaps Strong w/minor gaps Significant gaps Moderate Strong w/minor gaps Significant gaps Does not meet Significant gaps Does not meet Does not meet Does not meet Significant gaps Strong w/minor gaps Significant gaps Moderate Strong w/minor gaps World Class
Safety Professional Moderate Moderate Moderate Moderate Moderate Moderate Moderate Moderate Moderate Moderate Moderate Moderate Moderate Moderate Moderate Moderate Moderate Moderate Moderate Moderate Moderate Moderate Moderate Moderate Moderate Moderate Moderate
Safety Professional Strong w/minor gaps Strong w/minor gaps Significant gaps Moderate Moderate Significant gaps Moderate Strong w/minor gaps World Class Significant gaps Strong w/minor gaps Strong w/minor gaps Moderate Strong w/minor gaps Moderate Moderate Significant gaps Significant gaps Moderate Significant gaps Moderate Strong w/minor gaps World Class Strong w/minor gaps World Class Strong w/minor gaps World Class
Safety Professional Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps World Class
Safety Professional World Class World Class World Class World Class World Class Strong w/minor gaps World Class Strong w/minor gaps Strong w/minor gaps World Class World Class World Class World Class World Class World Class World Class Strong w/minor gaps Strong w/minor gaps World Class Strong w/minor gaps World Class Strong w/minor gaps World Class Strong w/minor gaps Strong w/minor gaps World Class World Class
Safety Professional Significant gaps Moderate Significant gaps Significant gaps Moderate Moderate Moderate Significant gaps Moderate Moderate Moderate Strong w/minor gaps Strong w/minor gaps Moderate Moderate Moderate Significant gaps Moderate Does not meet Significant gaps Moderate Does not meet Significant gaps Moderate Significant gaps Does not meet Does not meet
Safety Professional Strong w/minor gaps Moderate Moderate Strong w/minor gaps Strong w/minor gaps Moderate Strong w/minor gaps Moderate Significant gaps Strong w/minor gaps Moderate Moderate Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Moderate Significant gaps Strong w/minor gaps Moderate Moderate Moderate Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Significant gaps Does not meet Moderate
excludes OSHA, DoD
Safety Professional Significant gaps Moderate Significant gaps Moderate Moderate Moderate Significant gaps Moderate Strong w/minor gaps Significant gaps Moderate Moderate Moderate Moderate Significant gaps Moderate Does not meet Does not meet Does not meet Significant gaps Significant gaps Significant gaps Moderate Moderate Significant gaps Significant gaps
cert.s and years of actual
Safety Professional Significant gaps Moderate Moderate Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Moderate Moderate Strong w/minor gaps Does Not meet Strong w/minor gaps Strong w/minor gaps Moderate Moderate Moderate Significant gaps Moderate Significant gaps Moderate Significant gaps Does not meet Moderate Does not meet Moderate Does not meet Strong w/minor gaps
Safety Professional Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Moderate Strong w/minor gaps Moderate Strong w/minor gaps Strong w/minor gaps Moderate Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps
Safety Professional Significant gaps Moderate Moderate Strong w/minor gaps Strong w/minor gaps Moderate Moderate Significant gaps Significant gaps Significant gaps Does Not meet Does Not meet Does Not meet Does Not meet Significant gaps Moderate Significant gaps Significant gaps Strong w/minor gaps Significant gaps Moderate Does not meet Does not meet Significant gaps Don't know Does not meet Does not meet
Safety Professional Strong w/minor gaps World Class World Class Strong w/minor gaps Strong w/minor gaps World Class Strong w/minor gaps World Class World Class World Class Strong w/minor gaps World Class World Class World Class World Class World Class World Class Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps World Class Strong w/minor gaps Strong w/minor gaps World Class Strong w/minor gaps Strong w/minor gaps World Class
Safety Professional Moderate Strong w/minor gaps Strong w/minor gaps Moderate Strong w/minor gaps Moderate Strong w/minor gaps Moderate Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps World Class Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Moderate Strong w/minor gaps Moderate Strong w/minor gaps Moderate Strong w/minor gaps Moderate Strong w/minor gaps
Safety Professional Moderate Moderate Strong w/minor gaps Moderate Moderate Moderate Moderate Strong w/minor gaps Moderate Moderate Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps World Class Moderate Strong w/minor gaps Strong w/minor gaps Moderate Strong w/minor gaps Strong w/minor gaps Moderate Moderate Strong w/minor gaps Strong w/minor gaps World Class Moderate Strong w/minor gaps
Safety Professional Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Moderate Moderate Moderate Moderate Moderate Significant gaps Moderate Significant gaps Moderate Moderate Moderate Moderate Moderate Moderate Moderate Moderate Moderate Moderate Moderate Significant gaps Moderate Moderate Moderate Strong w/minor gaps
Safety Professional Significant gaps Does not meet Does not meet Significant gaps Significant gaps Significant gaps Significant gaps Significant gaps Moderate Significant gaps Does Not meet Does Not meet Does Not meet Does Not meet Does Not meet Does Not meet Significant gaps Significant gaps Significant gaps Significant gaps Significant gaps Significant gaps Significant gaps Significant gaps Does not meet Does not meet Significant gaps
I enforce SOH program Contracts do not have
Safety Professional Strong w/minor gaps World Class Strong w/minor gaps World Class Strong w/minor gaps World Class World Class World Class Strong w/minor gaps World Class World Class Strong w/minor gaps Strong w/minor gaps World Class Strong w/minor gaps Strong w/minor gaps Moderate Significant gaps Significant gaps Significant gaps Moderate Significant gaps Work directly for a CSP World Class World Class
w/ Contractors firm safety engineering
Safety Professional Significant gaps Moderate Moderate Moderate Strong w/minor gaps Moderate Moderate World Class World Class World Class Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps World Class Strong w/minor gaps Moderate Significant gaps Significant gaps Moderate Strong w/minor gaps Strong w/minor gaps Don't know Don't know World Class
Safety Professional Significant gaps Does not meet Does not meet Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Does Not meet Does Not meet Does Not meet Does Not meet Does Not meet Does Not meet Moderate Moderate Strong w/minor gaps Moderate Significant gaps Moderate Significant gaps Moderate Does not meet Does not meet Does not meet
Safety Professional Moderate Moderate Moderate Moderate Strong w/minor gaps Significant gaps Strong w/minor gaps Moderate Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Moderate Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps
Safety Professional Strong w/minor gaps Moderate Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps World Class Strong w/minor gaps Moderate Strong w/minor gaps Strong w/minor gaps Moderate Strong w/minor gaps Significant gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Moderate Strong w/minor gaps World Class
Safety Professional Significant gaps Does not meet Does not meet Does not meet Significant gaps Significant gaps Significant gaps Does Not meet Does Not meet Does Not meet Significant gaps Significant gaps Significant gaps Moderate Moderate Moderate Does not meet Moderate Significant gaps Significant gaps Significant gaps Significant gaps Significant gaps Significant gaps Don't know Don't know Don't know
Safety Professional Significant gaps Strong w/minor gaps Moderate Significant gaps Significant gaps Moderate Significant gaps Significant gaps Significant gaps Significant gaps Moderate Moderate Moderate Moderate Moderate Moderate Does not meet Strong w/minor gaps Significant gaps Significant gaps Significant gaps Significant gaps Significant gaps Does not meet Strong w/minor gaps Strong w/minor gaps World Class
Safety Professional Strong w/minor gaps Moderate Moderate Moderate Strong w/minor gaps Moderate Strong w/minor gaps Moderate Moderate Moderate Strong w/minor gaps Moderate Moderate Moderate Strong w/minor gaps Moderate Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Moderate Strong w/minor gaps Moderate Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Does not meet
Security & Emergency Management Specialist World Class World Class World Class World Class World Class World Class World Class World Class World Class World Class World Class World Class World Class World Class World Class World Class World Class World Class World Class World Class World Class World Class World Class World Class Strong w/minor gaps World Class World Class
Supervisor Don't know Moderate Moderate Moderate Moderate Don't know Don't know Moderate Moderate Strong w/minor gaps Don't know Don't know Strong w/minor gaps Don't know Strong w/minor gaps Don't know Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Moderate Moderate Moderate Strong w/minor gaps Strong w/minor gaps Don't know Don't know Don't know
Supervisor Strong w/minor gaps Strong w/minor gaps Moderate Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Moderate Moderate Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Moderate Moderate Strong w/minor gaps Moderate Moderate Moderate Significant gaps Moderate Moderate Don't know Don't know Strong w/minor gaps
Supervisor Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Don't know Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Don't know Don't know Strong w/minor gaps Moderate Strong w/minor gaps Don't know Don't know Strong w/minor gaps Strong w/minor gaps Don't know Strong w/minor gaps Strong w/minor gaps Moderate Strong w/minor gaps Strong w/minor gaps Don't know Don't know Don't know
Supervisor Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Don't know Don't know Don't know Don't know Don't know Don't know Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Moderate Significant gaps Don't know Don't know Don't know Don't know
TSC does a good job to TSC does a great job SOH does not seem to Other than the Office TSC Does a great job at TSC Does a great job at It would be helpful if SOH
Supervisor Strong w/minor gaps World Class World Class World Class World Class World Class World Class Strong w/minor gaps World Class World Class Significant gaps Significant gaps World Class World Class Strong w/minor gaps Strong w/minor gaps World Class Strong w/minor gaps World Class World Class
evaluate and address providing traning, as provide feedback to walk through, we do not Safety Training our staff, Safety Training our staff, managers gave
Supervisor Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps World Class Strong w/minor gaps World Class Strong w/minor gaps Moderate Strong w/minor gaps World Class World Class Moderate Moderate Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps World Class Strong w/minor gaps World Class World Class Don't know Don't know World Class
Supervisor Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Don't know Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Don't know Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Don't know Don't know Strong w/minor gaps
Supervisor Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Moderate Strong w/minor gaps
Supervisor Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps World Class Strong w/minor gaps Strong w/minor gaps World Class World Class Strong w/minor gaps World Class Strong w/minor gaps Strong w/minor gaps World Class Strong w/minor gaps Strong w/minor gaps World Class Strong w/minor gaps Strong w/minor gaps World Class Strong w/minor gaps Strong w/minor gaps World Class Strong w/minor gaps Strong w/minor gaps
Supervisor Moderate Strong w/minor gaps Moderate Moderate Moderate Moderate Moderate Moderate Moderate Moderate Moderate Moderate Moderate Moderate Moderate Strong w/minor gaps Moderate Moderate Moderate Moderate Moderate Moderate Moderate Moderate Moderate Moderate Strong w/minor gaps
Supervisor Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Don't know Strong w/minor gaps Strong w/minor gaps
Supervisor Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Moderate Significant gaps Moderate Significant gaps Moderate Moderate Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Moderate Strong w/minor gaps Moderate Strong w/minor gaps Strong w/minor gaps Don't know Don't know Don't know
Supervisor Moderate Moderate Moderate Moderate Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Significant gaps Moderate Moderate Moderate Moderate Strong w/minor gaps Strong w/minor gaps Moderate Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Moderate Strong w/minor gaps Strong w/minor gaps Strong w/minor gaps Moderate Don't know Don't know Don't know
Team 8 member Significant gaps Does not meet Moderate Strong w/minor gaps World Class Strong w/minor gaps Strong w/minor gaps Significant gaps Does Not meet Moderate Don't know Strong w/minor gaps World Class Strong w/minor gaps Don't know Strong w/minor gaps Moderate World Class World Class Strong w/minor gaps Moderate Strong w/minor gaps World Class Does not meet Don't know Don't know World Class
Appendix E:
Survey-Identified Strengths and Weaknesses
Percentage of Respondents Who Answered "World Class" or "Strong w/ Minor Gaps"
High Level
"World Class" Field Collective
"Strong w/ Minor Gaps"
Area Office
RLT Office/Facility Supervisor Collective Safety Including
Manager
Manager Safety
***The figures below display the percentage of the responses which answered "World Class" or "Strong w/ Minor Gaps" for each question.
< 34.9% Dk Red , 35- 54.9% Lt Red , 55-69.9% Yellow , 70-84.9% Lt Green , > 85% Dk Green
Responsibilities - Directors Regional Directors, Managers are
1 fulfilling their responsibilities: Communicating and Implementing 55% 67% 82% 85% 72% 41% 57%
SOH requirements
4E.RLT, AO Mgrs: Responsibilities Ensuring compliance and

2 45% 83% 82% 92% 76% 35% 57%
training
4E.RLT, AO Mgrs: Responsibilities. Ensuring mechanisms are in

3 55% 83% 73% 77% 72% 32% 52%
place to incorporate SOH into operations and work processes
4 Supervisors are responsible for: Implementing SOH Program 36% 75% 73% 85% 67% 30% 51%
5 Supvsr: Maintaining workplace & equipment in safe manner 91% 75% 91% 92% 87% 59% 73%
Supvsr: Conducting investigations, id fators, corrective actions,

6 73% 67% 73% 69% 70% 24% 51%
implementation
7 Supvsr: Meeting SOH needs i.e engineering controls, training, PPE 36% 83% 91% 92% 76% 43% 61%
Employees are held accountable/responsible for:Comlying with

8 73% 50% 82% 92% 74% 41% 59%
REC SOH requirements
9 Employees are accountable for: Completing SOH training 45% 75% 73% 85% 69% 59% 63%
Employees are accountables for : Reporting SOH hazards/unsafe

10 36% 67% 82% 77% 65% 49% 58%
conditions to Sup
11 SOH Personnel are responsible for: Assist w/ Management process 27% 50% 27% 31% 34% 43% 38%
SOH Personnel are responsible for: Advise mgmt and employees of

12 27% 58% 55% 46% 47% 54% 49%
SOH responisibilities
SOH personnel are responsible for: Provide assistance to identify

13 73% 67% 73% 62% 68% 59% 64%
evaluate and address SOH hazards
SOH personnel are responsible for: provide guidance for training

14 55% 75% 73% 62% 66% 59% 63%
and assistance to hep employees perfrom work safely
SOH personnel: Analyze injury and illness reports and data to

15 45% 58% 27% 46% 44% 49% 47%
ensure countermeasures are developed
16 SOH to Review and monitor compliance with policies 55% 75% 55% 54% 59% 49% 54%
17 5A. ANSI Recognition SOH as a core value 36% 75% 45% 85% 60% 32% 48%
ANSI: Reclamation providing a safe and health wrokplace, free of

18 82% 75% 91% 100% 87% 49% 69%
hazards
ANSI: Continual improvement of SOH Program and program

19 64% 92% 91% 77% 81% 43% 63%
performance
20 ANSI: Compliance with SOH regs 55% 75% 73% 69% 68% 32% 52%
ANSI: Ensure SOH considerations are integrated in planning

21 55% 58% 82% 77% 68% 41% 54%
decision, and daily work
ANSI: Involve employees in development and implementation of the

22 64% 75% 82% 54% 69% 32% 52%
SOH program, policies, procedures
23 ANSI: Provide necessary resources and training to implement policy 45% 75% 64% 77% 65% 49% 58%
24 ANSI: Communicate the policy to employees and affected parties 45% 75% 91% 69% 70% 49% 59%
Employ Certified Professionals (CSP, CIH, PE, or master's SOH) as

25 the senior manager to recommend policy and guidance at the 45% 42% 36% 15% 35% 46% 38%
Commissioner's Office and Regional Offices.
26 Encourage all safety professional to attain credentials 45% 42% 27% 15% 32% 38% 33%
SOH managers report to the Director, Regional Director, or Area

27 91% 83% 73% 62% 77% 65% 69%
Manager or to their immediate Deputy or Assistant.
Average Percentage of All Reponses = 53.87% 69.44% 69.02% 68.38% 65.18% 44.54% 55.31%
Percentage of Respondents Who Answered "World Class" or "Strong w/ Minor Gaps"
Focused
"World Class" Field Collective
"Strong w/ Minor Gaps"
Area Office
RLT Office/Facility Supervisor Collective Safety Including
Manager
Manager Safety
***The figures below display the percentage of the responses which answered "World Class" or "Strong w/ Minor Gaps" for each question.
< 34.9% Dk Red , 35- 54.9% Lt Red , 55-69.9% Yellow , 70-84.9% Lt Green , > 85% Dk Green
1 fulfilling their responsibilities: Communicating and Implementing 55% 67% 82% 85% 72% 41% 57%
SOH requirements

2 45% 83% 82% 92% 76% 35% 57%
training

3 55% 83% 73% 77% 72% 32% 52%
4 Supervisors are responsible for: Implementing SOH Program 36% 75% 73% 85% 67% 30% 51%
5 Supvsr: Maintaining workplace & equipment in safe manner 91% 75% 91% 92% 87% 59% 73%

6 73% 67% 73% 69% 70% 24% 51%
implementation
7 Supvsr: Meeting SOH needs i.e engineering controls, training, PPE 36% 83% 91% 92% 76% 43% 61%

8 73% 50% 82% 92% 74% 41% 59%
9 Employees are accountable for: Completing SOH training 45% 75% 73% 85% 69% 59% 63%

10 36% 67% 82% 77% 65% 49% 58%
conditions to Sup
11 SOH Personnel are responsible for: Assist w/ Management process 27% 50% 27% 31% 34% 43% 38%
SOH Personnel are responsible for: Advise mgmt and employees of

12 27% 58% 55% 46% 47% 54% 49%
SOH responisibilities

13 73% 67% 73% 62% 68% 59% 64%

14 55% 75% 73% 62% 66% 59% 63%

15 45% 58% 27% 46% 44% 49% 47%
16 SOH to Review and monitor compliance with policies 55% 75% 55% 54% 59% 49% 54%
17 5A. ANSI Recognition SOH as a core value 36% 75% 45% 85% 60% 32% 48%

18 82% 75% 91% 100% 87% 49% 69%
hazards

19 64% 92% 91% 77% 81% 43% 63%
performance
20 ANSI: Compliance with SOH regs 55% 75% 73% 69% 68% 32% 52%

21 55% 58% 82% 77% 68% 41% 54%
ANSI: Involve employees in development and implementation of the

22 64% 75% 82% 54% 69% 32% 52%
SOH program, policies, procedures
23 ANSI: Provide necessary resources and training to implement policy 45% 75% 64% 77% 65% 49% 58%
24 ANSI: Communicate the policy to employees and affected parties 45% 75% 91% 69% 70% 49% 59%
Employ Certified Professionals (CSP, CIH, PE, or master's SOH) as

25 the senior manager to recommend policy and guidance at the 45% 42% 36% 15% 35% 46% 38%
26 Encourage all safety professional to attain credentials 45% 42% 27% 15% 32% 38% 33%

27 91% 83% 73% 62% 77% 65% 69%
Average Percentage of All Reponses = 53.90% 69.35% 69.48% 68.96% 65.42% 44.40% 55.36%
Percentage of Respondents Who Answered "Don't Know"
Field
"Don't Know" Collective RLT Safety
Area Office
Manager
Office/Facility Supervisor
Manager
***The figures below display the percentage of the responses of "Don't Know" for each question.
0% White , 0.1% - 4.99% Yellow , 5% - 14.99% Red , >15% Dark Red

1 fulfilling their responsibilities: Communicating and Implementing 2% 0% 3% 0% 0% 8%
SOH requirements

2 3% 9% 5% 0% 0% 0%
training

3 4% 9% 5% 0% 9% 0%
4 Supervisors are responsible for: Implementing SOH Program 1% 0% 3% 0% 0% 0%
5 Supvsr: Maintaining workplace & equipment in safe manner 0% 0% 0% 0% 0% 0%

6 7% 0% 8% 0% 0% 23%
implementation
7 Supvsr: Meeting SOH needs i.e engineering controls, training, PPE 3% 9% 3% 0% 0% 8%

8 0% 0% 0% 0% 0% 0%
9 Employees are accountable for: Completing SOH training 1% 0% 3% 0% 0% 0%

10 3% 0% 5% 0% 0% 8%
conditions to Sup
11 SOH Personnel are responsible for: Assist w/ Management process 7% 0% 0% 0% 18% 23%
SOH Personnel are responsible for: Advise mgmt and employees

12 3% 0% 0% 0% 0% 15%
of SOH responisibilities

13 1% 0% 0% 0% 0% 8%

14 2% 0% 0% 0% 0% 15%

15 11% 9% 5% 0% 27% 23%
16 SOH to Review and monitor compliance with policies 4% 9% 0% 0% 0% 23%
17 5A. ANSI Recognition SOH as a core value 7% 9% 5% 0% 9% 8%

18 1% 0% 0% 0% 9% 0%
hazards

19 2% 0% 0% 0% 9% 8%
performance
20 ANSI: Compliance with SOH regs 2% 0% 3% 0% 9% 0%

21 1% 0% 0% 0% 9% 0%
ANSI: Involve employees in development and implementation of

22 1% 0% 0% 0% 9% 0%
the SOH program, policies, procedures
ANSI: Provide necessary resources and training to implement

23 1% 0% 0% 0% 9% 0%
policy
24 ANSI: Communicate the policy to employees and affected parties 2% 0% 0% 0% 9% 8%
Employ Certified Professionals (CSP, CIH, PE, or master's SOH)

25 as the senior manager to recommend policy and guidance at the 36% 27% 19% 50% 45% 77%
26 Encourage all safety professional to attain credentials 29% 27% 8% 33% 55% 62%

27 13% 9% 8% 0% 18% 38%

28 fulfilling their responsibilities: Communicating and Implementing 2% 0% 3% 0% 0% 8%
SOH requirements
Average Percentage of All Reponses = 5.44% 4.22% 3.09% 2.98% 8.77% 12.91%
Appendix F:
SAF P01: Reclamation Safety and
Occupational Health Program
SAF P01
Reclamation Manual
Policy
Subject: Safety and Occupational Health Program
Purpose: To establish the Bureau of Reclamation policy for the implementation

and administration of an effective Safety and Occupational Health (SOH)
Program. This Policy reinforces the Reclamation leadership’s firm
commitment to safety and health of its employees, contractors, and others
working in, or visiting, bureau facilities. The benefits of this Policy are
ensuring compliance, operational effectiveness, and consistency in
implementing federal Occupational Safety and Health regulations, as well
as those of the Department of the Interior and Reclamation.
Authority: Occupational Safety and Health Act of 1970 (OSH Act) (Pub. L. 91-596;
84 Stat. 1590; 29 U.S.C. 651 et seq.); 29 CFR 1960, Basic Program
Elements for Federal Employee Occupational Safety and Health
Programs and Related Matters; Executive Order 12196, Occupational
Safety and Health Programs for Federal Employees; and Department of
the Interior 485 DM, Safety and Occupational Health Program.
Approving Official: Commissioner
Contact: Security, Safety, and Law Enforcement (SSLE), Safety and Health Office,
84-43000
1. Introduction. The operation of Reclamation dams, powerplants, pumping plants, and other
facilities entail inherent hazards to Reclamation employees, contractors, and others working
in, or visiting, such facilities. The authorities listed require that Reclamation establish and
maintain an SOH Program, providing safe and healthful workplaces for those individuals.
2. Applicability. This Policy applies to all Reclamation employees.
3. Definitions. For the purposes of this Policy, the terms in this paragraph are defined as
follows:
A. American National Standards Institute (ANSI) Z10, American National Standard

for Occupational Health and Safety Management Systems (ANSI Z10). National
consensus standard on SOH management systems that provides organizations with a
tool for continuous improvement of their SOH performance.
B. Reclamation Leadership Team (RLT). The RLT are Reclamation’s Senior

Executive and Senior Leader positions. A current membership listing can be found at
the Reclamation RLT Intranet site.
C. Reclamation Safety and Health Standards (RSHS). Standards that augment federal
and Department occupational safety and health requirements while providing specific
requirements applicable to Reclamation’s unique activities and operations.
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SAF P01
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Policy
D. SOH Program. A set of interrelated elements that establish and/or support SOH
policy and objectives, and mechanisms to achieve those objectives in order to
continually improve SOH in Reclamation workplaces.
4. Responsibilities.
A. Commissioner. The Commissioner has executive responsibility for development,

implementation, and evaluation of Reclamation’s SOH Program.
B. Deputy Commissioner, Policy, Administration, and Budget (PAB). The Deputy

Commissioner, PAB is responsible for:
(1) serving as the Reclamation Designated Agency Safety and Health Official
(DASHO);
(2) as the DASHO, representing the Commissioner’s interest and support in

management of the SOH Program;
(3) providing executive-level policy and SOH Program direction and guidance; and
(4) representing Reclamation at Department DASHO Council meetings.
C. Director, SSLE. The Director, SSLE, is responsible for the overall development,
implementation, and management of Reclamation’s SOH Program, including policy
development, budgeting, and continuous SOH Program improvement.
D. RLT. The RLT, both as a collective group and through its individual members, is
responsible for:
(1) providing visible guidance and operational leadership for developing and
implementing SOH as a core value of Reclamation;
(2) assessing information provided from SOH Program reviews; and
(3) directing actions for continuous improvement of the SOH Program.
E. Directors, Regional Directors, and Managers. Directors, regional directors, office

managers, area managers, and facility managers are responsible for:
(1) communicating and implementing Reclamation’s SOH requirements to

employees, contractors, and visitors;
(2) ensuring the employees under their supervision comply with SOH requirements
and receive required training; and
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SAF P01
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Policy
(3) ensuring mechanisms are in place to incorporate SOH into operational activities
and processes, where appropriate.
F. Supervisors. Supervisors are responsible for:
(1) implementing all applicable aspects of the SOH Program;
(2) ensuring that workplaces and equipment under their direction are maintained in a
safe and healthful condition, and in compliance with applicable SOH
requirements;
(3) conducting/assisting accident investigations when required, identifying causal

factors and corrective actions, and ensuring that those actions are implemented to
prevent reoccurrence of similar, future accidents; and
(4) meeting all SOH needs within their control (e.g., engineering controls, training,
and personal protective equipment).
G. Employees. Employees are responsible for:
(1) complying with Reclamation and other applicable SOH requirements;
(2) successfully completing required SOH training; and
(3) reporting SOH hazards or unsafe working conditions to their manager.
H. SOH Personnel. SOH personnel are responsible for:
(1) assisting in the development of effective SOH management processes, using

ANSI Z10 principles;
(2) advising management and employees about their respective SOH responsibilities
under the SOH Program;
(3) providing guidance and technical assistance to management in order to identify,

evaluate, and address SOH hazards;
(4) providing guidance for training and assistance to help employees perform their
work safely;
(5) analyzing injury and illness reports and data to ensure that appropriate
countermeasures are developed to prevent future injuries; and
(6) reviewing and monitoring compliance with regulatory and organizational SOH
policies.
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5. Policy. The Reclamation SOH Program will be developed and implemented using the
principles contained in ANSI Z10.
A. Through management leadership and employee involvement, Reclamation will:
(1) protect its employees, contractors, and visitors, through the implementation of an
effective SOH Program, recognizing SOH as a core value to Reclamation in
accomplishing its mission to manage, develop, and protect water and related
resources;
(2) provide a safe and healthful workplace, free of hazards to the maximum degree
practicable, for all employees, contractors, and others performing work at or
visiting Reclamation facilities;
(3) continually improve its SOH Program and the SOH Program’s performance;
(4) comply with both the spirit and the letter of applicable SOH laws and regulations,
including Department and Reclamation SOH requirements;
(5) ensure that SOH considerations are integrated into organizational planning,
decision-making, and daily work activities;
(6) involve employees and their representatives in the development and

implementation of the SOH Program’s processes, plans, and procedures specific
to their workplaces;
(7) provide the necessary resources and training needed to implement this Policy; and
(8) communicate this Policy to employees and other affected parties.
B. The Commissioner’s Office and regional offices will employ credentialed SOH
personnel (as evidenced by a masters-level or higher SOH-related degree, or current
Certified Safety Professional, Certified Industrial Hygienist, or a Professional Safety
Engineer certifications) as the senior manager to recommend policy, provide guidance,
and evaluate the implementation of the SOH Program. Requests for waivers will be
prepared and submitted as required by RCD 03-03. To encourage professional SOH,
Reclamation will promote the credentialing of full-time SOH personnel at all levels of
the organization.
C. SOH managers will organizationally report to a director, regional director or area

manager, or to their immediate deputy or assistant, and will be a member of the
immediate staff reporting to a director’s, regional director’s, or area manager’s office.
(469) 07/23/2013 Page 4

7-2522A (2-08)
Bureau of Reclamation
Reclamation Manual Transmittal Sheet
07/23/2013 469
Effective Date: _______________________ Release No. ___________________
Please ensure that all employees who need this information are forwarded a copy of this release.
Reclamation Manual Release Number and Subject
SAF P01 Safety and Occupational Health Program
Summary of Changes
NOTE: This Reclamation Manual release applies to all Reclamation employees. When an exclusive bargaining unit exists,
changes to this Reclamation Manual release may be subject to the provision of your collective bargaining agreements.
Filing Instructions
Remove Sheets Insert Sheets

pp 1-2 pp 1-4
All Reclamation Manual releases are available at http://www.usbr.gov/recman/.
Filed by: _________________________________________________ Date: _______________

Appendix G:
SAF 01-01: Reclamation Occupational Safety
and Health - General
SAF 01-01
Reclamation Manual
Directives and Standards
Subject: Occupational Safety and Health - General
Purpose: Establishes processes for integrating safety and health into all Bureau of
Reclamation programs, operations, and facilities. The benefits of this
Directive and Standard are clearer understanding of the Safety and
Occupational Health Program requirements and improved compliance
with applicable Federal and Department of the Interior requirements.
Authority: 5 U.S.C. 7902; Public Law 91-596, Occupational Safety and Health Act
of 1970; 29 U.S.C. 651 et. SEQ., 29 CFR 1960; Executive Order 12196;
and Department of the Interior Safety and Health Manual, 485 DM.
Approving Official: Director, Security, Safety and Law Enforcement (SSLE)
Contact: Safety and Health Office (84-43000)
1. Introduction. The Occupational Safety and Health Administration (OSHA) and the
Department of the Interior require bureaus to establish occupational safety and health
programs. This directive and standard (D&S) establishes the framework for the Bureau of
Reclamation Safety and Occupational Health program.
2. Applicability. This D&S is applicable to all Reclamation employees and activities.
3. Definitions. Job Hazard Analysis is a technique that focuses on job tasks as a way to
identify hazards before they occur. After uncontrolled hazards are identified, steps can be
taken to eliminate or reduce them to an acceptable risk level.
4. Responsibilities.
A. Safety and Health Office, SSLE. The Safety and Health Office, SSLE will:
(1) develop and issue appropriate Reclamation-wide safety and health guidelines,
model programs, and assessment tools;
(2) develop, promote, and act as lead in the periodic evaluation of the implementation
of Reclamation's safety and health program;
(3) monitor and interpret developments in new safety and health regulations,
directives, standards, codes, guidelines, manuals, and technologies;
(4) manage accident/incident investigation and reporting program; and
(5) provide guidance in the development of safety and health paragraphs and clauses
for solicitations/specifications and contracts.
SUPERCEDES (66) 11/6/1997 Page 1

(Minor revisions approved 01/26/2010)
SAF 01-01
Reclamation Manual
B. Directors (Senior Executive Service Management Positions). Directors will:
(1) Provide leadership to ensure the implementation of an effective safety and health
program within their area of responsibility.
(2) Employ for each regional program a full-time, experienced, registered

professional safety engineer or safety and health manager certified by the Board
of Safety Professionals or the American Board of Industrial Hygiene as an
immediate staff member. If a team concept is adopted to fulfill the above
requirement, a highly qualified safety or health professional shall be designated as
team leader. That individual’s qualifications shall meet the Office of Personnel
Management safety or health manager qualifications for a GS/GM-018/690/803
series.
(3) Periodically assess the performance of managers/supervisors/leaders in

implementation of the safety and health program.
C. Managers/Supervisors/Leaders. Managers/supervisors/leaders will:
(1) implement an effective safety and health program within their area of
responsibility;
(2) provide professional safety and health services necessary to meet the provisions
of the safety and health program;
(3) conduct hazard analysis and exposure determinations;
(4) provide safety and health training;
(5) develop and implement a system of safety and health program measurement and
accountability for employees;
(6) investigate and report all accidents/incidents immediately as required by 485 DM

and Reclamation directives;
(7) correct identified unsafe or unhealthful conditions in Reclamation-managed

facilities or operations; and
(8) provide an environment for employee participation without fear of restraint,

interference, coercion, discrimination, or reprisal.
D. Employees. Employees will:
(1) observe established regulations, standards, codes, directives, and management

initiated procedures for assigned operations and activities;

SAF 01-01
Reclamation Manual
(2) practice safe work habits;
(3) promptly correct unsafe conditions, procedures, and acts; or report to their
supervisor those beyond their control; and
(4) promptly report incidents and accidents to their supervisor and complete required
forms.
5. Program Direction. As applicable, the following safety and occupational health program
elements will be implemented by all Reclamation organizational components:
A. Program Implementation.
(1) Organizational Goals. Establish annual safety and health goals.
(2) Action Plans. Establish and submit through each Director an annual safety and
health action plan to the Reclamation Safety and Health Official by October 1.
(3) Annual Reports. Submit through each Director to the Reclamation Safety and
Health Official an annual status report of safety and health action plan
implementation by November 1.
B. General Implementation Elements.
(1) Safety and Health Training. Establish a training program that provides safety
and health orientation and professional development necessary to meet
management and operational safety and health needs.
(2) Design Standards for Safety and Health. Use established design standards for
safety and health in all equipment specifications and design of Reclamation
facilities.
(3) Workplace Hazard Analysis. Establish a comprehensive safety and health

analysis of workplaces which identifies safety and health needs.
(4) Written Programs. Establish written hazard-specific programs and/or

procedures in accordance with regulations, standards, codes, or directives.
(5) Job Hazard Analysis. Establish a process for conducting a job hazard analysis
which identifies safety and health needs for job activities.
(6) Accident Reporting. Establish a system of accident investigation and reporting

as required in 485 DM and Reclamation directives.

SAF 01-01
Reclamation Manual
(7) Safety and Health Inspections. Establish a system for inspections of all
Reclamation facilities and operations in accordance with regulations, standards,
codes, and directives.
(8) Safety and Health Committees. Establish safety and health committees in
accordance with 485 DM.
(9) Safety and Health Meetings. Conduct regularly scheduled meetings to address
safety and health issues concerning employees, facilities, and operations.
(10) Safety and Health Awards. Recognize outstanding individual or group

achievements through issuance of appropriate awards.
(11) Program Accountability. Establish a system of program measurement and

accountability for safety and health, and periodically assess employee
(management/supervisory/nonsupervisory) performance.
6. Standards. The following documents establish specific safety and health standards for the
Reclamation mission:
A. 29 CFR 1910 – Occupational Safety and Health Standards, General Industry
B. 29 CFR 1926 - Occupational Safety and Health Standards for Construction
C. DM 485 - Department of the Interior Safety and Occupational Health Program
D. Reclamation Safety and Health Standards

Appendix H:
ANSI Z10 Occupational Health and
Management Systems Requirements

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Final Draft Report

American National Standard for

U.S. Department of the Interior

The mission of the Bureau of Reclamation is to manage, develop,

Safety and Occupational Health

Mike Bernardo, Lower Colorado Regional Office

Executive Summary .............................................................................................. 1

The objective of this report is to provide recommendations to address gaps in existing

1. Expand and clarify Reclamation’s Safety Policy, SAF P01.

2. Re-write / clarify Reclamation’s policy implementation instruction, SAF 01-01, with

Table 1: DOI SOH Report Conclusions Addressed by Team #2

Senior leadership and line Reclamation has recently approved

The five basic elements in the Z10 cycle (Figure 1) are:

• Management Leadership and Employee Participation,

Figure 1: Occupational Health and Safety Management System (OHSMS) Cycle

A well-defined policy and management commitment to the continual improvement of employee

Table 2: ANSI Z10 Conformance Scorecard

1. Supervisors are maintaining workplace and equipment in a safe manner.

2. Reclamation is providing a safe and healthy workplace, free of hazards.

1. SOH personnel are not adequately assisting with management processes.

5. Reclamation employees and contractors fail to recognize SOH as a core value.

6. Reclamation is not providing necessary resources and training to implement policy.

1. To further articulate Reclamation’s Safety Policy, rewrite SAF P01 to include:

4. Streamline implementation efforts (including those developed by the 21 Safety Action

Bureau of Reclamation. Associated Safety Directives and Standards. Accessed on 10/6/2015 at

_____. Reclamation Policy SAF P01. Accessed on 10/6/2015 at

_____. Reclamation Safety and Health Standards. Accessed on 10/6/2015 at

_____. Reclamation Safety and Health Standards, Foreword. Accessed on 10/6/2015 at

In January 2014, Reclamation’s Safety Action Team #2 distributed a survey (Appendix C) to

1. all members of the RLT,

Table A1: Tiered Prioritization Test

Identified Focus Areas (Areas Needing Improvement)

1. SOH personnel are not adequately assisting with management processes 2.

Identified Strengths (Best Practices)

1. Supervisors are maintaining workplace and equipment in a safe manner 10.

response was 52%.

response was 73%.

response was 69%.

response was 63%.

response was 69%.

response was 64%.

Question 26 – Encourage all safety professionals to attain credentials

In addition, when analyzing Question 6 – Conducting investigations, identifying factors,

Recommended Resolutions (FOR SURVEY ONLY)

a) Clarify the language in policies regarding the roles and responsibilities,

Additional recommendations are provided for the individual questions as follow:

1) Question 11 – SOH Personnel: Assist with management process

a) Review and evaluate trends at the Reclamation-level. The small number of

3) Question 12 – SOH Personnel: Advise management and employees of SOH

4) Question 16 – SOH Personnel: Review and monitor compliance with policies

6) Question 21 - ANSI: Provide necessary resources and training to implement policy

a) Survey Safety Professionals, Safety Leads, Collateral Duty Safety

8) Question 22 - ANSI: Involve employees in development and implementation of the SOH

a) Institute safety inspections prior to a scheduled safety/staff meeting in which two

4E.RLT, AO Mgrs: Responsibilities Ensuring compliance and

4E.RLT, AO Mgrs: Responsibilities. Ensuring mechanisms are in

Supvsr: Conducting investigations, id fators, corrective actions,

Employees are held accountable/responsible for:Comlying with